No significant ethical issues were encountered during the course of this study. Some sensitivity toward information sharing was anticipated, as alluded to earlier and confidentiality, anonymity and non-disclosure agreements were offered where necessary, without this influencing the quality of insight, information gathering and analysis. Whereas firm identities have been disclosed with consent as a part of the case
descriptions, individual respondents have been kept anonymous to protect
129 confidentiality, as mentioned in Section 3.5 above. The focus therefore fell on informed firm consent and individual confidentiality.
Particular attention was paid to any case selection within competing industry sectors and this was avoided. In the final selection, all
participating companies were comfortable with the study and took part with full disclosure and none of the above-mentioned measures was necessary, thus allowing for access to all requisite insight, information and documentation.
An objective approach has been adopted by the author in order to mitigate against the potential of bias; possible further researcher triangulation or a full research audit are still possible. Peer review and robust academic interrogation will ultimately inform the acceptance of these findings in practice and within the scientific community.
3.7 Conclusion
Theory developed from case study research is likely to possess important strengths like novelty, testability and empirical validity, which arise from the intimate linkage with empirical evidence. Given the strengths of this theory-building approach and its independence from prior literature or past empirical observation, it is particularly well suited to new research areas or research areas for which existing theory seems inadequate (Eisenhardt 1989:549).
The above extract summarises the opportunity presented in this research design and methodology chapter and motivated for an adoption of the project against its initial intent. Strong studies are those that present interesting or frame-breaking theories meeting the tests of good theory or concept development and being grounded in convincing evidence
130 (Eisenhardt 1989:549). It is the researcher’s view that this has been
achieved.
131 4 CHAPTER 4 – CASE A: FINANCIAL SERVICES STUDY
4.1 Background
4.1.1 The business
In early 2007, Alexander Forbes, under the leadership of the newly
appointed chief executive, embarked on a revisit of their brand following a series of reputational challenges and a desired shift in their business
strategy. They had been implicated in a series of corporate governance lapses, the most dramatic of which was the disclosure of ‘bulking’
practices within the industry, a matter which had quite serious
reputational consequence to the business. During his tenure, much had been done to restore transparency and open dialogue with the media and all stakeholders; the subsequent intent was to re-examine their brand with a view to rejuvenating it in line with future strategy.
Alexander Forbes is a financial services business with focus areas in risk management and insurance, investment solutions and financial services across a spectrum of retail and institutional clients. The company has a substantial track record spanning in excess of 100 years in the industry.
The business appeared to have a strong system and technology legacy and a high sales orientation. Marketing and branding, on the other hand, appeared fragmented and a stable of brands existed within the group including high performing businesses such as Investment Solutions and specialised entities like Guardrisk and Fihrst.
The new CEO and his exco team had embarked on a strategic shift to better align the independent businesses around what was defined as the
‘One World’ strategy, encompassing a one-stop-shop, unlocking internal synergies, cross-selling and up-selling, while delivering an improved
132 basket of solutions to clients. The intention appeared correct, but the reality translated into something quite different.
Note to the background:
‘Bulking’ refers to the practice in which aggregated interest returns on investments are retained by the company rather than passed onto the individual investor directly. This was commonplace in the industry until recent regulatory and consumer protection legislative changes occurred.
4.1.2 The brand
From a brand specific perspective, considerable change was being proposed at this site. It had historically traded with a group brand and certain units within the business were aligned with this brand identity.
Through years of organic growth, acquisitions and innovative product development, it has also developed a considerable portfolio of
independent subsidiaries with matching stand-alone brands. The net effect was a diverse portfolio of somewhat fragmented brands and offerings to market, with no unified brand strategy or market message.
The business challenges and change of executive had brought about a desire to alter brand course and consider unification under a single brand, to improve general brand orientation, optimise spend and build market reputation behind what was arguably a formidable business. The
reputational challenges to the business had not aided brand strength and a renewed and rejuvenated brand was intended to signal change injected by new leadership, in line with a renewed strategic direction for the
organisation.
