Arrive Collaborative specialises in consulting on strategic brand, reputation and digital projects delivering long term business growth. Our career experience has exposed us to a range of projects. What has always been evident in our work is the way we bring together strategic marketing and agile digital approaches to deliver tangible results. We are great at unlocking potential and creativity in teams. Here are a few examples of the types of projects we have worked on.
Alleviating fears during a time of crisis
Covid19 changed everything in an instant. As fear of the unknown set in, employees looked towards leaders for reassurance. Consumers rushed to stock up on essential items. There was a shift towards contactless transactions. How business was responding to the crisis attracted media interest.
For a global pharmaceutical company, corporate communications took on heightened significance. Customers, media and employees were provided updates on a daily basis as the situation unfolded. Strategic counsel on stakeholder sentiment was given to business leaders to inform messaging.
When remote working was mandated virtual communications with employees and customers presented new challenges. Story telling became a way to connect teams across locations and regions. A content series was created to tell the stories of how teams were adapting during lock down to meet customer needs. Generating momentum for agile customer focused problem solving.
The public were interested in how healthcare companies were helping to fight COVID19 around the world. Consolidating 'real time' updates required constant consultation with global stakeholders. Media releases were crafted from a perspective of empathy and responsibility. Social media posts developed to help amplify public health awareness messages.
The integrated communications approach resulted in managing risk and building trust in leaders in times of uncertainty. Contributing positively to corporate reputation through delivering informed, timely and socially conscious communications .
Defending a brand under attack
When an acquisition resulted in a wave of negativity not previously experienced, a considered approach focusing on the bigger picture was undertaken.
For a multinational organisation operating across distinct business areas, a strategic approach was developed to build trust over time. By increasing awareness of its commitment to advancing health and nutrition, to building awareness of its overall mission. While conveying a 'point of view' in a respectful way through thought leadership communications.
Taking an open minded approach to respecting the opinions of others reinforced corporate values. On social channels, unless comments were untrue or offensive they were visible. Often resulting in community members sharing balanced and informed articles and views.
A reputation campaign with a call to action for individuals to take an active interest in managing their own health was launched. The message reached millions of Australians, and resonated with employees who took part in a company health expo.
By telling the corporate brand truth in an accessible way, an 'always on' digital presence became a strong form of defence. Driving stakeholder advocacy, consumer trust in innovative products, and protecting market position across business groups.
Transformation to keep pace with change
Technological innovation has seen the rise of agile 'start up' disruptors. For large organisations with complex structures, transforming operations to realise benefits offered by technological advancements moves slower. Culture and business practices are entrenched. The urgency for change dismissed as business as usual dominates activities.
For a large corporate enterprise operating as four seperate businesses, digital agendas were hidden within divisions and functions. To achieve a strategic approach, cross-functional collaboration was initiated through a digital business enablement forum.
The forum was designed to gather input into the overall digital strategy by revealing barriers and opportunities for accelerating digital solutions. Utilising service design principles, internal and external customer personas and customer journey maps were designed.
With a focus on the customer experience, an organisational capability assessment was undertaken. Based on four core transformation enablers - people skills, processes, partnerships and platforms. There were 65 process blocks and 49 activities identified for action.
Recommendations from the forum resulted in formation of a digital council charged with driving the transformation agenda. Focused on enablers initiatives included: digital skills training; appointment of digital acceleration roles ; agreements with leading digital partners; return on investment modelling for digital campaigns; building the case for e-commerce and data analytics investment.
Taking a collaborative and inclusive leadership approach resulted in cross-functional solution sharing. Tangible outcomes resulted in growth for on-line sales, investment in digital platforms and expertise, and a cultural mindset shift.
Reinvigorating iconic corporate brands
A brand is more than a logo. It is a representation of all a company stands for. A symbol of history past and a promise for the future. Strategic brand development goes beyond visual identity, requiring an understanding of how it can drive business outcomes.
