|Year||2018 & 2021|
Capitalworks, a leading private equity firm and Aon Africa group management, acquired the assets of Aon Africa, the leading provider of risk management, insurance and reinsurance. Aon Africa has an extensive African footprint, including 10 Aon exclusive and more than 15 correspondent offices across the continent, servicing clients in more than 44 of the 54 countries in Africa, excluding South Africa.
Capitalworks needed to re-brand Aon Africa to a new pan-African provider of risk management, insurance and reinsurance: A new value proposition that encapsulates Aon’s global experience and African heritage; a new name and identity; and launch in key markets in Africa.
Brand Leadership utilized multiple user-oriented methodologies to gather insights across key internal (staff, investors and Aon global) and external (customers, partners, influencers and investors) stakeholders to understand key issues, drivers of Aon’s equity and opportunities, to inspire the development of a unique value proposition, identity and framework for re-establishing the new brand in a way that resonates with existing clients and attracts new clients.
Convergence Partners acquired a 100% stake in Vodacom/Vodafone Business Africa’s operations in Nigeria, Cote d’Ivoire, Cameroon, Botswana, Zambia, South Africa and Malawi, to create a new global African cutting-edge solutions provider of innovative, business-relevant services in Edge AI and IoT, Fabric, SDN/NFV for Edge Cloud, Secure Access Services Edge and Elastic Edge.
Convergence Partners needed to create a new global African cutting-edge solutions provider of intelligent connectivity through seamless delivery of cloud and digital services and technologies.
Brand Leadership conducted a comprehensive internal (investors, staff and management) and external (existing customers) research; assessed global trends and benchmarked competitors to understand the differentiated opportunities for the new brand.
Kakuzi PLC is the leading Kenyan agricultural cultivation and manufacturing company established in 1927 dually listed in the Nairobi and London Stock Exchange. Kakuzi responsibly, sustainably and ethically grows avocadoes, blueberries, macadamia, tea, livestock and commercial forestry. Kakuzi is Kenya’s largest exporter of avocadoes, Kakuzi supplies its goods globally to leading grocers to over 14 EU markets.
Kakuzi needed to revitalize its corporate image and brand to reflect a modern, fresh global African brand with a Unique Selling Proposition that underscores its contribution to Kenya’s economy; resonates with and brings alive its value to communities of staff, small holder farmers and Kenyans broadly, and create a consistent and aligned brand across its associated brands.
Brand Leadership engaged with staff, shareholders in UK (Camelia) and Kenya, communities, small holder farmers and customers to gain insights on key drivers and opportunities to enhance the Kakuzi brand through workshops, key indepth interviews (IDI) and benchmarking Kakuzi against other key corporate contributors to Kenya.
|Client||Brand South Africa|
South Africa has participated at the World Economic Forum (WEF) Annual Meeting for 30 years. In the recent WEF that took place from 16 – 20 January 2023 in Davos-Klosters, Switzerland, under the theme “co-operating in a fragmented world,” South Africa was invited to be the host country for the 2023 WEF opening.
South Africa needed to use the 2023 WEF opportunity to highlight its positioning as Africa’s most competitive nation and one of the world’s most exciting and diverse countries with immense opportunities for trade, investment and tourism.
Brand Leadership developed an activation concept that showcased and leveraged South Africa’s diverse culture, through music, food and art, as a platform to demonstrate the country’s positioning as a competitive country with diverse opportunities. To facilitate conversations and networking, Brand Leadership complemented the event with a stand-alone ‘South Africa House’ to host and facilitate meetings between government leaders, media, SA business delegates and other WEF delegates throughout the WEF week.
SA WEF night highlighted as one of the most exciting WEF nights that brought Africa alive at DAVOS. The programme was supported with an integrated communications campaign and media partnerships building on an invitation to investors to “Grow with South Africa.”
The spread of Covid-19 resulted in the national aiports operator having to close all airports to alleviate the spread of the virus and in compliance with the national government’s decision.
