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Energy · B2G, B2B, B2C
Repositioning ENGIE across four Asia Pacific markets
ENGIE · Havas Media Singapore · 2019
- Markets
- AU · MY · PH · SG
- Qualitative
- 15 B2T + 23 B2B IDIs, 2 FGDs
- Quantitative
- B2B n=273 · B2C n=207
- Output
- Brand direction + 3-year roadmap
Phase IInternal stakeholder interviews with regional leadership
Phase IIQualitative: government bodies, businesses, consumers
Phase IIIQuantitative: B2B in four markets, consumers in Australia
Phase IVBrand concepts, positioning and roadmap
Phases where I led the research or analysis
The challenge
ENGIE's global positioning was not landing in Asia Pacific. Customers found it vague, and brand awareness was weak across markets. The brief was to find what the brand could credibly own in each market and give it a local expression.
The approach
- Three audiences: territories (government and city bodies), businesses, and households in Australia
- Qualitative findings fed directly into the design of the quantitative phase
- Brand funnel, equity gap analysis and Brand Identity Prism by market
- Brand persona identification and quantitative concept testing
My role
- Personally conducted the in-depth interviews with government and city stakeholders
- Combined my B2T findings with the B2B qualitative research run by Nielsen into actionable inputs for the quantitative phase
- Did the full analysis of the B2B and consumer surveys (fieldwork by Nielsen): equity tracking, Brand Prism and personas
- With strategists, wrote the elevator pitch, the rebranding direction and a three-year implementation roadmap
The outcome
The research showed ENGIE was differentiated on technical capability, industry knowledge and global reach, and had a right to own clean energy. A new positioning concept clearly outperformed the existing line in all four markets. Each market got a tuned brand personality and content theme, and the findings and brand direction were presented to ENGIE's regional CEO.