Case 5
Context An internal branding study revealed a clear misalignment between the strength of the company's internal culture and the fragility of its external brand perception — across multiple business segments.
Challenge To understand why an organization with a robust culture, relevant track record, and presence across multiple segments was unable to convert that internal capital into a clear brand and strong market reputation.
Approach The diagnosis began with broad, structured listening across all of the organization's audiences, combined with brand analysis across different business fronts and a reading of distortions between culture, positioning, and external perception by segment.
Deliverables · Brand diagnosis with listening across all audiences · Visual and discursive misalignment readings by segment · Perception analysis by audience and business front · Strategic formulation on brand, culture, and reputation
Impact The diagnosis engaged 2,159 stakeholders over ten months — 1 president, 4 partners, 38 directors, 1,327 employees, 700 end clients, and 89 suppliers, from February to December 2014. The breadth of listening precisely revealed the distortions between internal culture, positioning, and external perception across each business segment. The work provided the analytical foundation for a unified brand and reputation strategy — making explicit that strong culture and strong brand operate in distinct planes and require equally distinct management.
Engineering and infrastructure firm operating across multiple segments with consolidated national presence. Brazil — 2013–2014
