For energy leaders, readying your brand for the future is not just important—it’s business-critical
energy Issue 1 | 2024
Lens to the
future
Brand resilience 5 ways to build a future-proof brand
Energy Voices Insight from CMOs in EV & grid infrastructure
Culture Your biggest asset through the transition
Spotlight Relevate Power & Statkraft
CONTENTS
24 SPOTLIGHT: RELEVATE POWER - Redefining renewable energy
Brand is about balance – rather than showing the extremes between good and bad – and this is a true reflection of our time.
Matthew Wenger CEO Relevate Power
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14 HOW RELEVANT IS YOUR BRAND?
Our vision Contents
Renew the way the world is powered
In the era of reinvention, are you at risk of becoming extinct?
06 PLAYING THE LONG GAME Thriving in a
changing landscape means building for a resilient future
10 SPOTLIGHT: STATKRAFT - Renewed vision, revived culture
Our vision and values guide us forward and bring us together. They set the direction for our business, and describe the most important qualities and behaviours that we want everyone to live by.
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20 FUTURE PROOF YOUR BRAND What five actions must CMOs take?
16 DRIVING A MOVEMENT Building confidence beyond the early adopters
32 CRITICAL CONNECTIONS Building connections in times of crisis
28 How to build a best-in-class go-to-market strategy
36 CULTURE: Your biggest asset in the transition challenge
Issue 1 - Brandpie Energy 4
EDITOR’S LETTER
Welcome to Brandpie Energy
For energy leaders, readying your brand for the future is not just important—it’s business-critical
T he energy sector is that which quite literally powers progress. To me it feels like, right now, in 2024, we’re at a pivotal moment for the industry. It stares at a future that holds great challenge in the transition, and with it, great reward for business and for the world. How can leaders make the most of this moment? At Brandpie, we build brands at these pivotal business moments. The moments when everything matters, and when the moves you make ultimately shape your legacy. When we work to build energy brands during times of significant change — whether a change of leadership, a major growth event such as an IPO, or perhaps a complete category shift or divestment in light of the transition — the onus is on defining not just what this moment means for today, but how your brand can build momentum for your business long-term.
We all know business as usual is no longer an option, and as a result, a future- proof brand strategy has become a critical strategic lever. In this magazine, I aim to give energy leaders a glimpse of where, and who, they can be tomorrow, and what it takes to start building a resilient business, brand, and culture today. With the energy transition moving at pace, it’s time that every energy leader asks what their own transformation will look like. Where are you now? Where is your area of the sector headed? And what sort of organization do you want to be when it gets there?
Will Bosanko Managing Partner, Brand will.bosanko@brandpie.com
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98 % of leaders told us they need to adapt their brand strategy in response to the changes within the sector
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INTRODUCTION
Playing the game long
7 Brandpie Energy - Issue 1
Thriving in a changing landscape means building for a resilient future
T his year could be seen as a time of pivotal change for the global energy industry, yet it need not be a time of tumult. For leaders across the sector, what happens over the course of the next 12 months and beyond will serve as a profound business moment – a chance to flip short-term challenges into long-term opportunity. BUILDING THE FOUNDATIONS Energy leaders are readying their businesses for the future. Maintaining a strategic outlook that goes beyond the events of today — and ensuring their business, brand and culture confers resilience for decades to come. Looking ahead, the question at the heart of industry should be, what is your company’s role in the future landscape? And is your leadership and wider workforce aligned on this direction of travel? Perhaps at the forefront of energy leaders’ minds, in this moment, is how to navigate the complex political landscape of 2024. National elections are occurring across multiple major economies – energy and politics are naturally, invariably intertwined – and redirection could potentially >
Issue 1 - Brandpie Energy 8
INTRODUCTION 73%
66% view global political uncertainty as the most significant threat to success
of senior energy professionals are optimistic about sector growth
> reshape the sector’s near-term trajectory. According to DNV’s recent annual Industry Insight survey, while 73% of senior energy professionals are optimistic about sector growth, nearly two-thirds view global political uncertainty as the most significant threat to success. The most poignant shift comes from the US, where the incoming election presents potentially polarizing energy futures. Policy support and investment strategies in the US in recent years have drawn talent and capital to the market — working hard to position the nation as a global leader in the energy transition. The costs of transition remain high, and it takes a pioneer to take a leap of faith that will, eventually, bring them down; the US appears keen to fulfil that role, to help temper future uncertainty. America is attracting global attention as it seeks to master the balance of energy needs — pioneering in areas such as hydrogen technology, recently placing investment into new electrolyzer manufacturing facilities. REPOSITIONING FOR GROWTH While this all might be the reality of 2024’s perceived instability, positive developments are being made. The recent meeting of the G7 in Turin has committed to phasing out coal by 2035. Putting a firm timeline on this COP28 pledge feels to be an historic step. Such a commitment will, of course, have implications for the entire sector. How this plays out from country to country remains to be seen, though it is clear that businesses will, in their own unique way, need to respond. Energy players across the sector are expanding their focus. This brings with it a challenge of brand dilemma – a dilemma that must be planned for now, to reposition for future growth.
