GWR
Redefining unique credentials from the past, to drive new purpose for the future and win a £billion franchise in the present
I was at the heart of that process, working before, during and after the bid, providing sole Brand Counsel to the 70-strong franchise team and subsequently to the key functions of the Executive Board at First Great Western.
I was responsible for working collaboratively with senior management across the region and colleagues at every level of the railway, to re-define its essence and ambition. At the core of that brand strategy and the railway’s direction, was a simple insight: GWR is a source of much needed pride in railway both for people working on the railway and the wider British public, thirsty for a decent network once more, with front-footed confidence and ambition.
New, innovative consumer research, internal employee workshops across the network, ethnographic observation , video diaries from passengers, insight from the leading rail networks of Europe and a full semiotic analysis were blended to provide a raft of core insights and ideas that formed the basis and justification for the new GWR.
This Emporium strategic thinking defined the GWR brand in terms of a Purpose in which its people and the public could be proud:
To re-value rail in the hearts & minds of the Great British public
And a big brand idea with heroicism was forged:
The Renaissance of Rail
This drove everything that followed at GWR; all the activities, initiatives, staff behaviours, external comms, partnerships…all facets of the business aligned behind the new direction set for the GWR brand.