Case Study

Building on strength

WHO: Insolvency Practitioners Association of Australia

WHAT: brand positioning and corporate strategy

WHY: retain the brand's relevance to its stakeholders

HOW: stakeholder research, brand story and positioning, communications plan


Challenge

The board and the CEO of the Insolvency Practitioners Association sought input to the brand’s current position and perceptions held by stakeholders so that the strategy was relevant, sustainable and supported by appropriate marketing and communication initiatives.

Solution

The project was structured in 4 phases over a 12 month period.

The phased approach allowed the Brand Committee to clearly see outcomes at each stage. This made the investment decision and budget easier, and provided them with the option of opting out at the end of any phase.

Firstly it was important that the Brand Committee and we had a very clear idea of the scope and sought after outcomes of the project and investment. We workshopped this with the brand committee with the result of a project plan agreed upon and key stakeholders to involve.

This then leveraged work into a research phase – where qualitative and quantitative research was undertaken with key holders based in Australia and overseas. A competitor and market analysis was done simultaneously. Key themes from the research were presented back to the Brand Committee from this phase.

This phase also uncovered the need for greater development and articulation of their corporate strategy and we facilitated this process. The key themes were developed into a brand story and brand positioning which would form one of the key elements of the communications strategy.

They also underpinned the key messages to be used across a range of external and internal communications. The communications strategy was broken down by audience, by channel and by timing.

Results

Throughout the process we “checked in” and maintained regular communications with the Brand Committee and the CEO so as to avoid any surprises, to test out thinking and involve their thinking in the direction.

A clearly articulated brand story was delivered that the Board and leadership owned and gravitated to.

A structure to their strategy was delivered, and we pushed their thinking to develop a position and action items on the organisation’s key strategic drivers.

A communications plan was delivered that addressed key messages per stakeholder group, approach to social media, possible ownable communications assets, and co-ordinated marketing activities with supporting communications.

The plan was delivered in a form that has allowed the CEO and Marketing Manager to develop an implementation plan for which the organisation is being measured.