Case Study for Agency
03-1033182-108

The Situation: One of the leading marketers of diversified business to
business products and services in the world, Teleflex has grown
steadily over the years through organic growth and acquisition, and
serves markets as distinctly separate as aerospace, power generation,
medicine, turbomachinery and automotive in nearly 50 countries from
over 60 different facilities worldwide.

The Marketing Challenge: The company's success has come through
technical and operational innovation owing to a considered and
encouraged entrepreneurial culture. At the same time, the company was
challenged to leverage the brand equity of both Teleflex and the
individual and/or acquired organizations and evolve a cohesive brand
and brand strategy that would unite all the individual operations,
services, facilities and markets under a unified, worldwide brand while
still respecting and leveraging the brand equities of the various
business units and operating entities.

Our Work: We began by conducting a formal Branding Study and Audit
across the organization and provided specific recommendations for
establishing, unifying and managing the brand, from an identity
perspective. This study included interviews with senior managers, an
online survey of about 80 secondary managers and secondary research by
market.

One of the stated objectives was to create and implement a new
corporate identity, one that would update the company's existing
position and one that would allow the immediate identification of the
various business units. We next undertook an extensive corporate
identity development program, including detailed color palette analysis
and verification and linguistic and symbology studies in 46 countries.
Once the final recommendations and selections were made, we developed a
comprehensive, yet manageable, Corporate Identity Standards Manual to
serve as the benchmark for implementation of both physical and
electronic application and usage.

We were then asked to extend that process to developing a branding
approach for all Teleflex advertising and marketing communications
worldwide, including all business units and operating entities.
Importantly, this brand standard was to be able to be executed easily
and with little creative/marketing restriction by as many as 15
different ad agencies around the world. Using a similar approach, we
conducted more than 250 individual explorations covering virtually
every marketing communications application, testing each against the
needs and requirements of the various business units and operating
entities. We then vetted the refined set of standards and aesthetics
with the various business units and operating entities and their
advertising agencies. Once the final recommendations and selections
were made, we developed a comprehensive, yet manageable, Corporate
Branding Standards Manual and Quark Xpress templates to serve as the
benchmark for implementation of both physical and electronic
application and usage across the organization.

The Result: Teleflex finally had a unified approach and strategy for
corporate identity as well as branding standards covering dozens and
dozens of marketing communications applications—standards and policies
that could be realistically implemented and managed across the entire
organization and its related support structures. One world. One
company. One brand.

We have many, many case studies of similar and significant
accomplishment—whether "big picture" examples like Teleflex or
brand-specific challenges or everyday marketing communications
projects, the goals and the processes are the same: build the brand,
intelligently, brick by brick.