Managing change as part of a major rebranding project (AccorInvest becomes Essendi)

In a tense economic climate, AccorInvest had to manage multiple reorganisations between the decision to change its name and identity and the moment when it could actually do so.

For this project to be perceived at its true value, we had to find a way of gradually involving the various stakeholders in the positive energy generated by rebranding. Under no circumstances was it to be seen as a way of making people forget the past. On the contrary, rebranding is an opportunity for the company to create a new narrative in line with its aspirations and those of its teams.

After listening carefully to internal challenges, we decided to produce a methodology that would both reflect the operational spirit that Essendi instils in its locations and engage head offices in understanding the power of the brand in the future of its projects.

Over a period of 6 months, we created a new image bank by travelling to several countries where the brand operates, creating new portraits for top management, developing a presentation document and running roadshows in 6 countries. At the same time, we built an internal exhibition on the power of the brand to ensure that the content stays with the brand! Finally, with just a few weeks to go before the rebranding, we created a transitional communications concept to install the new brand, even if not everything on the brand's premises has yet been updated.

With this project, we have created a positive dynamic for transformation.

More than 30 brand ambassadors were trained in the power of the brand. What's more, they have also been trained to present with Impact. Essendi benefited from a recognised ELEF presentation during this process. The brand image is now clearly detached from Accor (with over 200 images shot around the world) and Essendi has been able to engage both head office members and its hotel operators in the new brand narrative.