In times of instability, leaders must look towards building a culture, a brand, and a business that serves the organization of tomorrow.
9 Brandpie Energy - Issue 1
change means adopting a mindset that looks far beyond that change. In amongst geopolitical shifts, the foundations and direction of the sector’s future is being set today. So too should the energy leaders of today now set out their vision, laying the groundwork that creates a brand, culture, and organization that will truly lead the way and deliver long-term value.
VISION FOR THE FUTURE For energy leaders, to see the next 12 months as a business opportunity is to ask what kind of organization you want to be in 2040. Working backwards from that vision, CEOs and CMOs should be asking themselves: how can we build an enduring brand that propels the business forward to that destination, and sustains the much- needed resilience to do so? What talent and innovation is required to get us there? What perception or relationships do we need to develop over time with our stakeholders? It’s in times of apparent instability that leaders must look towards building a culture, a brand, and a business that serves the organization of tomorrow. Taking the future- back approach. Historically, the most resilient energy brands, those that have sustained growth through times of uncertainty (and we know there have been many even in just the last decade), are those that shun kneejerk responses to current affairs, and focus on strategic investments into long-term developments, ones that will reap future rewards. Energy is, after all, a long game. There is of course no silver bullet, no one-size-fits-all approach to what an optimal business and brand strategy looks like. However, for every energy business, it all starts with using this time of market instability and geopolitical tension to align its leadership team around your organization’s vision. It’s from this that you can deliver clarity through the complexity and power the business forward. The onus is on CEOs to prioritize formulating that vision above all else. Navigating the political change of today is nothing new for the most resilient organizations. Building a resilient and innovative brand that successfully navigates
Issue 1 - Brandpie Energy 10
Our vision
SPOTLIGHT: STATKRAFT
Renew the way the world is powered
Renewed
vision.
Our vision and values guide us forward and bring us together. They set the direction for our business, and describe the most important qualities and behaviours that we want everyone to live by. culture.
Revived
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Raising ambition through brand
L et’s set the scene. You’re Europe’s largest producer of renewables. You’re an international leader in hydropower. You have a century- long history as being a true pioneer in clean energy. But you’re in a rapidly shifting landscape, with significant growth ambitions, where the competition to stand out is increasingly intense. Your business is already playing a significant role; can you push things to a new level and differentiate on a dynamic global stage? The answer is yes. Absolutely. How to do it is no better demonstrated than by the company that embodies this ambition, Statkraft. At the time of its transformation project in the summer of 2022, Statkraft – headquarted in Oslo, Norway – recognized that in order to power its next era of growth, it needed a brand that better showcased its leadership, passion, and expertise. A brand that truly reflected the ambitions of the business. Christine Sørvaag Sperre, VP of Brand, Marketing and Content, Statkraft, said: “The world needs our products and solutions more than ever before, but the green transition also entails several dilemmas. For us, it is vital to build trust in our competency and responsibility through a strong and explicit brand.” As the “best kept secret” in renewables, Statkraft needed to establish its position on the international stage — ensuring it could compete in a highly competitive landscape, create value, and build trust with stakeholders. >
> Find out more at statkraft.com
Christine Sørvaag Sperre VP of Brand, Marketing and
Content, Statkraft
ague, u are reading t tells a story , of who we we do, and it. Statkraft oneering energy for ury - energy
rld needs han ever.
Our journey has taken us from a Norwegian hydropower producer to Europe’s largest producer of renewable energy, with an
With this book, I invite you to read the sto of how we’ve gotten to where we are today and how our vision and values will help us Issue 1 - Brandpie Energy 12
SPOTLIGHT: STATKRAFT
> “We have potential when it comes to unifying and strengthening our brand across the world,” says Sperre. “If a clear and pointed brand platform forms the basis for everything we do, our impact would be stronger both locally and globally. For us that means finding the essence of our brand, and thereafter facilitating the implementation across geographies.” For Statkraft, this meant taking a future- back approach to the definition of its revised brand strategy: aligning the organization around the long-term goal, and ensuring its people were inspired to deliver on high ambition. An inside-out approach to the brand refresh.
