VESTAS

brand relaunch

There was a time when the idea that wind-power could provide scale energy alternatives to oil & gas was mind blowing. So, when the original pure-player wind energy brand lost its way, redefining its meaning and purpose became a critical tool in reasserting its pioneering wind energy credentials, and maintaining the global momentum behind wind-power’s role in clean renewable energy success.

The Challenge:

Vesta’s brand strategy had, until this time been rooted in a very practical and slightly boastful ‘No.1 in Modern Energy’ mantra. But Reputation Studies showed that, far from being No.1, they had been surpassed by other energy players seeking to get into the sector. They were also failing in the stewardship of the customer relationship and service support. What’s more, some bad press linked to their turbine products had damaged their reputation.

Internal stakeholder interviews also revealed that many Vestas employees had become disenchanted with their roles, opportunities, and the attitude of the company. One famously said: “I joined Vestas to save the world. Now I just work in a factory.”

The task of the new brand strategy therefore was to reset Vestas’s people at the heart of a new proposition and purpose - one that focused not only on global growth and revenue, but also on the original founding proposition of wind power’s role in securing a healthier planet and existence for humanity - and it had to do that measurably and meaningfully.

This revealed that the heart of the task would not be some logo tweak or a refresh - it would be to find a new brand ‘clarion call’ around which the whole business could pivot to a more customer-first, people-powered proposition - a simple encapsulation of Vestas’s global ambition, pioneering passions, and sense of environmental stewardship and legacy. The solution to this challenge was the following:

Vestas. ‘Wind. It means the world to us.’ 

Once the new clarion call was trademarked as a formal tag-line, embedding it across the business and beyond could not be left to chance. It needed to be fixed into every corner and layer of the business.

To that end it, before it was applied to all web, digital and client facing materials, it was launched internally, to all key employees and leaders.

A brand book set out the story of the journey to this pivotal moment and mantra.

Then all key personal were given access to a Brand Academy, and taken through an employee activation programme designed to help them understand the transition, the value of the new proposition, the behaviours and actions it would demand of them, and how they could meaningfully put this to work to build value in their everyday working lives.

Finally, it was rolled out through a Global multi-region campaign that brought’ Wind it means the world to us’ alive by creating regionally directed, product-specific messages aimed at specific stakeholders: from high level influencers and commentators through to the energy companies, portfolio managers and engineers building out wind farms. Each communication led the audience to a tailormade web page that could serve their particular needs directly and meaningfully – whether that was a PR & Enquiries news desk or a regional sales director or a senior turbine engineer.

  • Build it.

  • Grow it.

  • Sell it.

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