A financial services firm was looking to spin out a non-core business unit that emerged organically. The spin-out operated within the human resources consulting and outsourcing sectors and was only tangentially related to the parent company’s core financial service offerings.
In preparing for the sale, company leadership wanted to establish a new brand, value proposition, brand positioning, and name separate from the parent organization. With the new identity set, the new business was launched and ultimately divested.
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