RENEW THE WAY THE WORLD IS POWERED Statkraft’s previous business vision
described perfectly what the business did, day-to-day — but didn’t stretch far enough. It neither encompassed the ambitions laid out in their newly defined business strategy, nor connected and inspired its 5,000-strong workforce. A shift in perspective was needed. Talent from across the company came together to redefine the company’s vision and values – a business story, reinvented. Will Bosanko, Managing Partner, Brand at Brandpie says of the process: “After a long engagement process that aligned leadership and engaged employees from 12 countries in just 10 weeks, the result was a new company vision: ‘Renew the way the world is powered’, a statement that encapsulated not just Statkraft’s commitment to its role in the renewable energy mix, but its vision for the future energy system as a whole.” For Statkraft’s growing global business, this presented a guiding light, setting a clear path to 2030 and beyond. Embedding the vision and values into the organization was an equally collaborative process — involving colleagues at all levels and across different regions, ensuring that the new business story resonated with everyone. Reflecting on this time, Christine Sørvaag Sperre notes: “We had a broad process. The engagement was high across the organization, and especially in our corporate management — seeing how this could contribute to a clearer direction and revitalizing our value-based business.” WHEN VISION TURNS TO IMPACT The impact of the new business vision was instantaneous. “It was moving to see how this statement immediately created pride and engagement across our organization,” commented Sperre. Many employees shared the news through their own personal channels. Others used it as a means to show their pride, or to refine their internal ways of working. Sperre attributed this enthusiasm to the
ague, u are reading t tells a story , of who we we do, and it. Statkraft oneering energy for ury - energy rld needs
It’s all about making sure our brand catches up with our business strategy.
13 Brandpie Energy - Issue 1
overdue nature of the renewal, noting that the new statement “truly captioned the role that Statkraft has in the world.” This shared sense of purpose extended beyond marketing to influence Statkraft’s internal culture and management systems. Similarly, the newly defined cultural values were instrumental in building a cohesive culture within Statkraft. Its updated values have been integrated into the company’s management system, ensuring that each employee understands their role in fulfilling the company’s vision. This common ground and shared identity created a more unified and focused workforce. Building a culture of One Statkraft. ARTICULATING VISION THROUGH BRAND In the context of the energy sector’s rapid evolution, the strategic clarity around Statkraft’s intended role in the world was crucial for Sperre and her team to ensure the brand is future-fit for the business. “We see that we need to step up our brand strategy to be able to stay competitive,” Sperre says of the process. “The competition is fierce both when it comes to talent, customers, projects, acceptance, and our brand plays a crucial role in all these aspects. For us, it is all about making sure our brand catches up with our business strategy.” Bosanko adds: “Amid major changes across the sector, and with renewable energy and the transition at the top of the world agenda, Statkraft’s brand is now refocusing: clarifying their role, setting ambitious goals, and positioning the brand to gain competitive advantage.” Statkraft’s journey expertly illustrates the power of strategic clarity in driving change. By redefining its business story first – clarifying its vision, values, and role in the world – in order to align its people around the ambition, Statkraft set a course to renew the way the world is powered. The brand continues its longstanding history of being a clean energy pioneer as it enters a new chapter. Leading the charge in the transition to a more sustainable future.
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BRAND RELEVANCE
How
is your relevant
brand? In the era of reinvention, are you at risk of becoming extinct?
W ith nearly 40% of global CEOs concerned their company won’t be viable in 10 years’ time if they continue on their current path, the race to reinvention is on. And this has never been
Your brand, one of your most valuable assets, has the potential to inspire and motivate employees, connect
with customers and investors, enhance reputation, and make the difference between the winners and losers in the reinvention race. Too often, particularly in B2B, brand is an afterthought, lagging behind the business as a constant reminder of the past. And in times of
40 % of global CEOs concerned their company won’t be viable in 10 years’ time
Sally Bye Managing Partner, Brandpie
more intense than across the energy sector, with organiza- tions at a pivotal juncture to embrace the energy transition or risk being left behind. And as CEOs and leadership teams move forward – adapting
reinvention, organizations who position their brand ahead of the business as a symbol of future relevance to engage employees, customers, investors and other stakeholders, will be the winners.
business models, reallocating resources, appraising talent pools and more – in the race to reinvent their business, there’s an asset that’s being overlooked.
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We work with CEOs and CMOs to build relevant, resilient brands. We focus on three key drivers of success: 1 VISION OF THE FUTURE
For CEOs and CMOs there has never been a more important time to ask yourself: How attractive is your business to talent? How successful are you in winning new customers and investors? If you can’t answer positively, then now is the moment to reset your brand for the future.
future and what you should leave behind. Defining a brand that amplifies the value you create for your stakeholders will build relevance, recognition and competitive advantage for your brand in the market. 3 TELLING A JOINED UP STORY Too often the messages are confusing and the story isn’t clear. Stakeholders struggle to connect the dots. And when different business areas are scrambling to market their offers and services to hit business targets, it’s not surprising different stories emerge. It’s not about a ‘one size fits all’ approach, but a story that connects the business and the brand, typically running on separate paths, when together they are stronger. B2B brands are waking up to the power of storytelling, moving from rational communications to emotive stories to connect with stakeholders on a more meaningful level. For example, CGG engaged leaders and employees in defining their purpose and redefining their brand, elevating the role they play in solving some of the world’s greatest natural resource, environmental and infrastructure challenges, and accelerating their transformation into a global technology and data business. When the business and brand are connected by a powerful story, it unlocks a level of clarity and confidence, mobilising employees and engaging customers to propel you forward.
