Following the sale of the Co-operative Pharmacy to the Bestway Group in October 2014; the business has undertaken a significant period of separation and change to become a standalone organisation. The rebranding journey started in February 2015 with the launch of a new trading name, Well. The brand launch event showcased both physical brand assets in terms of logo/corporate colours, as well as new business mission statement and values. With over 800 sites to re-brand, 425 vehicles and a relocation of central support functions this would have been a significant undertaking for any organisation. To have to complete all of this work within eight months, whilst at the same time separating the business from the Co-operative Group required a monumental effort from both the business and its partners. The following, prepared by Well Pharmacy, sets out the re-brand journey for their commercial vehicle fleet.
1. Identifying the Requirements
The first stage of the rebrand process was to identify what factors needed to be considered in order to deliver the rebranding process on time and on budget. Who could to deliver the project in a way that provided the technical expertise, the ability and resources to deliver a programme in the timescales required, for the right cost? How would the new brand best be represented in the community through their fleet branding? What other aspects could be incorporated to improve visibility, safety and make it easier for customers to connect with Well? Where were the vehicles located and how would the programme be managed and co-ordinated across more than 400 individual locations? When did the roll out programme need to commence in order to hit the deadline for all assets to be rebranded, and what were the implications for the lead times on design, production and fitment of the vehicle livery? How would the process to ensure that vehicles entering service were correctly branded be designed? What would the accident management process look like to order replacement livery parts from the supplier? Once the requirements had been identified , it became clear that partnership with a supplier that could support with technical expertise as well as programme management to deliver the programme effectively would be needed.
2. Supplier Selection
Whilst Well had an incumbent livery provider, it was important to ensure that given that the scale and complexity of this project that the supplier could deliver. The selection of Well’s re-branding partner for the commercial vehicles was achieved through their best practice RFP process. This involved several strong proposals from a number of providers that specialised in livery design, production and installation. The strength of the proposal put forward by CGI Creative Graphics International led to their successful selection as the re-branding partner for this project, and also the on-going provision of vehicle livery post-rebrand.
3. Design and Preparation
There were two elements to the design process for the new livery.
Firstly the Marketing Team within Well created a number of assets to be applied to the vehicle in order to create the right customer messaging and showcase the brand. Secondly, following a review of accident data it was identified that the vehicles would benefit from being more visible from both the sides and rear, and so a mock-up of how this might look was shared with CGI to benefit from their insight and expertise in this area. Once CGI had received the proposals, they created a draft to show the combined designs super-imposed onto a vehicle. The team recommended materials that were suitable for the application, and also the background colouring to make sure that the livery would look its best against the base colour of the vehicle. The experience of CGI was invaluable, particularly because adding retro-reflective markings was new to the Well team, and in order to verify some of their proposals, CGI recommended referring to the technical team at VOSA. Had this not been done, markings that were not compliant with legislation could potentially have been put onto vehicles.
4. Proof of Concept
With the designs finalised, and the technical advice received, CGI set about creating a prototype set of livery to prove the concept and verify that the design specifications were correct. A few minor revisions were needed to ensure the branding appeared to flow with the contours of the vehicle however the finished vehicle looked amazing! CGI tested a number of different printing methods and background colours to ensure they had achieved the best representation of the design on the vehicle. Detailed fitment instructions were created for use in the implementation stage.
The challenge around implementation was the geographical spread of the branches across the UK, from the very top of Scotland through to Plymouth and the south coast. Peugeot UK, Well’s commercial fleet partner, was engaged to enlist their dealership network support to facilitate the rebrand process. A total of 30 sites across the country were selected, comprising of Peugeot owned (Robins and Day) dealerships and independent franchises. CGI visited each of these sites to verify that the location was suitable, engaged and aware of the proposed work schedules. This process proved invaluable as without the level of face to face dealership engagement, the process would not have run as smoothly as it did. The Well Fleet Team formulated the work schedule by mapping vehicles to suitable locations, and informing the local Delivery Service leadership of the plans. From this, CGI pulled out all of the stops to ensure that the implementation teams were aligned to the schedule and fully briefed on the requirements, creating work schedules and tracking progress with detailed MI reporting throughout the process. Throughout the implementation period, learnings were taken on both the pace of the schedule – the implementation team were very efficient, so the pace was ramped up as the rebrand programme progressed. Similarly, learnings were taken on the application and fitment instructions with a number of amendments being made to improve the application process. Dialogue throughout the process remained open, and Well received regular positive feedback on the effectiveness and attitude of the implementation team. With any project on this scale, it is inevitable that local challenges occur, such as cycle race routes blocking dealership access during the rebrand, challenges within the dealerships themselves, as well as trying to work around the September registration spike. CGI, Peugeot and Well worked collaboratively to overcome these challenges; adapting schedules and work programmes and very short notice to ensure the overall plan remained on track.
6. New Vehicle Branding and Accident Damage
In order to facilitate the branding of new vehicles coming onto the fleet and accident damage repairs; CGI have created a parts page and order process to facilitate this. The parts page has been shared with Well’s accident management provider, who liaise with body shop repairers to obtain the necessary parts from CGI. CGI keep stock of parts, and actively monitor throughput to minimise stockholding whilst ensuring that commonly requested parts are always available. A next day delivery process is in general operation for spare parts requested, which helps to keep vehicle downtime to a minimum. New vehicles requirements are coordinated by the Well Fleet Team working in collaboration with CGI, who install the livery at the pre-delivery inspection centres.
From a standing start, the business has created a programme that has seen design, proof of concept, and implementation of a rebrand to over 400 commercial vehicles in less than eight months. Significantly for a project of this scale this has been achieved on time, and on budget. The key driver behind this success has been the collaborative partnership with CGI, with additional support from Peugeot. The support shown to the business by CGI has been well in excess of expectations. The technical expertise, wealth of industry knowledge and experience, combined with highly competent and effective people has been fundamental to Well achieving what was an ambitious target.