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WORK/Branding/Housing Plus

2000 customers, 200 staff, and over 50
leading industry figures came together
in Housing Plus’ largest ever consultation.

Bang’s planners developed and ran the entire
operation with military precision and a single
minded purpose – go seek the Truth.

Central Boarders Housing Group old logo

Highlights included sector leading performance - acknowledged through a raft of national awards, content staff, and satisfied customers. But the figures didn’t tell the full story.

Perception and awareness rates were poor. Growth was stifled, and opportunities limited - the Central Borders Housing Group (Housing Plus’ former moniker) was struggling to stand out.

Statistics were the standout choice.
A rock-solid Truth could easily be crafted around the Group’s top quartile performance across all measures. Powerful – yes, compelling – maybe, correct – no.

one plus one equals eleven

Increasingly competitive, crowded and commercial. Our consultation highlighted that many thought the housing sector was beginning to lose its way.

Rather than build a brand based on performance, the optimum Truth was emotion led. Brand Truth™ unveiled an organisation not concerned with the traditional boundaries of ‘housing’, but determined to work with partners to make a greater difference.

Housing Plus Logo

Housing Plus was born, and with it its sector challenging, space creating ‘Together for the Right Reasons’ Truth.

At this point, it’s important that we
confess our love for Housing Plus.

They’ve adopted their Truth wholeheartedly, it has become the fibre of their organisation – driving external communication strategy, internal processes, and defining organisational culture.

Housing plus collateral

Telling the Truth involved a through-the-line strategy incorporating a 150+ delegate launch, a compelling brand film, Group websites, and tactical communications ranging from vehicle fleet livery through to a literature suite comprised of over 50 beautifully crafted communications.

Housing Plus branded popcorn

Internally we devised a culture-shift programme using Exec and Board training, the promotion of internal Brand Champions and experiential marketing.

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