After nearly half a century of steady growth, a construction company in South Carolina focused on government and industrial projects experienced a stagnation in new contracts. Transitioning its leadership to the third-generation of family ownership, internal efforts to develop new strategic communications and growth plans met an impasse. And due to shifts in the client portfolio, senior management had difficulty defining the company’s core identity and business development priorities to keep pace with a changing market. As a result, the company’s website and associated marketing materials lacked a coherent message, instead presenting an exhaustive list of contracts, products, and technical capabilities. The company needed to distinguish between its strategic focus areas and targets of opportunity, redefine its capabilities, and chart an action plan for securing short-term wins and realizing long-term growth.
We conducted a series of strategic planning and branding & marketing activities designed to help our client better understand itself, identify and explore avenues for new corporate growth and make internal adjustments to effectively position for diversification. This included a capability alignment workshop, in which our team helped the company’s business development leads consolidate and restructure their list of services to more effectively resonate in commercial markets and attract top talent. Our deliverables included a new website and style guide to promote a more modern and vibrant brand, more effectively engage private sector audiences, and provide a unifying theme for all communications materials going forward.
Our engagement helped the company refresh and refine itself to not only reflect the marketplace but to mark the next generation of family ownership. The company was empowered to conceptually reorganize its capability suite, identify and prioritize commercial markets for targeted business development, and convey its value proposition with compelling branding materials that will attract new prospects. Critically, the company’s leadership gained a better understanding of the types of communications needed to translate their industrial/government-oriented successes into new private sector opportunities.