Energy supplier and network operator in the Celle & Uelzen region with a 100-year history.

The challenge

The increasing competitive and earnings pressure in a low-growth market of energy suppliers forces the corporate group to profoundly undergo a process of reorientation and change.

In the light of the above, all brands – the SVO Holding with its subsidiaries SVO Vertrieb and Celle Uelzen Netz – and varying business models are under scrutiny.

Two key questions were at the beginning of the development:

1. Which business model is sustainable?
2. To what extent can the brands be harmonized visually, under consideration of the strict statutory separation of product and power grid?

The strategy

A market and competitor analysis as well as a qualitative evaluation of the SVO brand and its subsidiaries provided valuable insights for brand image (diffuse) and brand architecture (incomprehensible) from the customer’s point of view.

Together with the holding company and the individual operating companies, we have systematically carved out which common goal the group pursues in the future, what unites and what differentiates the individual companies and how this can be successfully and credibly communicated internally and externally.

The simple solution to this multi-faceted problem is to develop a common brand image and brand identity that both supports corporate cultural change and reduces complexity for customers.