This well-known UK Building Society completed the takeover of an equally well-known competitor. 

The Board’s challenge was to identify a positioning, proposition and product range for each of the two brands that would enable both to sit side by side on the high street without cannibalising each other’s business or customer base. 


Brandspeak was commissioned to work with both businesses to:

Define materially different target audiences for the two brands

Identify compelling and non-competing offers for each one

Define non-competing brand positionings and propositions for both, as well as brand values essence and tone-of-voice

Brandspeak was then tasked with conducting qualitative and quantitative research with customers and employees of both brands in order to validate and refine:

The differences within the proposed customers profiles for both brands

The two new brand models

The two new brand models

The communications strategy required to communicate the new brands

TThe customer experience priorities to bring each new brand to life

Brandspeak conducted 20 focus groups and 10 employee workshops across the two brands.

The qualitative work was followed by a comprehensive quantitative programme of quantitative research with both customers and employees in order to establish the benchmarks against which both brands would be compared during future, on-going brand tracking.


The project was debriefed to the Board.  The debrief recommended numerous changes to both brands and product ranges.  It also led the way to a series of employee briefing events, using the findings of the consumer research to help employees understand the implications of the changes that were about to be made.


The research was also used as the basis for a series of animated videos to be shown internally as part of several training programmes that were created during the period of the merger and consolidation.