As a growing membership network, Baker Tilly realized that many member firms were still retaining their old brand identities long after joining. One key issue was that this lack of cohesion and consistency was holding back their ability to effectively compete with the “Big 4” accountancy firms when it came to global contracts. They needed a Digital Asset Management System.
The fragmented brand also meant that Baker Tilly was not optimizing its marketing efforts: each firm had to create its materials and assets. Time and, importantly, cost was being duplicated globally across the 746 offices, with the inevitably inconsistent marketing messaging further compounding the perception of a disjointed operation.
2018 Baker Tilly undertook a global brand refresh to unify the network under one name and new brand identity. The next big challenge: how do you roll out the new visual identity to 746 offices in a tight timescale and cost-efficient manner while engaging 30,000 employees about the new brand?