Case Study · 01
How a marketing technology services firm became a credible global player while meeting clients at their level across nine offices.
- Sector:Marketing Technology Services · International
- Offices:Nine across the Middle East, Africa, America and Europe
- Stage:Scaling from outsourced services provider to consulting firm
The Gap
The brand had to operate at two levels in parallel — and close the gap between them.
The business needed a consistent brand that met global positioning requirements — able to stand alongside major marketing technology partners — while simultaneously delivering cutting-edge client engagements adapted to the maturity level of each market. Nine offices across four regions. Each at a different point of development. The gap was not between ambition and capability. It was between the global standard the brand needed to hold and the local reality it needed to meet.
What I Found
The brand concept had to facilitate both variables and champion the customer.
The brand had to be breakable — able to be taken apart and deployed differently across markets — while remaining instantly recognisable in every context. A digital-first approach was required to support teams in delivery and ensure consistency at scale. It had to always be considered, smart and applied intelligently. That meant the answer was not a brand. It was a brand framework.
What We Did
Thirteen initiatives, built on four foundations.
- 01
Planning, planning, planning. The most time was spent here — planning across the whole business for this update. Every team, every market, every touchpoint mapped before a single asset was designed.
- 02
Stakeholder interviews, inclusion in the process and buy-in from the start. Stakeholders included clients, partners, C-Suite, industry influencers and the team. When people helped shape it, they owned it.
- 03
Built a brand framework and not a brand concept. This was the decision that made everything else possible. The framework could be applied consistently, adapted locally and scaled without ever needing to be rebuilt. We never had to rebrand again.
- 04
Collaborated with each business team on the impact of the brand change and worked alongside them to manage the transition — ensuring every team understood what was changing, why, and what it meant for how they showed up.
- 05
Built cheat sheets, guides and training to ensure everyone across nine offices spoke the same language, used the same terminology and presented the brand with the same confidence.
- 06
Worked with sales to design and build a toolkit they actually needed to support their engagements and make them more efficient and effective. Deep collaboration throughout — the toolkit was built around how they actually worked, not how we assumed they worked.
- 07
Focused on account-based marketing strategies, building on the efficiencies gained in sales delivery to target the right clients with greater precision.
- 08
Built a global RFP library to increase response times and reduce resource drain — standardised, searchable and designed to give teams in every office a head start on any pitch.
- 09
Supported client conversations with an extensive thought leadership strategy, giving the business a credible voice in the marketing technology market.
- 10
Partner marketing support to strengthen positioning alongside the business's major marketing technology partners.
- 11
Voice-of-customer initiatives to ensure the customer remained at the centre of the experience and that consistency was maintained across every touchpoint.
- 12
Ran quarterly reviews on primary touchpoints to ensure brand consistency, experience and tone were holding across all nine offices as markets evolved.
- 13
Worked with HR to develop recruitment strategies for pipeline and ideal candidates — ensuring the people coming into the business could represent the brand at the standard the framework required.
What Changed
A marketing technology services business successfully positioned as a global consulting firm — with the balance between global leadership and local relevance finally achieved.
Nine offices were aligned around one brand and one framework, while retaining the flexibility to engage clients at their level of maturity. The business could now compete credibly at a global level while remaining effective and relevant on the ground. Commercial growth followed because the positioning, the tools and the people were all working in the same direction.
30%
improvement in marketing efficiency
50%
increase in output
NPS
improved consistently
RFP
response time reduced
9 offices
one brand, one framework
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