In a world of perpetual change, it’s more vital than ever to have a clear vision for where you are heading. No-one can predict the future, but by having a clear view on where you want to take the business you’ll be more in control of your destiny. It’s incredible how many organizations allow themselves to be side tracked by the competition, distracted by where others are going, instead of putting energy into their own vision and direction. A great place to start is by defining a purpose statement that connects what you do with what the world needs in a meaningful way. This will act as your north star to guide your decisions and actions as you move forward. 2 WHAT DO YOU WANT TO BE KNOWN FOR? From employees and customers to investors, communities and society at large, brands have to never had to work harder to be relevant across a broader range of stakeholders. Successful, enduring brands are single minded in what they want to be known for. What would you like employees to say, when talking to family and friends? How do you want customers to describe you to a peer? What do you need investors to say to build confidence and credibility? How do you show up in your local communities? With your purpose in mind, think about what aspects of your brand you should take forward into the
IS YOUR BRAND STILL RELEVANT? In a recent survey with energy businesses, 98% of leaders told us they need to adapt their brand strategy in response to the changes within the sector. When we look across the energy sector, as the transition gains pace, everyone is on the move. Some are ahead with a clear sense of purpose, projecting a confident relevant direction. Others are being left behind; unclear how to leverage their brand to project a future facing company that knows where it’s going. And with new entrants changing the landscape and a more complex range of stakeholders to appeal to, how do brands stay relevant when many are struggling to shake the image of yesterday’s company?
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ENERGY VOICES: CHARGEWAY AND MER
Driving a movement
Building confidence beyond the early adopters
17 Brandpie Energy - Issue 1
In conversation with energy brand leaders
B uilding on our recent Energy Voices webinar with Matt Teske, CEO and Founder of Chargeway, and Monique Bertnsen, Head of Brand and Communications at Mer , we explore the potential for brand to respond to the anxieties blocking electric vehicle (EV) adoption. From a community of early adopters and innovative leaders – where electric cars were for the few, not the many – there is wider uptake on the horizon. A recent study found that half of US households are now considering EVs, plug-in hybrids and hybrid electric vehicles for their next purchase. Yet, despite the positive perception shifts, the road to electrification is still paved with THE WORLD OF EV IS ENTERING ITS YOUNG ADULTHOOD challenges. Sales in the past 12 months have been slower than hoped or initially anticipated – with global EV sales reported
to increase 36% year-on-year in 2024, compared to an estimated 62% in 2023. So, why the slump? From range anxiety and absent infrastructure, through to affordability issues and concerns around charging effectiveness, it seems many are still struggling to simply feel confident in a switch to EV. HOW BRAND CAN HELP BREAK THE BARRIERS TO ADOPTION Enter the power and efficacy of good communication. In this emerging space, leaders must leverage brand as their tool for enhanced understanding — to swerve the myths, bridge the barriers, and accelerate uptake with everyday people. As Teske said during our recent webinar, if consumers don’t have confidence in the technology, they won’t buy it. >
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ENERGY VOICES: CHARGEWAY AND MER
62% estimated YoY growth in global EV sales in 2023
36% estimated YoY growth in global EV sales in 2024
How does this fit into your life? Every brand that’s in electrification has to know how to navigate that question. Matt Teske CEO and Founder Chargeway
> Here are three simple takeaways from our conversation to help brand leaders seeking to drive the movement in EV: BE RELEVANT We all know technology takes off most effectively when it fits meaningfully into people’s lives — and the world of EV is no different. “How does this fit into your life? Every brand that’s in electrification has to know how to navigate that question — not only on behalf of their own brand, but also the other brands that are going to be a part of that confidence-building experience,” says Teske. With 98% of energy leaders seeking to evolve their brand to meet changing stakeholder needs, and 81% of those same leaders wanting to build awareness through more targeted and specific communications in the future — it’s clear that brand relevance has never been more critical in the era of electrification. For CMOs and brand leaders in the world of EV, it’s crucial to prioritize storytelling over statistics; to move beyond rational communications about functionality or charging speed in kilowatts, and towards emotive stories that connect on a more meaningful level. What value does your brand create in people’s lives? How does it fit into their worldview, or contribute to building a future they care about? Always trust in the power of a clear and powerful story to build belief in what you do. KEEP IT SIMPLE As we move beyond a community of enthusiasts to the mass market, the winning brands in EV will champion one thing: simplicity. Look no further than Mer’s fundamental focus on building a simple, suitable, and sustainable EV charging experience, or Chargeway’s game-changing color and number system for electric fuel choice. These propositions and brand philosophies radically simplify the user experience. They make switching to EV easier.
