Agentur-Projekte im Bereich B2E (Mitarbeiter)

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At the end of 2014, Deutsche Annington and GAGFAH merge to form the second largest residential real estate company in Europe. Characterized by a private equity past, both companies have serious reputation problems. Previously, the exit of the private equity owners had already cleared the way for an initial public offering and the realignment of the business model. The newly formed company sees itself as a customer-oriented provider of needs-based housing and housing-related services. Truffle Bay was commissioned to develop a new corporate brand with a new name, brand strategy and positioning and visual brand identity.

»We're not a construction company anymore.« – Roland Koch, from 2011 to 2014 CEO of Bilfinger, put it in a nutshell. Bilfinger Berger has undergone a fundamental transformation process: Over the years, the company has transformed itself from a construction group into an internationally active engineering and services company. In 2011, Bilfinger Berger generates about 80 percent of its total output volume in the services business. In the public perception, however, the company, which comprises some 300 individual brands, continues to be perceived as a construction group. In order to express this change and the strategic realignment, to strengthen the brand's presence, and to communicate the Group's service range and structure as an engineering and services group, Truffle Bay was mandated to revise the brand strategy and create a new corporate design.

In the course of a strategic realignment, Osram spins off its traditional lamps business in 2015. Truffle Bay develops a new brand positioning for the legally independent company, the corresponding employer brand and the accompanying communication strategy.