Strategic Moose Consulting

      Tervita Corporation Rebrand

      Brand Rollout | Capital Assets Transition | Project Management | Sponsorships | Website Dev

      Project

      CCS Corporation, a mid-sized North American Oil Services company built over a decade from the acquisition of 12 related service companies, came together to form Tervita in early 2012; in an effort to be seen as a powerhouse provider of environmental and energy services.​

      While a centralized shared services and corporate core had been established, the 12 companies still operated within their own silos. An an IPO bid required bringing the entities together, however each had their own unique operating procedures and cultures, and facilities and staff were spread out across North America.

      ​The master brand strategy made the whole more valuable than the sum of it’s parts, and better serve customers through new systems. Extensive research into competitive positioning and brand finance evaluation, set the stage for a unifying brand program and visual identity development.

      Result

      Responsibility concentrated on consolidating silos of information and leading Team Chrysalis; a coordinated shared-services implementation strategy team. Extensive audits of processes and assets were conducted to quantify the brand valuation model, and build a business case to effectively manage CAPEX across channels.

      Extensive brand guidelines were established for all assets, as well as for all communications channels including internal (corporate stationary, promotional wear, print and digital templates, intranet and magazine) and external outreach (advertising, website, sales collateral). New internal processes and templates for AP, AR, Legal, IT, Procurement, HR, Health & Safety and all other shared services functions were developed and aligned to the new brand.

      ​External partnerships and sponsorships were solidified to help amplify the new brand. Of greatest impact was the Calgary Stampede sponsorship that included an entire visual takeover on all events, which solidified the new organization with sales teams, clients, and the general public.

      ​Despite mid-program budget adjustments, the launch of Tervita on March 12, 2012 achieved the desired impact for the brand both with staff and stakeholders. Delivered across all operations on time, and under budget, the rebranding process was well received by internal audiences and helped to launch the new Tervita-driven culture in a collaborative, one-team approach way.