Establishing a strategic positioning for a newly formed professional services companyEquiBrand2023-11-14T23:49:47-07:00
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.
Diversification strategy into non-traditional banking services
Organic growth of human resources consulting and outsourcing organizations
Unclear brand architecture and strategic positioning at both the corporate and HR-sector level
Customer segmentation framework to identify customer needs and most attractive targets
Competitive and best practice assessment to identify positioning opportunity areas
Brand architecture and strategic positioning recommendations to maximize clarity, synergy and leverage
Communication strategy and plans to launch the new offering
Integration of internal corporate values with market-facing strategies
Focused communication strategies, plans and tactics