The company, however, lacked a commitment to brand and marketing, evidenced by there being no central function dedicated to this, with
fragmented efforts taking place within each of the operations. The strong
133 sales and customer service culture overshadowed the marketing and the little effort that was accorded to brand resulted in very disparate and fragmented messages, positioning and brand definition. The new chief executive had stemmed from a more market oriented environment and was clear with regards to the need to make changes — to better unite under a more single-minded proposition and consider a consolidated brand portfolio, as well as to direct a critical effort to the restoration of reputation. Central on his agenda was how this would impact the internal organisational confidence.
The initial efforts were short-lived due to a further change of ownership and another two chief executive appointments. At the time of finalising this thesis, the business had stabilised, again under new leadership with a clear drive evident regarding the external group brand. However, this continues to be splintered across divergent subsidiary efforts and thus represents a further evolution of the brand strategy.
4.1.3 The approach
A comprehensive series of interviews across executive and senior management structures was conducted at the site, representing a spectrum of group business units as well as subsidiary companies. This covered local, regional and international samples for which telephonic or video conferencing facilities were used where necessary to interview international respondents. Research and strategic documentation were made available as data for analysis at this site and regular attendance and participation at company conferences, certain exco meetings and executive workshops enabled rich data gathering and observation. Table 4.1 summarises the data gathered in the analysis of Case A.
134 Table 4.1: Data gathering Case A
Data Source Description
Interviews 20 Interviews were conducted during 2007. These were selected from senior and executive management across several
subsidiaries in South Africa and Europe/UK.
Documents Several strategy documents, sales and marketing brochures, annual reports and research reports were utilised to construct case description and aid the analysis of data. A total of 12 documents were selected for analysis.
Observations Attendance at certain exco meetings, executive workshops and company conferences during the period of data analysis from 2007 through 2011 – 9 events were considered for observation.
Case analysis was conducted by means of the examination of a number of core themes that would deconstruct and assess the overall approach to brand as a strategic tool and the alignment of the internal and external brand in pursuit of competitive advantage. In order to unpack this, the overall brand context was first examined, followed by the extent to which brand was both influenced in the business or served as an influencing factor. A consideration of the internal to external brand link followed this and an examination of structure as an enabler or obstruction in the
business was also evaluated. In conclusion of the analysis, an assessment of the impact that the brand exerted on the business was conducted as well as the consideration it would play in the future strategy of the
organisation. In conclusion to each case, a summary was drawn as to the status of the case as either a brand alignment support case, if positive; or a contrast case, if concluded as being negative.
135 4.2 Brand context
The early analysis of the case examined the general approach to
branding, the extent to which brand was deployed as a strategy within the company and an assessment of brand as a catalyst across other initiatives within the case.
4.2.1 Lack of brand approach
A large number of respondents felt that the company had historically lacked a strong brand orientation and many were critical of the extent to which brand had been adopted in the business:
We cannot claim to be brand aligned or oriented. You will find evidence of some supportive marketing activity and external expressions of our brand, but nothing that suggest we deploy it as a central part of our business strategy.
(11:39:103)
The considerable track record of the company notwithstanding and the challenges of the bulking scandal aside, the business had performed well over the years and had achieved much, across a number of business areas and geographic markets. It was consistent however, that a brand approach was not amongst its core strengths, as offered by a senior executive in the United Kingdom operation:
We have tremendous talent and capabilities across the business but I am afraid to say that a cohesive and well organised brand is not one of them.
(21:42:106)
This general lack of brand orientation, however, is subsequently
addressed in the context of an acknowledgement that brand as a strategy
136 was lacking in the business and was likely to play a heightened role, given some of the emergent changes that were taking place.
4.2.2 Sales and performance orientation
The lack of a brand approach appeared to be a function of a strongly entrepreneurial culture based on the origins and history of the business.
