What was the business need

Since conferencing services were typically bought by IT managers in companies, they had a lot of difficulty informing and educating their colleagues to use the new conferencing services. We discovered that if we branded our communications in the client’s brand, employees more readily used the conferencing services

As the customer base grew, it became more difficult to :

• reduce time to launch
• maintain email files as conferencing services changed
• keep designers creatively challenged
• reduce demand on marketing managers to proof & approve launch materials

Had to balance:

• customer’s need to get their branding onto our communications
• make it scalable
• employee engagement: designers found this type of work boring
• resource management: needed designers to focus on the customized clients who bought highly-customize managed services from BT so their requirements would not fit a template
• reduce time to launch
• reduce errors

Leveraged existing structure

We already had in place 3 levels of branding:

• BT branded for small customers
• Cobranded for mid-size customers. This used templates in the BT look and feel but had certain brand able elements
• Fully-branded for our largest customers
• Reseller for other telecom companies who wanted to sell our conferencing service to their customers

We already had systems of communications in place. The main database handled the new account emails and other transactional emails. We had to carry through to the end user adoption campaign.

Later successes

Because of my model, we’ve extended this branding capability to:

• end user self-management portal, My Meeting Manager
• other transactional emails
• more resellers