An ambitious commercial law firm was looking to grow its business in its selected target groups, become a more attractive employer amongst highly qualified workers, as well as finding new partners.
Their existing approach to brand management had failed to capture and acknowledge the scope and worth of their services.
To that end, they required a fresh approach to redefine and revitalize the brand in order to create greater value for their clients, employees and partners. A majority of their clients were officials and in-house solicitors, working in either large companies and public sector organizations, or in medium to large sized privately held companies where management primarily consisted of the owners. Previously, the law firm had grouped these clients into “one”, thereby overlooking the particular needs prevalent in the different businesses and thus requiring several different judicial lines of thought and distinct commercial offerings.
An evaluation, mapping different client, partner and employee needs, was conducted to form a new set of best practice guidelines. These focused on strengthening external offerings and carefully tailored communications, building a truly client centric service.
Working alongside the firm, these new best practice principals were utilized to form a “frame of reference” and core values for employees, so to ensure a better level of service for all future clients.
Influential Public Organization
Loid Consulting assisted an influential public organization, which sought to strengthen its position among its clients, and to increase their market share in their current market segment, as well as in new markets. Management wanted to increase output from the highly skilled and specialized staff, and to encourage them to partake in product development, to reach new clientele and to increase focus on the commercial aspects.
The new marketing director, who had been appointed to realize these intentions saw an obvious risk of getting in conflict with the highly specialized experts who constituted the backbone of the company. To evade the feared clashes between the new management, coming from a commercial background, and the highly competent and specialized staff, the marketing director turned to Loid Consulting in order to find a way to reach their ambitious goals, without risking potential conflict during the process.
A structured discovery process was designed for the process, in which the workplace was supported and given a frame of reference by us, to bring forth solutions and ideas on how to move the organization forward in the desired direction, and to elude obstructions and incapacitating conflicts on the way.
The results included the creation of arenas for creative solving, and new ways of working with product development, where larger parts of staff were included in development of new products, programmes and the organization.
Specific monitoring tools were created in order to evaluate the performance of the these new efforts. All in all, the project increased commercial awareness and customer focus, as well as a stronger dialogue and trust within the organization.
Organization Transforming from Commerce to Production
A client experiencing rapid growth and transformation from commerce to production had trouble with an increasing workload for management functions. The client needed more employees outside of management to take on responsibility and show initiative, to lessen questions directed towards management. The hope was that this would lead to a development of new leadership within the organization, and to make it possible to delegate divisions to competent middle management.
Said rapid growth had resulted in complexity and ambiguity in the organization, where some employees felt a sense of not knowing their purpose. Management wanted strong and competent leadership to handle this.
Our solution for this situation was a discovery driven learning process, in which we supported staff and management, to develop strategies for how to operate the organization. This to increase their mutual understanding, to increase the staff’s disposition to take initiative and responsibility, and to enable new leadership to come forth from within the organization.
Expansion strategy aimed at acquisitioning small firms
A large organization dealing in service, maintenance and installation had an ambitious expansion strategy, aimed at acquisitioning small firms. These firms were successful locally rooted businesses, with their customer base nearby and in many cases founded and still managed by entrepreneurial craftsmen.
The management team wanted to merge all new firms into “One Firm” and had prepared financial targets, a new vision, new organization structure, basic principles and corporate culture, After introducing a few new units to the well-planned integration process, the CEO received negative feedback. The plan was not received well by the incorporated firms.
Management decided they needed help with the merger and reached out to us. It took a while to convince them why their plan of “One Firm” was inappropriate and even counteractive in relation to what they wished for the organization.
We helped make clear the importance of transforming the power inherent in the local businesses into expansion and collaboration, instead of pushing them to accept a new and in many ways uncertain vision. We stressed the importance of making sure that the transformation would never hamper the units’ possibilities of continuing to do a good job or keep good relations with their customers.
We tasked all local operation managers with collecting data showing how the businesses worked and what problems and challenges were present locally, to make possible a development process. In the development process, we included employees and local management so that they could take part in defining new structures, processes and work methods in order to strengthen the new forms of cooperation and realise the opportunities of the bigger firm. As a benefit, they also felt that the new management took a deep interest in their business, cared for them as individual companies and could assist them with things they themselves had not the competence or capacity to deal with.
A long term-sustainable communication strategy
After its IPO, a company with an innovative product had met a decline in stock value. The company needed additional capital and wanted to work towards a long-term sustainable increase in stock value.
We helped them develop a long term-sustainable communication strategy aimed at the capital market, lenders and other investors as well as key customer segments. This by building a multi-faceted skill brand with select elements of seduction and power branding. The main challenge was to capture the substantial technological complexity and understand how even small differences in customer context can have large implications for the appreciation of our client’s product.
Further, internal expectations concerning product features and preferred customer structure were not coherent within the organization. Different departments, the management team and the board had entirely different and incompatible views on how to move the organization forward, a situation not too uncommon that effectively puts a halt to a company’s ambition.
Working systematically and purposefully with the company’s branding towards the capital market and key customer segments required us to identify and prioritize different target groups’ acceptance criteria and needs. This enabled developing target group specific offerings and choosing the appropriate channels of communication for maximum impact. Furthermore, we used this work to align the vast differences concerning the future development of the company.
The building of the company’s skill brand made it possible to simultaneously work with creating a shared vision of the future and focus the capabilities of the organization.