Our objective was to mould The Adecco Group's portfolio of brands and make it fit for the future. A hugely complex portfolio. 65+ brands. Organic, decentralised and unfocused.
Under the new leadership of Alain Dehaze, the Group had decided to expand its ambitions. It wanted to grow its capability beyond the traditional blue collar temporary staffing world that it had become famous for. The imperatives for the business, if it was to survive in a rapidly changing landscape were:
• To become known in professional staffing
• To become known for permanent placement
• To become known as a thought leader
• To become known for consulting & solutions
In accordance with their new strategic objectives, Adecco asked Landor to undertake an analysis of its brand portfolio, helping them to understand if and how their brands could be rationalised to maximise value for the business, and better serve customers around the world. With so many brands through the result of years of M&A activity, it was imperative to consolidate and rationalise on behalf of its audiences around the world.
No easy feat when considering who the group’s many, varied audiences actually are: blue and white collar candidates, clients that range from start ups to grown ups and governments with a duty of care to prepare their societies and economies for the profound change heading their way in the coming decades.
So, as few brands as possible. But as many as necessary. An optimised portfolio, ready for global growth.
Our process enabled Adecco to identify its top performing brands according to potential brand equity and fit for customer needs.
It has therefore been rationalised to 6 global lead operating brands, all serving different audience segments on behalf of a newly distinguished Group brand, creating distance from Adecco’s incredibly successful, but extremely limiting perception as a general staffing specialist.