Monday, May 1st, 2017 | 5 min read
The power industry is facing some big changes. Factors like climate change, urbanization, and regulation are affecting the markets, and new technologies and competitors are shifting the rules.
Perhaps the most important change is that the consumer is now a prosumer. People no longer just flip a switch and expect the light to come on. They’re taking matters into their own hands and seeking energy independence.
With tools like solar panels and relatively simple software that can be installed on a smartphone, for example, consumers don’t need energy to be generated and distributed to them. They can do it themselves. This new dynamic has affected traditional utility services, and it spurred Enel to pursue a new strategy.
With 14 listed companies and hundreds of legal entities across the world, our company is enormously complex. We recognized that we had a fragmented approach to communication, which could lead to a muddled message and confusion on the part of our stakeholders.
To meet the needs of a new generation of empowered customers, Enel needed to embark on a new era of engagement and unite our efforts under a single organizational structure.
So, to support the changes we were making, we developed a number of key communications initiatives, one of which was developing a new, streamlined global brand strategy.
The many mergers and acquisitions we’ve made have benefitted our business, but have also complicated our efforts to present a singular, unified brand identity to the world.
So we embarked on a global brand review to better understand – and ultimately convey – the Enel story.
To grasp what Enel means to our stakeholders, we travelled around the world and spoke to nearly 3,000 people – both internal employees and external stakeholders.
We learned about what makes us unique, how we help people, what different markets need, how customers view our brands, what’s important to people, and what we could be doing better.
With this information, we developed a new strategic positioning. We started with what we knew made us successful: our power, which has empowered cities and national economies around the globe to progress for more than 50 years.
To enhance our impact, we knew we needed to open that power up – to more people, partners, and technologies. To that end, we developed the “Open Power” vision – an effort to help address some of the world’s biggest challenges by 2025.
The Open Power initiative is long-term strategic repositioning of our business that drives and informs all of our commercial and industrial decision-making, and we needed to show the world how we were changing and implementing a refreshed vision. This inspired our company-wide rebranding effort.
We took our brand architecture and unified it under a single brand identity. Whereas we used to have dozens of sub-brand names and logos, we now only use the overarching Enel name and visual.
What’s more, our advertising now has the same look and feel in all countries, and we’ve changed our sponsorship strategy to focus on telling the Enel industrial and technology story.
Only through consistent messaging, and storytelling can we align our large, global organization around the same goals.
We also needed to bring Open Power to life online. We wanted to be more lean, user-centric, and engaging, so we streamlined our old digital ecosystem (which previously had 179 touchpoints).
Our websites were static, old, and lacked cohesion, so we replaced them with a family of modern web assets delivering a single UX – and took a mobile-first approach. We also work with digital influencers to sharpen our digital engagement.
We launched a few other digital initiatives: a corporate communications chat bot on the Facebook Messenger platform, and a new Twitter handle for more data-intensive content related to energy, renewables, and global trends. And we developed a new global intranet with modern capabilities, such as mobile device access from anywhere, push notifications, a powerful search engine, and more.
These changes have helped us position ourselves as open, people-centered, and built for a digital world. The world may be changing quickly, but with the right technology and strategy to handle digital transformation, we’re uniquely equipped to change with it.
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