> Watch our Energy Voices conversation with Monique Berntsen, Mer, and Matt Teske, Chargeway
19 Brandpie Energy - Issue 1
We recognized early on that being reliable, being focused on simplicity and also accessibility was really fundamental. Monique Berntsern Head of Brand and Communications, Mer
“For us, it was a matter of being open to feedback, and we recognized early on that being reliable, being focused on simplicity and also accessibility was really fundamental in our work going forward,” says Berntsen. The rule itself is simple: listen and adapt. Pinpoint the moments in your brand experience that can be enhanced or improved. From the email to the iPhone, in prior times of technological advancement, we’ve seen initial complexity barriers overcome through focused problem solving — where, every time, the heroes have swept in to streamline and simplify. For us, it was a matter of being open to feedback, and we recognized early on that being reliable, being focused on simplicity and also accessibility was really fundamental in our work going forward,” says Berntsen. So, for your brand, start with the voice of your customers — hearing directly from both the advocates and detractors on what matters, what frustrates, and what would delight. Then, identify ways to be the brand that make things that little bit more straightforward.
BUILD CONNECTIONS Many of the obstacles facing the world of EV require collective action or conversation. Look no further than charging infrastructure, as an example, where charging networks, utility companies, local authorities and automakers need to collaborate to create optimal solutions. “Norway is a great example of policy, energy, and automotive working together, and how you can blend those silos together to create a good experience for non-early adopters,” reiterates Teske. To truly drive the movement towards electrification, brand leaders need to shift from a siloed mindset of competition to one of radical collaboration. As a CMO or brand leader in the space, use your position and influence to cultivate partnerships or conversations that broaden your brand’s reach and expand its potential. Seek alliances and ventures that deliver what your customers need, accelerate your own proposition, and unlock new commercial opportunities. Overcoming the infrastructure obstacles ahead will require brands to orchestrate – rather than solely solve – the answer. Be the voice of connectivity.
> If you’re a leader in the sector looking for ways to drive the movement towards electrification, contact
will.bosanko@ brandpie.com
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FUTURE-PROOF YOUR BRAND
ways to future-proof your brand 5
21 Brandpie Energy - Issue 1
Energy CMOs are caught in the middle of a complex transformation, what actions must they take? I n a sector where volatility is the new norm, navigating the role of CMO is a unique and formidable challenge. From shifting preferences and technological upheaval to increasing public scrutiny and diverse stakeholder demands, brand leaders are caught in the middle of a complex transformation — leaving no move or activity unaffected. It comes as no surprise, therefore, that 98% of energy leaders are now preparing to adapt their brand strategy to meet such evolving needs and expectations. Clearly the energy brands of today just won’t be fit for the world of tomorrow. For CMOs across the sector, this pressing need for action presents a dilemma. How can you communicate with clarity and consistency while walking on a tightrope? How can you ensure that your brand thrives through the transition, and brings your audiences with you? How might you use your influence to power positive progress? To respond effectively and future-proof your brand, here are five key actions for every CMO to follow: >
Will Bosanko Managing Partner, Brand Brandpie
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FUTURE-PROOF YOUR BRAND
1 in 2 energy leaders believe their brand is driving their business objectives
88% of consumers don’t immediately trust brands that say they are sustainable
1 KNOW YOUR AUDIENCES
2 START AT THE FINISH LINE
3 BE TRANSPARENT
Through any period of crisis and instability, the best brands start by listening to their audiences. In today’s climate, 81% of energy leaders told us they need a more targeted and relevant brand. For most energy brands, your stakeholders will be varied and complex. Often, it will encompass a diverse range of individuals and organizations – from consumers and investors, to policymakers and potential talent. Each group has its own diverse expectations. Now more than ever, it’s important to listen. To do it, brand leaders need to start a dialogue. Engage your audience groups and gain an understanding of their needs and desires. Uncover what their current perceptions are of your business, what they truly value about you today, and, crucially, what they hope to see from you tomorrow. In their eyes, how can you create more value? Loaded with insight, you’ll know the next best move. You can speak the language of your audiences and develop relevant communications that say something they want to hear.
Every successful brand holds a unique position in the eyes of its audience. For the energy sector, this need is no different. However, in an industry transforming at such rapid pace, it’s imperative for CMOs to take a future-back approach to brand strategy. By looking ahead and positioning your brand at the “finish line,” you’ll ensure you are building momentum towards the long-term ambition of the business. Today, only 1 in 2 energy leaders believe their brand is driving their business objectives. To drive growth and power the business transformation, it’s time for CMOs to connect the dots. Start by interpreting what the business strategy means for your brand. What level of change is required? How will your value proposition and communications need to adapt in response? How central will new innovations or product developments be to deliver on that promise? Addressing these questions – and working backwards from the long-term goal – will ensure your brand keeps up with the pace of the business. Through any messaging and engagement, you’ll then inspire confidence and belief in the future direction. Never forget the power of brand storytelling to influence, build understanding, and drive momentum towards your goals.
