FM: What were the main reasons for the brand relaunch?
SW: The German-Swedish investment company Triton bought RENK out of the VW Group in 2020 and then took it off the stock exchange. The future strategy for the company included ambitious annual growth and a sustainable positioning as a technology and innovation leader in traditional and new markets. Such a strategy requires an independent and concise brand presence. However, the RENK logo at the time of the takeover by Triton looked confusingly similar to MAN's very well-known logo. It also consisted of the famous MAN bow, but under the bow was the word RENK instead of MAN. With such a logo, however, it was simply not possible to position RENK as an independent brand outside the MAN Group. We also found that, in addition to a new logo, the entire CI/CD could also use a bit more clarity and modernity.
FM: Which strategy should become visible and tangible with the help of the relaunch?
SW: RENK's new positioning as a brand should make it clear in particular that the company is a hidden champion and absolute technology leader in the field of drive and transmission technology. It should be clear that “RENK”, as they say in Augsburg, can do things that others can't – and that we can do that because skills and competencies have been repeatedly improved, refined and perfected in our company for 150 years. In addition, it should become clearer what opportunities arise from these competencies for future markets and technologies. That is why it is important that the relaunch also very much conveys the clear and modern and thus the progressive.
FM: Why are the visible signs – i.e. the brand image – valuable for showing and making a positioning more clear?
SW: As described, a brand image should express a certain position or attitude of the company. Modernity or progress can also be expressed through a well-made word-image mark. We think that this has been done very well with the clear, modern logo and the colors blue and orange. When that works well, it is also easier to credibly and convincingly anchor our narrative.
In addition to a new logo, we found that the entire CI/CD could also use more clarity and modernity. <span class="quote-author">Susanne Wiegand, Chief Executive Officer of RENK GmbH, CEO of RENK Group AG</span>
FM: What is the deeper meaning of the claim “Trusted Partner”? What do you associate with it?
SW: We are absolutely convinced that successful, lasting relationships with customers and partners on the one hand and with employees on the other hand are only possible through trust. This is intended to be conveyed by the claim. As part of our content marketing strategy, we combine the claim “Trusted Partner” with various subject areas that illustrate the connection between long-standing, trusting relationships with customers and partners as well as the excellence of RENK products.
FM: You worked with another partner to develop the narrative for RENK. What value does that give you?
SW: Developing a narrative is essential as part of a rebrand and the associated brand positioning process. Consistent messages for the corporate image can only be derived from the written history of what the company is, where it comes from and where it wants to go. And only through a narrative is it possible to develop tailor-made messages for different target groups. In addition, a narrative is helpful to get to know yourself better as a company. The process forces management and employees to address goals, values and, above all, common principles of cooperation. In addition, a good narrative also serves to develop a company's vision and mission.
FM: A relaunch always has the challenge of internal and external communication. How did you tackle this and what experiences did you have in doing so or do you still have today as part of internationalization?
SW: That is indeed a challenge. It still happens to us internally that we come across things that don't follow the rebrand – such as old logos on clothing or business cards. But we have made a great deal of effort both externally and internally to communicate the rebrand. Especially in a very global company like RENK, it is extremely important to communicate a new corporate identity including a new logo well. Internally, the rebrand was well received. But that wasn't that difficult, because many employees immediately understood that breaking away from VW and thus finally from MAN also requires independence expressed through the logo. The locations were pleased that everything was being smartly refurnished. Internationally, it was a bit more complex, as RENK still had to do integration work through acquisitions in the UK and the USA and the rebrand was only carried out step by step. But now we have also completed the integration into the new CI with our colleagues from Horstman in Great Britain.
FM: Which communication channels did you use?
SW: We have of course communicated the rebrand a lot externally through our trade fair appearances in the markets and in the direction of our customers, but of course also via the website and via our LinkedIn channel. Finally, our 150th anniversary in 2023 also helped us a lot in communication: We presented the new corporate identity to our customers and partners for the first time at a central event in Augsburg in May. Afterwards, there was a first big family party for the entire workforce in Augsburg, where we were able to present the rebrand internally. There were such family parties throughout the summer at all RENK locations worldwide.
FM: Your ESG report is an active brand ambassador. You could have created a simple Excel list as well. Why the effort and investment?
SW: Sustainability issues play a very important role in brand positioning today. How a company uses resources, how it cares about maintaining a livable environment and nature, how it looks after its workforce and what its social commitment looks like – all of this is being watched very closely today by future employees, political actors and the financial market. Through its activities in the areas of defense and industry/energy transition, RENK is in many ways a company that promotes sustainability. We are committed to sustainability and not only contribute to a more sustainable industry through our products, but also through our operational processes. We want to become climate-neutral in Europe by 2030, globally by 2040, and have committed to having our decarbonization path verified by the “Science-Based Targets Initiative”. We generally regard defense as a social necessity. Without being able to defend our democratic values and social achievements, there is no sustainability – the war in Ukraine shows this very clearly.
Based on the convictions described, we have also made a conscious decision to highlight these achievements in an elaborately designed sustainability report. The report is available on our website.
FM: Who are you doing this for and what benefits do you expect from it?
SW: We'll do it for ourselves first, of course. Such a report disciplines people to actually implement the goals set. It is one thing to strive for such goals, it is another to write them down, publish them and also have them reviewed by an independent body. But of course, it is also a signal to our customers, who are paying attention in one way or another to what the business partners' attitude towards sustainability looks like. And of course, we know that future employees are also looking at these topics. For many younger people in particular, it is important that their future employers treat the environment and nature responsibly.
FM: What do you recommend to other CEOs when choosing partners for strategy, brand, and corporate communications?
SW: The chemistry must be right. This is the only way to talk about topics that have a lot to do with emotion on a trusting and open basis. Brand lives through emotion. It is therefore important for a successful brand process that agencies quickly understand how the company, its markets and the business model work. In this way, content and topics can be developed that emotionally charge the brand.
FM: You've certainly worked with many brand agencies before. What was special about Bergwerk and the decision to work together?
SW: We felt understood right from the start. Bergwerk has implemented our wish for more modernity and clarity in its brand identity very well.
Brand lives through emotion. <span class="quote-author">Susanne Wiegand, Chief Executive Officer of RENK GmbH, CEO of RENK Group AG</span>
This text was translated automatically.
- Headquarters: Augsburg
- locations worldwide: 28
- Number of employees: 3,400
- Annual turnover: EUR 850 million*
*As of November 2023
