EVERSOURCE ENERGY

Type: Post-Merger Rebranding

Industry: Electric & Gas Utility

Duration: 9 months [2014-2015]

Role: Project Lead

(contracted through BrandActive, a

3rd party consultancy firm)

Situation

When the five legacy operating companies of a leading New England utility merged with a Boston-based utility, the merged entity continued to be viewed and to operate as six legacy brands despite consolidated back-office gains and efficiencies.

The new entity was struggling to build the operational efficiencies of one company and to leverage the reputation, influence and regulatory policy-setting clout of a major regional utility serving 3.6M customers. A unified rebranding promised to bring a single company identity, help standardize operational procedures and processes across all subsidiaries, and provide the marketing clout and regional influence of one brand.

See Project Images Below

Challenge

The company wanted to strongly signal to customers and their 8,300 employees, that a major change was happening and chose a rapid conversion / high impact approach to rebranding.

In the middle of what turned out to be the worst winter in decades, the Eversource Energy brand launched in early Q1, 2015.

Although overwhelmed with unprecedented snow volume and high-alert winter storm warnings, the new company rose to the challenge and adeptly handled travel and operational hardships, widespread power outages related to the extreme weather conditions while simultaneously moving forward with executing the brand launch.

Results

In conjunction with the local Boston-area Branding Agency, we helped define a vision of brand launch and implementation across the organization and built out an internal project organization. We provided guidance and efficiencies by leveraging proven processes, best practices, templates, and tools. We played a ‘gap filler’ role, while continuing to act as an overall project manager; and took the lead on supply chain activity (vendor vetting, RFP preparation and execution) working closely with their internal Procurement, Facilities and Operations.

Where possible, we mobilized opportunities to improve brand impact and cost savings through reduction of assets, vendor consolidation, value engineering, and other strategies. Identifying “quick win” opportunities for launch, and on-going efforts to build excitement and momentum for the brand transition involving 8,300 employees, hundreds of sites, and a 4,000 vehicle fleet across 3 states.

The feedback and perception from executive leadership and key external stakeholders was that Eversource appeared to have “flipped a switch” and converted to the new brand “flawlessly.” Over the next six months, reputation gains were realized from a single, region-wide brand and a noticeable appreciation of employee pride and sense of unity as a result of the rebranding and ongoing activities.