Setting a bold ambition is one thing. Achieving it is another. Honesty and accountability in communications is key – especially when on a journey towards becoming a more sustainable business. A recent study with Genomatica found that 88% of consumers don’t immediately trust brands that say they are sustainable. So, how can CMOs avoid the pitfalls of “purpose-washing?” and initiatives with evidence of action — demonstrating your business’ true commitment to progress, and the tangible steps it is taking to deliver on its sustainable goals. Remember: no one expects you The proof must be in the pudding. Support your communications to be perfect, or to deliver on all your objectives at once. As the voice for the brand, approach this tricky area with balance. Share your wins and successes along the way, but also your challenges and struggles. Reflecting openly and honestly about the journey will make you all the more credible. By adopting this approach, you can not only shine a light on the steps you’re taking, but build credibility, trust, and loyalty along the way too.
81 % of energy leaders want a more targeted and relevant brand
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4 CHAMPION COLLABORATION, NOT COMPETITION
5 STAY RUTHLESSLY FOCUSED As the sector’s change unfolds, there will be unforeseen obstacles ahead. Through it all, be sure to follow the golden rule: consistency. Transformation of your brand won’t take place overnight. CMOs and brand leaders must be ready to play the long game. A recent study by HBR showed that companies who stayed true to their business’ purpose and communicated it clearly through their brand over time experience higher profitability, faster growth, and higher-quality stakeholder engagement. In a world of flux, it pays to be a steady constant. For CMOs, it’s key to be intentional and focused. Through any future crisis or need for adaptation, use your business objectives as a lens through which to anchor your response and ensure strategic alignment. Be laser- focused and connect every move to the overarching purpose of the business. By embracing the concept of ruthless consistency, you’ll steer a course in a world of reactive marketing — navigating through the turbulence, continuing to move forward, and appearing reassuringly stable as you go. For CMOs at every corner of the energy sector, there has never been a more important time to act. By adopting these strategies that connect your brand to your business objectives, you will deliver clarity through the complexity — establishing trust, inspiring audiences, and powering performance on the journey ahead.
By embracing the concept of ruthless consistency, you’ll steer a course in a world of reactive marketing.
The energy transition can’t be achieved by any one business alone. For almost any organization, the tremendous challenges facing the sector will require a diverse set of skills and technologies that stretch far beyond their current capabilities. Our progress made collectively will be far greater than that made alone. In response, CMOs need to shift from a mindset of fierce competition to one of radical collaboration. To do it, use your position and influence to cultivate partnerships that broaden your brand’s reach, perception, and impact. Seek brand alliances and ventures – both within and outside of the sector – that deliver what your customers need, accelerate your own transformation, and unlock new commercial opportunities. Practicing active collaboration will unlock a world of collective intelligence and resources internally, too. By working cross-functionally with other leaders or teams in your business — particularly those in R&D or sustainability — you’ll uncover new insight, new learnings, and new solutions to brand challenges. It’s connected thinking in pursuit of a mutually-desired outcome. After all, a problem shared is a problem halved.
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SPOTLIGHT: RELEVATE POWER
Let’s go 10 weeks to rebrand a business and secure future investment
25 Brandpie Energy - Issue 1
NEXT
Redefining renewable energy
> Find out more at
relevatepower.com
R elevate Power was formed in May 2023 with one powerful mission: to produce clean affordable energy and, through this, power local communities and enhance quality of life. The company acquires water dams in the US and restores them to create affordable, clean energy that connects back to local customers; enabling businesses to meet their requirements to go green, create local jobs, and deliver sustainable energy to communities. “Our company revitalizes old hydroelectric facilities spread across rural America to provide 24/7 renewable energy, which these rural communities require to meet the energy transition,” says Matthew Wenger, CEO at Relevate Power. When the business got its start five years ago, they explored how to solve the challenges of climate change using renewable technology. Though solar and wind power were heavily invested in, hydroelectric power, which has existed for over a century, had seemingly been forgotten about – leaving those facilities in disrepair and heavily impacting on the communities which they served. “These facilities were beginning to fall apart, causing massive implications and ramifications. This infrastructure is critical to the social, economic, and environmental flourishing of rural communities across America. We apply our skills and passions to help revitalize, reinvest in, and restore these assets to bring them back to their peak, and beyond,” explains Wenger.
