Our work for Coillte

Coillte, originally a forestry company, has now evolved into a multi functional land-based business that includes renewable energy and the manufacture of panel products under the Medite, SmartPly and Medite Tricoya brands.

Coillte has been a BFK client for many years during which time we have worked on brand and communications strategy and on the creation of product and service sub brands.

Brand strategy

We worked with Coillte senior management team 2009. Our purpose was to evaluate brand development needs around the objectives set out in their transformation initiative ‘Destination 2012’. This was based on repositioning the company from a forestry operator to an organisation that manages natural resources on a sustainable, profitable and innovative basis.

Brand essence review

Our role was to facilitate an internal high-level process to develop Coillte’s future brand essence. In support of this we advised on the design of key manager research and we assisted the in-house project team in writing a Brand Statement. This articulated the various elements of the future brand, building on the agreed brand essence and the output from the key manager research.

We facilitated broad-ranging internal discussion and evaluation of what Coillte stood for, of brand values and brand promise, and of how the brand promise was substantiated by Coillte’s activities.

We advised on assessing current performance of Coillte’s brand; on what stakeholders thought the brand was; on those elements of the brand that worked, and those that didn’t; and on what promises were made but didn’t deliver. We advised also on testing the promises of the Coillte brand—to establish whether they were relevant and credible.

We helped develop corporate understanding of what the options were when it came to measuring how the brand was performing and what Coillte could do themselves internally and what tools they should employ.

Brand governance

In 2014 we were again engaged by Coillte to review their brand architecture, examining the implications of new corporate strategy for future brand development.  We were tasked with identifying where the gaps were—among product brands, service brands, business brands and corporate brand—and recommending how to bridge the gaps and develop a new brand evaluation process.    

New product development was considered likely across the organisation and was not then catered for within the brand architecture. There was concern also about the use of business unit brands—Coillte Panel Products, Coillte Enterprise and Coillte Forest—and their relationship with corporate brand. This was considered fragmented and there was a lack of brand governance processes to facilitate joint ventures, relationships with independent brands, and brands of new products and services. Brand creep has also occurred where divisional labels were used as brands.

Our role was to create a refreshed brand architecture and brand management system for the entire Coillte brand portfolio at corporate, business, product and service level. This was to enable Coillte to manage the introduction of new brands while maintaining the integrity of existing brands. The ultimate objective was to facilitate clear brand communication with the company’s many stakeholder groups.

The brand architecture was to take account of current needs and, most importantly, to set out a structure and process that would guide and manage new brands and sub brands as they are introduced during the five-year lifetime of the new corporate strategy.  

The outcome was an optimised brand architecture recommendation that awaits a further Coillte strategy review before being implemented.