Redefinición de la cartera de marcas de consumo del Grupo BT para el crecimiento
By developing a Group-level consumer segmentation we were able to define distinct and compelling positionings for BT’s three consumer brands.
The challenge: Navigating a complex brand portfolio after a major acquisition
BT Group’s £12.5bn acquisition of EE created a portfolio of three major brands in its consumer division that were at risk of competing against each other.
BT Group came to us with a question: how do we optimise the positioning of BT, EE and Plusnet to maximise consideration and value for the future?
Servicios utilizados
The solution: Building a unified strategy
We first developed a single consumer segmentation for all of BT Group’s consumer brands and products, framed around people’s personal values, attitudes to technology, and product needs.
We then worked iteratively with users from across all three brands to define how to target the different customer types with the right brand for them.
Basis created a common language and a simple framework to help us make a success of our portfolio of brands. This work is at the heart of our strategy and continues to inform our approach to positioning, pricing, propositions and marketing.
The impact: Clear, distinct positioning that drives growth
We delivered a portfolio strategy for BT, EE and Plusnet that assigned a distinct positioning and a clearly-defined target audience to each brand.
This strategy now defines how each brand goes to market. It has successfully driven greater differentiation between the three brands by enabling the design of more relevant products and propositions, a more targeted pricing strategy, and more effective marketing campaigns.
Looking ahead: Nurturing brand strength and differentiation
As BT Group continues to evolve, the brand portfolio strategy will guide future growth, ensuring that each brand maximizes its potential in a competitive market.
