In 2013, Trustpower found the answer and underwent a radical change in strategy.
Rather than offering its telco services separately, Trustpower opted to bundle its services together.
It believed this would have benefits for both Trustpower and its customers. For Trustpower, its customers would be more valuable and stickier than energy-only companies; and on the flip-side of the coin, customers would benefit from having only one company to deal with and one bill to pay each month for multiple services.
When Trustpower committed to bundling energy and telco services as its marketing strategy, it was unique in New Zealand. In fact, only a handful of companies globally were attempting this. It was a massive risk, especially when the company’s brand awareness wasn’t particularly high.
Trustpower’s visual branding was also tired, and if it was ever going to stand out with its new offering, its look would need a shake-up. So, it created a new, distinctive logo and visual identity that would build brand image and communicate the idea of bundling to New Zealanders.
In April 2014, the bundle proposition was launched in New Zealand cities. And while Trustpower had not used above-the-line media extensively for many years, in order to build the brand quickly, it used TV supported by outdoor, online and direct marketing.
Captain Energy and Broadband Girl were then introduced to build a brand personality and to communicate ‘Good things happen when power and broadband get together’. As a result, brand awareness and consideration rose rapidly.
To build a successful brand, it also needed to understand what its customers wanted a multi-utility brand to be. So, it carried out extensive research into the different segments’ needs, wants and motivations, and looked into attitudes towards Trustpower’s services and the role those services played in their lives.
It used this insight-led approach to better develop brand propositions and understand what was desirable to different groups. This research then led to the brand blueprint being re-defined in 2017 to reflect changes in the company, the competitive environment and consumer behaviour, to better position the company for continued growth.