Europes biggest telco wanted to identify emerging trends at the intersection of art and technology. We conduct seminars, a podcast, and a publication exploring weak signals in art and tech.
Carlsberg acquired the German beer brand Wernesgrüner. We help to maintain the brand’s local authenticity while preventing brand cannibalization within the existing portfolio.
Schmitt + Sohn, a family owned enterprise in its 6th generation, needs to update its brand. We develop the strategic framework and install a new department.
POLYTON is a new platform and music award to highlight the social impact of pop music. We create the strategic narrative and the participatory award mechanism.
The “Agents of Transformation” project bridges the gap between the next generation in arts and design and European policy making. We connect students with high-level decision-makers in politics and industry.
The biggest automaker in the world converges the separate software divisions from its brand portfolio in a new companywide department. We develop the strategic framework with a focus on employer branding.
Schneider Electric reshapes its employer value proposition in the DACH region. We provide the strategic direction and create alignment across the board.
The leading international music festival evolves from an annual event series to a holistic music platform. We develop and implement the strategic framework for this transformation.
A young online publisher with an industry-leading business model faced challenges in user acquisition and retention. We developed a purpose-driven loyalty strategy that led to sustainable growth.
A marketing innovation consultancy transforms its business model and service portfolio. We develop a purpose-driven new brand identity and restructure their service offerings.
Schneider Electric SE is a French multinational and Fortune 500 company providing digital energy and automation solutions for efficiency and sustainability. We redefine the playing field and reshape the value proposition for Schneider Electric in the employer branding DACH landscape.
Challenge
SE faces several challenges in employer branding in the DACH region:
Aging Workforce
SE communication and profile must become more digital, more agile and younger.
Limited Labour Market
To significantly increase SE’s diversity, SE need to develop a convincing and credible emotional branding.
Increasing Competition
SE needs to strengthen brand visibility and awareness.
`The Big Resignation`
SE needs to find out what employees find meaningful and what gives sense to their work.
Approach
We competitively benchmark employer branding communication of direct and indirect competitors to position SE in the national brand environment. Based on that, we design a clear strategic movement and create alignment across the global board.
We create persona profiles, based on extensive in-house workshops and qualitative interviews, and reshape the central employer value proposition in order to attract younger and more diverse talents in the DACH region.
We map relevant candidate touchpoints to conceptualize the new digital talent hub and outline a seamless digital candidate experience that allows data-driven decision-making and the integration of dynamic campaign content.
Results
SE applied our strategy to develop a credible emotional campaign putting purpose front and center. At the same time, they redesigned the digital candidate experience and aligned product, marketing, and external communications with the new employer branding strategy.
