A client was hit by competitor exchange rates and pricing issues when marketing into the UK and Europe. In spite of their own reputation for quality, cheaper products were gaining ground. Our task was to help them ‘hold the line’ pending certain changes.

We devised a multimedia and direct mail ‘issues management’ campaign to maintain their role in the UK - and used the results to reassure the client’s manufacturing base.

A storyline around ‘quality’ was created around the dangers of using imports of inferior quality, showing how they might be breaking the industry’s own ‘ethical code’ as well as new EU legislation around quality and sourcing.

Our first objective was to persuade industry bodies to take it up as a nationwide, quality issue.

Our second objective was for the client to become a case study for quality and good practice as part of that industry campaign. This second objective was crucial for the campaign to be judged successful.

Starting as a sole voice, and initially facing scepticism, the message gained in credibility with the industry adding its voice to concerns, with the client widely praised for its stance. The quality of the client offering was held up as a ‘gold standard’.

Specific competitor advertising claims were challenged and discredited with the result that some competitor promotional material had to be withdrawn.

An independent evaluation of CWC performances judged this to be one of the most effective campaigns of the decade on the client’s behalf.

Morale was low in a Footsie 100 company with a reputation for being successful but old-fashioned - a ‘sleeping giant’.  The new chief executive wanted change but wanted to find out now fundamental it would have to be.

A special change management team was set up to explore options; with CWC was the external communications consultant.

We recommended an evidence-based approach and carried out an audit of staff opinions and ideas at different levels. Anonymity was agreed.

The findings were more controversial than the team envisaged with wider implications for cost and change.

However, they also revealed an underlying brand loyalty.  We found common ground in the way the staff wanted to present their company.  We worked on this and the designer was briefed to devise an identity to reference it. Other fundamental changes were scripted.

The challenge was then to obtain board buy-in to the implications and the required investment.

Jennie Wilde was chosen to present the findings and argue the case at a special meeting with the CEO. We won his approval and the changes were rolled out nationally.