Though the business purpose to help local life flourish was lived every day on the ground by its employees, the existing brand did not fully encapsulate their ambition and passion, causing a disconnect. In Wenger’s words, the brand made the business appear “small and scrappy” and not indicative of the great, regenerative work they were doing, making it difficult to raise the investment needed for the company to continue redefining renewable energy. “Although we loved our purpose and essence, the brand wasn’t on the same level and needed to be elevated. We engaged Brandpie with a challenge to evolve the brand with a tight deadline of just 10 weeks. We were taking the business to market to raise capital and wanted to avoid confusion with the old brand.” PURPOSEFUL INTENT This was a pivotal moment for Matthew and the team at Relevate Power. The brand needed to be rebuilt and elevated to better capture the essence of the company – powering local communities with clean affordable energy – and deliver this, ready to launch, in just two months. “We had done a lot of soul-searching to clearly understand who we are, what we are doing, and why we are doing it,” says Wenger. “This was the springboard from which the new brand started to take shape and flow.” Through the lens of their vision for regeneration, Brandpie delivered a new positioning – ‘Next level energy’ – name, brand identity, website, corporate >
Matthew Wenger CEO Relevate Power
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SPOTLIGHT: RELEVATE POWER
> assets, and messaging to mirror the mission that lies at the heart of the business – to make a difference and preserve quality of life in rural communities. “Thanks to the commitment and deep engagement from Matthew and his team, we were able to work closely together and in an agile way to develop the new brand identity, website, and assets in a condensed time frame,” says Jennifer Goodchild, Brandpie Account Director. “That level of dedication is special and made for a dynamic and interesting partnership.”
the business forward while remaining true to its DNA and purpose,” Nick Ranger, Managing Partner at Brandpie, said. Every element of the brand was given careful consideration to better represent the business and to show the delicate balance and connection between nature and humanity. “The brand began to take shape. We developed a wonderful blue line as a visual element that represents the river connecting our communities, with blue squares to show the impact of energy nodes on different locations. This visual element is used throughout, creating a sense of flow and connection between all elements,” explains Wenger. This is further reinforced in the new identity symbol, which delivers on several levels: It represents the flow of water through a turbine, the regeneration of waterpower infrastructure, and the combination of sustainable renewable energy sources – water and solar. “For the logo, we landed on a symbol that represents the water wheel as a reflection of the cascading blue river. The water wheel pays homage to the history of water power but, at the same time, represents a modern turbine. The combination of solar and hydro power is showcased through the rays over the water wheel, which portray the sun,” says Wenger. This concept of balance, and of subtlety and boldness is captured in each asset of the brand and encapsulated in the website to take the brand externally to the market. “We’re paying homage to the history and the shoulders of giants that we stand on, but also looking forward into the future and the change we’re making to revitalize and preserve the quality of life in our communities. So much of our brand is about balance – rather than showing the extremes between good and bad – and this is a true reflection of our time.” Relevate Power is a company of ambitious people with the drive and vision to change the face of renewables. Their new brand perfectly captures their ambition; taking renewables and their business to the next level. It has allowed them to go to market fast, secure new investment, and grow and build a sustainable future.
REFLECTIONS OF OUR TIME The new name, Relevate Power, was created in just four weeks. To ‘relevate’ is to lift the spirit, to enhance, improve, restore character, and to elevate. This perfectly captures the company’s commitment to regeneration, renewal, and its pledge to help local communities flourish. “Our challenge with renaming the company was that everyone loved the original name, but it wasn’t ownable. Working with naming consultants, Skriptor Zigila, we developed the new name – which is more meaningful than the original yet emotionally close to it. It successfully moves
Every element of the brand was given careful consideration in order to elevate it to secure future investment.
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BUILDING A GO-TO-MARKET STRATEGY
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Announcing a new business with a best-in- class go-to-market strategy: How to balance internal and external dynamics I n today’s ever-evolving and turbulent business landscape, creating an effective and cohesive go-to-market (GTM) strategy is paramount to business success. With mergers and acquisitions or joint ventures, it’s even more important to get this right. When multiple businesses converge, each with its unique culture and identity, the challenges become particularly intricate. In such scenarios, the success of a GTM strategy hinges on aligning internal culture while delivering a compelling narrative to external audiences. Announcing a new entity requires a careful balancing act: being mindful of each individual organization’s culture and pride in the business, while aligning all involved businesses and taking the new brand externally to market with communications that resonate with customers. >
Rik Haslam Executive Creative Partner Brandpie
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BUILDING A GO-TO-MARKET STRATEGY
All communications across editorial, PR, paid, and owned media should make sense as a whole and jointly add up to a single story.
