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Paul Middlebrook and Judith Stracey, Transform Conference 2012
The document outlines a case study on the transformation of White Logistics driven by brand storytelling, highlighting their goals to double business size and improve operational efficiency. The new branding led to significant growth, including a £600k increase in business within six months, with an emphasis on customer service and problem-solving. Key lessons include the importance of authenticity, simplicity in storytelling, and aligning purpose and culture to engage customers effectively.
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Paul Middlebrook and Judith Stracey, Transform Conference 2012
- 1. A case studyof Transformation based on brand storytelling Judith Stracey, Managing Director of White Logistics Paul Middlebrook, Managing Director, The Allotment
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- 3. Growing White Logistics& Storage An amazing journey
- 4. Our story began 39years ago...
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- 6. Where we wantto be • Double the size of our business over the next 5 years. • Improve facilities and business infrastructure to improve operational efficiency. • Drive sales with a more focussed customer retention and acquisition strategy. • Develop people talent and family management structure to ensure that the business is ‘fit’ to survive, adapt and prosper as it moves from a first generation to a second generation family business. • Develop a clear sector leading brand which magnifies growth, illustrates ambition and communicates a distinctive and relevant brand promise.
- 7. The Results sayit all! • In the first 6 months £600k of new business won and growing as a direct result of the rebranding. • Turnover is expected to increase by 50% in 2012/2013 from 2009/10 in what is a difficult marketplace. • “In 2012 we have been averaging 3 new customers per week. In 2011, we were lucky to get one a fortnight.” • The rebrand has been widely praised by White’s customers. • The brand is a focus of pride and an instrument of change in the business.
- 8. We’ve become a‘challenger’ “We are picking up a lot of work from our competitors, not by undercutting on price, but because the customer believes they will get a better service”. Our new brand has not re-invented White’s - it has told our story in a clearer and more compelling way. What we are has always been there but it was hidden!
- 9. The Design Process Growing understanding
- 10. Research - Whatcustomers said “With White we do not have to worry. They do what they say they are going to do and if there is a problem they generally let us know”. “They offer solutions, not excuses.” “White ‘make it right’ - they look for solutions.”
- 11. Research - Whatpeople said internally “Our point of difference is our ‘extra level of service’ - we rarely say NO, we do whatever it takes to sort out issues for customers.” “Our strengths are that we are conscientious and that we put ourselves out. We are problem solvers.” “White’s difference really focusses on the quality of our drivers. We recruit on personality and enthusiasm as our drivers are the main point of customer interface. We can build on ability but attitude is incredibly important.”
- 12. What’s happening outthere?
- 13. A single minded ‘big idea’.
- 14. White’s promise We’re aboutsolutions not problems. We’ll do whatever it takes to deliver. Service, attitude and high standards are the key differentiator for White’s.
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- 16. Design themes. Whichdirection?
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- 19. Design theme 3.Chosen theme.
- 20. Bringing the ‘big idea’to life.
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- 30. Storytelling with Haulageheroes TheAllotment Copyright 2011
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- 36. The Results + •The brand has become a focus for positive conversations • The new truck livery was a finalist in the ‘best livery’ category at the 2011 Motor Transport Awards. • The project won the best rebrand category in the Marketing Design Wards 2011. • It has been short listed in the 2012 Transform Awards (Tonight!).
- 37. So what canwe learn from this project?
- 38. 1. Dig-deep todiscover what you are and what is important to your customers.
- 39. 2. Be authentic (abrand is the collective intent of the people behind it).
- 40. 3. Be very,very clear and keep it simple. The best stories have simple structures.
- 41. 4. Focus onpurpose and culture alignment.
- 42. 5. Don’t sell- engage and tell a story which focuses on how you will improve people’s lives.
- 43. 6. Be asdifferent as you can be. Disrupt ‘Norm’ - he’s dull.
- 44. 7. Manage andinspire at every touchpoint. They all count even when they are not in your control. @twitter
- 45. “For me marketingis about values. This is a very noisy world and we are not going to get people to remember very much about us. So, we have to be very clear about what we want them to know about us.” Steve Jobs. 1997
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- 47. ... help businessesgrow by effective storytelling.
- 50. Thank you The Allotment 175-185Gray’s Inn Road London WC1X 8UE Telephone: 07815 142035 Info@theallotmentbranddesign.com theallotmentbranddesign.com twitter.com/AllotmentBrand