For a multinational convenience retail franchisor, refreshing the brand signalled a reinvention of its offer. A symbol to future investors and franchisees that the company was a world class retailer.
For an airline brand, defining the brand promise guided investment decisions in products and services. Every touchpoint reflected its premium and uniquely Australian position. Reinforcing its iconic status in our hearts and minds.
For a global health and agriculture enterprise, a revised business strategy required a bold new positioning statement uniting its three core businesses under a shared purpose. In line with its focus on the future, the visual identity was updated to be impactful on digital platforms.
For an innovative local radiology business integrated into a global organisation, limiting customer confusion about the brand change was an imperative. Engaging employees in a revised value proposition and values system was a core culture enabler.
In all cases stakeholder involvement and extensive research was essential throughout the process. Brand audits revealed where current delivery did not meet expectations. From this lens, brand positioning territories were developed.
Outstanding project management and influencing skills were needed. Significant investment levels required board level approval. Business case scenarios showing phased roll-out plans against financial modelling scenarios were presented.
Exceptional communication skills were needed to implement brand roll-out plans. Brand workshops run with employees to translate what it means for their roles. Brand values and behaviours being incorporated into performance KPIs. Reference guides produced, along with films and presentations for company launches of the revitalised brand narrative.
Creative ideas were put in place to engage stakeholders: a 'false' launch with generic messages and images to show why differentiation matters; the formation of a brand ambition community running brand disruption days and marketing excellence awards; brand banner employee photo day; interactive exhibitions and office symbols.
Acting as an influencer who works collaboratively to take people on a strategic journey, was key to success. Resulting in lifts in premium sales, brand advocacy, talent and customer acquisition. Ultimately increasing the value of the brand as a strategic asset.
Surviving when charitable giving drops
Corporate giving has been an important donation driver for charities. When the GFC economic downturn hit, giving from the corporate sector fell to its lowest levels.
One of Australia’s leading charities needed to quickly look at new ways to generate funds to survive without cutting much needed programs. After assessing a number of fundraising methodologies, a robust business case was developed for approval by the national board.
The recommendation to trial face to face donor acquisition to grow regular giving was approved. Core to the approach was ensuring the integrity and image of the brand was maintained to high standards.
By identifying how to manage risks there was confidence in moving forward. The trial was successful and incorporated into the annual fundraising program. Resulting in regular donor database boost and sustained income growth.
Supporting teams through transition
The divestment of an animal health company was looming. Leaders acted with empathy in preparing employees for the transition to a new company. A commitment was made to invest in skills development so employees were in the best position to be successful in the new company.
Consulted on delivering sessions on ‘Owning Your On-line Presence, ' to help people unlock their personal brand, manage their presence on-line, and use LinkedIn like a pro. Providing 1:1 coaching as follow up to help individuals put in place what they learnt.
The sessions were regarded as a valued change support resource. With individuals feeling supported by their leaders, equipped with new skills, and empowered for changes ahead.
Using service design to disrupt established industries
Banking sector disruptors 'neo banks' are full service digital banks. Tapping into customer's increased usage and confidence in on-line banking services and apps.
With a successful launch to niche digital native segments, a neo-bank wanted to explore how to grow and diversify their customer base. As a start up they can be agile in experimenting with new offers designed to address unmet needs.
Applying service design methodologies, an in-depth analysis of the current service experience based on empathy research was undertaken. From this process, personas were designed to bring the customer to life through illustrations. Showing how their lives, dreams and beliefs impacted their banking choices.
Customer journey maps highlighted 'pain points' in accessing on-line banking services. Lack of ability to customise was an area that emerged. Resulting in the recommendation to use AI to match customers with to a broker. Along with many other areas of unmet needs that presented opportunities to improve the offer.
Utilising design thinking processes prototypes were sketched out. Resulting in the ideation of solutions to improve the customer experience at every touchpoint.