CCDirector™ Case Study: Brand Re-launch

Following a sustained period of bad publicity in the national press regarding its poor customer service, a major telecoms company decided to change its brand as part of a transformation project.  The forecast cost of the re-branding was over $20 million.

The new brand and associated brand values were being positioned around service excellence ie 2nd Base in the Round customer centricity model.  Following the completion of a full capability assessment using CCDirector™, the Brand Manager created an outcome profile for the brand re-launch by choosing the capability strands from the CCDirector™ database that he considered were either critical or important to the project's success. 

When the profile was generated, it showed that although many of the 'Important' 2nd Base capabilities were in place in parts of the organization (pink), only 3 of the 'Critical' 2nd Base capabilities were present across the organization (red), many were inconsistent (pink) and even more were completely missing (yellow).  The Brand Manager was not surprised at this revelation and said “Don't worry, we know this and we are doing lots of things!”

All the projects containing the 'lots of things' were linked to the profile to provide a forecast of where the business would be at the time of the proposed re-launch.

The Brand Manager was shocked to see that there would be very little impact and that all the 'lots of things' were being deployed functionally (light blue), which would increase service inconsistency and customer frustration.

Without this profile, the $20 million investment in the brand re-launch would have been completely wasted and further damaged the company’s already poor service reputation, impacting it's capital value.  The gap analysis was used to change the scope of the Brand Re-launch project which lead to its ultimate success.