What we created for Herrero:
- Internal Brand Strength Survey
- Redefined core values and purpose
- Created a new vision
- Updated the brand mark
- Built an online brand standards guide
- Position agreements
- New website with vendor prequalification, job application and LEAN training booking functionality
- Vehicle graphics
- Site signage
- Business cards and stationery
Becoming a promise delivery machine
Rebranding a 57 year old contracting company
Herrero was founded in 1955 and had built a solid reputation for quality construction in San Francisco. However, their identity was antiquated and their website was a real sore point. While their project teams operated successfully, the internal management team was in need of clarity and alignment.
Through our research and interviews we found that Herrero was uniquely positioned for taking the lead in Integrated Lean Project Delivery (ILPD) and had been quietly building their expertise in that area. They offered free Lean training courses to everyone in their industry - even their competitors were welcome. As part of their delivery model, Herrero had developed a unique way of extracting collective value from everyone involved in the project - ideally, even before the project started. Creating value was what they were really good at. We decided that their unique Lean process should be named and protected. We coined Herrero VIP™ (Value Integration Process) as a trademarkable name and created an infographic to describe the process.
The mantra we created for them was “obsessed with value creation”. Since every business exists to create value, we had to really think about how to express it. By adding “obsessed” it raised eyebrows, made some uncomfortable, made other curious and almost everyone commented on it. It added the necessary level of bravery to what otherwise would have been another piece of corporate hyperbole. Best of all it was a true and authentic brand promise that they were willing to live by.
We helped them redefine their core values, purpose and vision based on what we learned from internal interviews. The values had to be more than just pretty corporate hyperbole, they had to be values that they were willing to operate by and more importantly hold themselves accountable to. As with every company we work with, getting owners, principals and senior executives on the same page is often the biggest challenge.
The branding process led to other significant changes inside the company. The ownership structure changed, titles we abolished, position agreements were crafted and standardized roles were rethought. For example, to demonstrate their commitment to value delivery, project managers and project executives are becoming Value Delivery Leaders - the single point of accountability on a project. Even the company name changed from Herrero Contractors to Herrero Builders to reflect the passion the owners and staff had for “Building” things.
We always warn our clients that branding hurts. It exposes all the issues that nobody wants to talk about or act on — like employees that should no longer be there and management systems that no longer work. It takes time for a new brand to take hold inside a company. Old habits can be difficult to break which is why it takes a serious amount of conviction on behalf of the leaders and managers to make sure the new brand takes hold.