As understanding of the COVID- 19 disease was developing and regulations put in place to mitigate the spread were being relaxed, air travel was again possible. However, research showed that global travel remained depressed as passengers were still concerned about contracting the virus. The Airports Company needed to communicate the measures that were in place for safe travel and the measures being taken to return the airports to operations and re-start travelers safely.
Brand Leadership developed the overarching messaging platform, #ProtectUProtectUs, to anchor all communications, built on the overall Airports Company positioning to “Connect to People, Places, Dreams and Opportunity.” A multiphase integrated media strategy was developed to create awareness, understanding and engage with travellers, staff and concessionaires.
Engaged all relevant stakeholders internally (staff) and externally (traveller, retailers and contractors) through integrated media (digital campaign, social media, traditional and ambient media, promoters and TV) that created awareness and understanding of how to travel safe, mininus infection and travel again. No mass infection cases were reported at the airport or among staff, and the aiport re-opened again successfully after 12 months.
FNB, one of the Top 4 leading banks in sub-sahara Africa is involved in diverse sponsorships spanning across arts & culture, sports and entrepreneurship, which are a vehicle to enage emotionally with their diverse customers and to build their brand.
FNB needed a strategic approach and objective methodology to accurately account for the effectiveness of their sponsorships, return on investment and identify how to select sponsorships that are aligned with their positioning, build the brand and drive the business.
Brand leadership undertook a comprehensive approach to understand the FNB and competitor sponsorship portfolio, segment and align properties with the FNB brand proposition which are anchored on “demonstrating how FNB helps people to improve their lives,” and build the FNB brand as an innovative Fintech thought leader bank, and .quantify how the properties drive business.
Brand Leadership created a framework for selecting properties aligned with its value proposition, measuring return on investment for brand and business, and recommendations on consolidating, on-boarding ideal sponsorships and exiting properties not aligned with the FNB brand.
|Year||2012 - 2020|
Brand Leadership developed a strategic project pan with specialist global and African team, and workplan comprising (1) Event Conlceptualization, (2) Branding, (3) Programmatic (content, speaker and audience management), (4) Travel and Hospitality, (5) Staging and Technical, ((6) Delegate Management, (6) Communication (delegates, speakers and moderators, and marketing communications to build the AGRF brand, (7) Exhitibiton, and (8) Overall Project Management.
Live Events – 2012 - 2019
Virtual - 2020
Atlas Mara (ATMA) is a financial services holding company merging the interests of reknowned former Barclays Bank CEO, Bob Diamond’s Atlas Capital and pan-African tech entrepreneur, Ashish Thaker’s Mara Capital to undertake the acquisition of target banks in Africa. ATMA’s vision was to become sub-Saharan Africa’s premier financial institution. ATMA, located in Totola, British Virgin Islands, has sub-diaries and investments in Germany, Botswana, Mozambique, Nigeria, Rwanda, South Sudan, South Africa, Tanzania, Zambia and Zimbabwe. In 2016 ATMA acquired 62% of Bank Populaire du Rwanda (bpr), Rwana’s strongest retail and SME Bank with the largest branch network in the sector and a long history spanning over 45 years in Rwanda.
Atlas Mara (ATMA) sought to transform the acquired Bank Populaire du Rwanda (bpr) to be the Best Bank in Rwanda and the only true universal bank trusted by retail, SME, corporate and underbanked customers; reflecting the strengths of Atlas Capital and Mara Capital, and aligned with the group’s established brand architecture and endorsement (________a part of Atlas Mara).
Brand Leadership and local partner, Cube (which focused on consumer research and activation), undertook a comprehensive 3-Phase approach – Discovery (Research – Indepth Interviews (IDI), Focus Groups & Customer Intercepts across the 4 regions to inform the development of a branding strategy) and Touchpoint Audit to understand the key interfaces of the bank with its key stakeholders before, during and after engagement with the bank, and Distinction (Positioning and Identity that resonates what local stakeholders and leverages BPR and ATMA’s equity), and Delivery (campaign, roll-out across key touchpoints and staff training).
Brand Leadership delivered a transformed bpr brand that leverages the group brand (Atlas Mara) and local insights: