Title | TELSTRA BRAND IDENTITY |
Brand | TELSTRA |
Product / Service | TELECOMMUNICATIONS |
Category | A05. Publications |
Entrant | INTERBRAND AUSTRALIA Sydney, AUSTRALIA |
Entrant Company: | INTERBRAND AUSTRALIA Sydney, AUSTRALIA |
Design/Advertising Agency: | INTERBRAND AUSTRALIA Sydney, AUSTRALIA |
Name | Company | Position |
---|---|---|
Damian Borchok | Interbrand | Ceo |
Richard Curtis | Interbrand | Managing Director |
Chris Maclean | Interbrand | Creative Director |
Mike Rigby | Interbrand | Creative Director |
Andrew Droog | Interbrand | Design Director |
Chris Lamont | Interbrand | Director Of Verbal Identity |
Ben Miles | Interbrand | Associate Design Director |
Joao Peres | Interbrand | Designer |
Ami Gainford | Interbrand | Designer |
Agathe Thibaud | Interbrand | Client Service |
Katie Barter | Interbrand | Client Service |
Sarah Regan | Interbrand | Client Service |
Kaylee Noonan | Interbrand | Client Service |
Simon Cranwell | Interbrand | Finished Artist |
Debra Jason | Interbrand | Designer |
Claire Theophane | Interbrand | Designer |
Annah Brocklebank | Interbrand | Designer |
Briton Smith | Interbrand | Designer |
Dan Ingham | Interbrand | Designer |
Mike Tosetto | Interbrand | Motion Designer |
Telstra had a unique problem – more people buy from them than like them. This is due to their origins as a government owned company which previously held the telco monopoly. In 2012, when the national broadband network rolls out across Australia, customers will have to reassess who their telco provider is. Being disliked did not put Telstra in a good position. They realised that in order to remain the market leaders, they must change the public’s attitude towards the brand. In addition, they needed to appeal to a younger market who thought of Telstra as their parents’ brand.
Our brief was to turn Telstra into Australia’s favourite Telco. In recent years, Telstra had fallen out of favour with the public through poor customer service and billing issues. They had alienated key customer segments, including the youth market. Having previously held the Telco monopoly, Telstra had lost ground to challenger Telco’s which had inferior products and services. Our task was to restore Telstra to the industry leader around the new brand idea, ‘It’s how we connect’.
Telstra lived in a world of blue and used the same tone to communicate with all their audiences, alienating many in the process. Blue was not working for them. It was too corporate and didn’t allow them to be the bold, exuberant, dynamic brand they needed to be. We chose the full spectrum of colour to communicate with the full spectrum of audiences, using the full spectrum of tones and emotions. The brand changes colour to allow Telstra to connect with customers in a way that’s more relevant, expressive and engaging –reflecting their customers’ worlds rather than their own.
In early testing, consumer research was conducted: 56% said the new brand was a real refreshing change. 65% said that it signaled that Telstra is changing. 62% said that they liked the new brand. Consideration scores were stagnant or declining in the last 5 years. In the six months since launch: +28% Consumer consideration +13% Business consideration 132% increase positive social media sentiment amongst 18-24 year olds Up 15 places on corporate reputation index. Share price outperformed market by 35%. Highest price in 3 years.