Developing a new global brand identity and go-to-market (GTM) strategy is a comprehensive process. For this project, we focused on managing the change from being a subsidiary of a well-established company to creating a unique identity in the market. Our role involved overseeing every aspect of the GTM strategy, from brand launch to internal change management and external positioning. The goal was to ensure that the newly established company would be well-positioned to compete globally while maintaining strong partnerships with its parent company.
Background
Our client, a global player in the transportation industry, sought to spin off one of its business units as a standalone company to better address growing global market demands. The new entity needed to establish a distinct brand identity that would leverage its legacy but also signal a departure towards independence and innovation.
With operations across multiple regions, the company faced several challenges, including launching this new brand across various markets while managing internal change for employees who would transition from the parent company to the newly formed entity. The company also had to navigate strategic complexities surrounding how to communicate its ownership while ensuring that stakeholders understood its unique value proposition.
This project required a deep understanding of the global e-mobility landscape, strategic thinking for positioning, and careful change management planning.
What we did
Brand Strategy Development
We started by analyzing and elaborating the client’s long-term vision and market goals. Our team worked closely with the leadership to define what the new brand should stand for in the marketplace. We emphasized key elements such as trusted heritage, innovative solutions, and end-to-end customer experiences, ensuring that these would resonate across various international markets.
Go-to-Market Planning
From there, we developed a comprehensive go-to-market strategy, focusing on brand positioning, target audience definition, and market-specific tactics. The primary audience included fleet owners, logistics partners, and transport buyers, and we tailored the messaging accordingly. Our goal was to ensure a seamless global launch while allowing flexibility to adapt to regional needs.
Internal Change Management
Another critical piece of the puzzle was managing internal change. Employees transitioning from the parent company needed clear communication about the spin-off and the future of the new brand. We implemented a structured onboarding process that included tailored communications and workshops to align employees with the new brand’s culture, values, and business objectives.
External Communication & Brand Launch
We also developed an external communication strategy to ensure the new brand was presented consistently across press releases, digital channels, and partner communications. This included crafting key messages, visual elements, and a tone of voice that distinguished the new brand from its parent company while maintaining the trust and heritage it inherited.
Collaborative Approach
Throughout the project, we facilitated continuous collaboration between the client’s internal teams and our consultants, making sure everyone was aligned on objectives and timelines. We also held weekly strategy sessions with key stakeholders to address challenges, adjust plans, and maintain focus on delivering measurable outcomes.
Result
Our work helped the client successfully launch their new brand globally, with a solid market presence in multiple regions, including the UK, Germany, and Scandinavia. The internal transition was smooth, with employees embracing the new brand and identity. Externally, the company gained recognition as a leader in e-mobility, providing integrated charging solutions. The strategy also helped position the company for future growth, particularly in expanding its partnerships and customer base across Europe.
