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From £29m in 2004, FMG's turnover went up to £75m in 2007. Royal Mail went from saying they couldn't appoint an unknown, to awarding FMG Support a 3-year contract for 40,000 vehicles.
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FMG Ltd - a fleet management company that had heavyweights like the AA and RAC Commercial driving roughshod over it. To take on the ‘big boys’, and make companies like GE and Zurich sit up and take notice, FMG wanted to invest in building its brand. Enter Propaganda.
FMG wanted sales literature with a branded approach. But, given the competition, we couldn't create a differentiated approach without first understanding how FMG made a difference. We undertook a discovery programme to help us identify ways to drive FMG to the next level.
FMG provided three services through three businesses, without any connection or cross-selling between the three. Our first proposal was to integrate them into one: FMG Support. The new brand values: pride, intelligence and determination. These would be reflected in the new branding, and the promised results had to be delivered.
The results, however, depended on FMG Support’s network of agents – who were being offered more work by the big boys! To help FMG Support gain their loyalty, we proposed a programme unique to the sector - FMG Partner Support - giving their partners certain privileges in exchange for their service.
To compete with big budgets of big players, we decided to capture intellectual space with a thought-leadership programme. A series of opinion papers were published in the press, posted on the new website and mailed to organisations. We also set up the Fleet Progression Forum (sponsored by FMG Support) to host debates with key industry figures, chaired by Steven Norris, former Minister for Transport.
From brand to sub-brand: FMG Support had a bespoke web-based MIS - a major advantage over the big boys. By sub-branding it ‘Ingenium’, we gave them a strongly branded differentiator. We also hadn’t forgotten that FMG Support had started by asking for some brochures. We created a new logo and visual identity, along with a brandbook, brochure, website, a microsite and collateral for FMG Partner Support.
The Transformation
FMG Support is now an opinion-leader in its sector. From £29m in 2004, its turnover grew to £75m in 2007. Royal Mail went from saying they couldn’t appoint an unknown, to awarding FMG Support a 3-year contract for 40,000 vehicles.
GE became a customer because they felt comfortable with FMG Support's brand values: “not just because of what they do, but the way they do it.”
You can now find FMG Support speeding down the road to big brand success.
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