This was exacerbated by the sales driven nature of the traditional
insurance industry and although the business had evolved considerably since its inception, this historic culture still prevailed. It became evident that this existed at the expense of a brand orientation and certain key challenges had begun to emerge.
The highly evident sales orientation is highlighted below in an extract from interviews with senior executives in both the South African and United Kingdom markets:
We are a strongly sales led organisation and this has always been our primary focus - perhaps at times to our detriment. (14:12:57)
Based on what I have just said I would say we are more sales driven than brand oriented. Perhaps a long term shift toward a more brand led company could help create part of the business change we seek in the form of pull within the market; but in the near term we are part of an industry that pushes product through the sales process in a very direct manner. (21:12:50)
The performance orientation is manifest in a number of different ways and is highlighted across a range of different business dimensions, based on the respondent’s area of responsibility and particular function. In part, the performance is a result of the entrepreneurial nature of the business and a well established historical culture, as expressed by this human resources executive:
137 The business has a strong entrepreneurial and can-do culture and a strong bias for selling and customer service. If you bring these together, you do have a business that is sales and service orientated, but this is not necessarily a result of internal branding and is a more historic or traditional culture.
(10:20:63)
A further aspect of this mindset is based on the nature of the broader financial services industry where investment returns, risk management and a strong customer service focus also come into play as priority areas for emphasis in the business. Senior global executives within the
investment subsidiary of the group, make this point specifically:
Brand therefore is the communication of our performance rather than the other way around. Our ability to deliver sustained results to our clients is our raison d’etre and it lies at the heart of our business philosophy and strategic goals. (17:11:49)
Our results come from good customer service, managed risk and consistent returns. These are the primary drivers of our results rather than the role of brand. (19:41:101)
Whilst this culture is prevalent and has formed the basis for the historic performance of the business, there is wide recognition, triggered by the bulking scandal, the change in leadership and pending change in
ownership, that the time was right for a shift in the overall thinking with regard to brand.
4.2.3 An intention to brand
The new leadership in the business and the significant shifts taking place both within the company as well as the industry, however, were giving
138 rise to a groundswell of emergent thinking around the increased
importance of the role that brand could play in the business. The first evidence of this new priority is quoted directly from the CEO:
We need to significantly improve our brand orientation both from an
investment perspective as well as a mindset and strategy in the business. We have come from a historically sales driven and entrepreneurial culture, so marketing and branding has never been high on the agenda. (9:15:55)
This statement of intent was echoed by the group financial director who ironically had many years of service under the old guard and manner of functioning, but was nevertheless fully supportive of the new CEO and his stated direction for the business:
I suspect that we will be more closely aligned as a brand throughout the group and also believe that brand will play a more central role in our business strategy. (11:41:115)
The debate about whether the intent was reactionary or proactive is not really the issue here. The bulking scandal had triggered a certain dynamic in the market and media, but the company possessed the tenacity and capacity to deal with that, born from a 100 year track record. This matter ultimately came down to a combination of issues centred around shifting industry dynamics and markets and the intent of new leadership,
expressed here by the executive responsible for strategy:
It is fair to say that we do aspire to being a brand led business and it is high on our list of priorities and in alignment with our new strategy and vision for the business, so you could argue that we have the intention. (12:11:52) Notably, the seismic industry shifts taking place within the retail side of the financial services industry had triggered both a need to respond to
139 rising consumerism and had also highlighted massive growth
opportunities for the group, in both the South African and European markets, specifically, the United Kingdom:
There is a lot of talk about a more aggressive shift into the retail segment and this could be a game changer in our general approach to brand and our
orientation as a whole - this may require a quantum shift in thinking.
(19:42:101)
These findings conclude the overview of the general brand context at this site, best summarised as an organisation traditionally lacking in brand orientation and underpinned by a legacy of entrepreneurial spirit, sales and performance orientation. Suffice to say that there was strong evidence of a shift in thinking towards a more brand oriented era, triggered by a range of business and industry imperatives.