> CULTIVATING INTERNAL ALIGNMENT FOR BUSINESS SUCCESS Internal alignment is just as important as external communications. How the employees feel about and understand the new brand has to completely align with the story that is being told externally. Fostering a sense of pride and ensuring there is no disconnect between the internal and external brand is crucial. Great attention should be paid to the building blocks for nurturing a new shared culture through the formulation of values and behaviors. Employees need to understand the benefits and the rationale for the new entity – having a strong purpose helps rally the team toward a shared mission. To build momentum in the lead up to launch day, a well thought through strategy will likely include an informative and bottom-up employee engagement campaign, helping them to understand the new brand story from day one. An on-going communications program can help sustain this momentum thereafter. External GTM communications should resonate with customers’ needs while reflecting the benefits of the new brand. Bringing an emotional engagement component to all communications is particularly important in joint ventures, to ensure that all companies are represented equally in the launch materials, so that one company isn’t being valued more than the other. Most importantly, these external communications should help customers understand the new entity and what it stands for. Why is it being created? What are the benefits for customers? Bringing the positioning of the new organization to life is key. HUMANIZING EXTERNAL COMMUNICATIONS
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To take the brand story to target audiences, each communication channel should be given its own consideration. When working with clients, we develop channel strategies with insights into what will drive the most engagement – leveraging the strengths of each communication channel while maintaining consistency in messaging and branding. Distinctive visual identities and high-quality communications help in conveying the narrative effectively – every asset should be native to its particular environment in order to most effectively bring the brand to life. Moments of organizational change are complex: there can be a temptation to over- explain the business context and rationale, which can mean the storytelling becomes compromised due to businesses saying too much. GTM strategies should focus on relaying a simple message in a creatively compelling way that showcases why these organizations have come together. A FULLY-INTEGRATED APPROACH All communicatoins across editorial, PR, paid, and owned media (including the website) should make sense as a whole and jointly add up to a single story. Having everything feel harmonious can be incredibly challenging but it is essential to think carefully about how every element will work together. Special consideration should be given to the customer journey and how the story evolves and adapts. For example, are there ways to utilize motion and video to add value to the website experience? Working out how all the different aspects of the customer experience might work in sync also demands partnering with different teams to find smart solutions. This often means adapting the core creative for specific channels and audiences to help land tailored messaging that ladders seamlessly back up to the core positioning.
KEY TAKEAWAYS FOR A BEST-IN-CLASS GTM STRATEGY The biggest challenge we’ve come across when businesses are starting their GTM strategy is underestimating the need for simplicity. Most people inside an organization are passionate about the work they do, so it’s only natural to spend a lot of time thinking about your product or services. And because you understand things in great depth, it’s hard to appreciate how little the rest of the world knows about your brand and how hard it is to get them to pay even a little attention to the things you care deeply about. But the more messages you put in front of people, the less likely they are to notice or remember any of it. Often, saying one thing well is the most effective way to hook people’s attention. And that can be the biggest challenge with B2B businesses that are trying to appeal to many different audiences. A well-designed GTM strategy manages this dilemma well, balancing the need for simplicity and consistency with the necessity of also tailoring messaging for diverse audiences and native formats. To help resolve these inherent tensions, a truly best-in-class GTM strategy should focus on three things: a fully-integrated client and agency team working with total transparency and trust; a well-considered channel plan that takes into account the strengths and weaknesses of that channel; and a compelling, creative platform that’s rooted in a big idea that’s directly aligned to your brand positioning.
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ENERGY VOICES: DTEK GRIDS AND HUSK POWER SYSTEMS
Critical connections
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In conversation with energy brand leaders
Building connections in times of crisis T hey say crisis wakes you up. For energy businesses and brand leaders, recent years have certainly been startling. Geopolitical tensions, security challenges, and exposing climate changing imperatives have
times — but you have to pay even more attention to it in times of distress.” For Berman and her team at DTEK Grids — Ukraine’s largest electricity distribution business, providing power to millions of civilians — this became apparent through a time of significant distress. Where, as a result of the ongoing war with Russia and its impact on everyday power access, a new, critical role for DTEK Grids emerged almost overnight. “Since the beginning of the war, and being the biggest energy company in the country, we took on extra responsibility. For more than 700 days, we have been restoring electricity for tens of millions of people,” says Berman. “My experience shows that crisis is an amazing time to form brand reputation and transform significantly. For instance, before the war, DTEK used to be first a technical company – but the war gave us an opportunity to transform our image to a ‘national hero’ company. If you act accordingly, on time, if you’re responsible, and if your actions respond to society’s request, it can be a magical time for your reputation.” DELIVERING IMPACT For these leaders, developing a deep understanding of their audience’s needs has also proved critical — ensuring both businesses deliver significant impact in their respective regions. Our recent energy report also highlights this, where 81% of energy leaders said they seek to deliver more targeted and specific communications to their stakeholders at this pivotal moment of change in the energy industry. >
contributed to an environment of crisis and urgency — one where it feels difficult to operate or communicate with confidence. Times of crisis, however, can serve as catalysts for action. Truly innovative communicators are adept at reframing challenge into opportunity during times of instability — shifting their focus, finding ways to engage in a relevant and meaningful way, and elevating their organization’s role in society to create positive impact. So, how are leading CMOs ensuring their energy brand builds critical connections during times of crisis? For our most recent Energy Voices conversation, we explored the topic with brand leaders William Brent, CMO at Husk Power Systems, and Diana Berman, Head of Communications at DTEK Grids . Both have guided their organizations to transcend a traditional role as an “energy company” during times of challenge — raising their ambition, building their reputation, and doubling down on meaningful engagement. In turn, solidifying their positions as leaders in the face of adversity. BUILDING REPUTATION Crisis situations are a pivotal moment for any business. One that requires active management, due attention, and carefully considered response. As Brent suggests: “You have to be paying attention to your reputation and your brand during normal
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