CAMPAIGNS: New PinnacleOne brand spelled out for all employees

PR Team: PinnacleOne (Tempe, AZ) and CKPR (Phoenix) Campaign: PinnacleOne Internal Brand Launch Time frame: March 2002-ongoing Budget: Approx. $60,000

PR Team: PinnacleOne (Tempe, AZ) and CKPR (Phoenix) Campaign: PinnacleOne Internal Brand Launch Time frame: March 2002-ongoing Budget: Approx. $60,000

They say charity begins at home. But in today's marketing world, so does branding. PinnacleOne, a construction consulting firm, has six offices across the country, and management wanted them united under a common vision and brand - yet without undermining the unique culture that existed at each office. "We knew that they had a workforce that was hungry for information and that wanted to know what was happening in all these other offices," explains Lisa Noble, VP at CKPR. "And they really wanted to know information about their company, and hear it from the CEO." Strategy PinnacleOne wanted to alter its image as more than just a network of regional offices, and turn it into a recognizable brand. The goal was to get the company to communicate with "one voice" so that each office would speak to clients not just about the capabilities of that office, but also of the brand. CKPR decided to roll out the new brand internally over several weeks, leading up to the unveiling of the brand vision at PinnacleOne's national marketing meeting. The goal of the campaign was simply to get employees to identify with the new PinnacleOne brand. The feeling was that the new brand identity would not work without the support of employees, who are the main point of contact for customers. Tactics CKPR performed some initial research with employees to determine their needs and ideas about their employer, which gave the firm a clearer idea as to what should guide the effort. The target audience was PinnacleOne's 200 employees, who work at various levels of the company, ranging from secretary to project manager. A decision was made to have the senior management actively take part in explaining the brand to employees. Before the formal introduction of the new vision at the marketing conference, the CEO began sending periodic letters to all employees via e-mail explaining company successes and discussing how the firm brought value to customers. After a few CEO letters had been sent, so-called "teaser" memos about an upcoming company announcement were distributed. CKPR then initiated a company board game based on Scrabble, during which the staff had the new PinnacleOne tagline slowly revealed to them: "PinnacleOne. The cornerstone of confidence." The office that revealed the new tagline the fastest won a happy hour with the company's CEO as the bartender. CKPR also helped facilitate a "CEO road show," where the company chief would visit each office, addressing the brand image from that location's perspective. "The staff really seemed to appreciate the involvement of the CEO in the effort," says Jennifer Watts, corporate communications director at PinnacleOne. "People love that kind of interaction from management." These efforts culminated in the launch of the new brand identity at PinnacleOne's national marketing meeting. During that gathering, the company formally unveiled the thinking and strategy behind the brand. Results In a survey of PinnacleOne's staff after the meeting, 73% of respondents said that they "completely understand" the new brand, while 90% reported that internal launch efforts helped them grasp PinnacleOne's new philosophy. Future The company continues to have regular interactions between the CEO and employees designed around the idea of brand-building recognition.

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