Case Study: Consolidating Brands

Building a branded house – Consolidating 19 brands into 1

The challenge:

Superloop is an ASX-listed emerging telco provider, notable for its network and cable system linking Australia, Hong Kong & Singapore and more recently NBN offering to Australians. Over the course of the last 3 years the organisation has been in aggressive acquisition mode, accumulating 19 businesses, all serving different market segments and channels. Superloop needed help consolidating brands into an architecture that made sense to be able to market to both B2B and B2C customers.

The opportunity:

Consolidating 19 disparate brands under a single Brand Architecture would serve the 4 key market segments that the business serves and all the services offered under each of the segments. A sum greater than its parts. This would ensure brand consistency across channels and maximise the marketing budget behind a single brand.

Our approach:

We applied our stakeholder alignment methodology to ensure that all key players, encompassing the Board, C-Suite, majority shareholders, employees and the community were all considered to deliver an outcome that served all needs and eliminated the risk of failure for any specific business activity.  Our approach was to ensure an architecture that delivered economies of scale across budgets and operations whilst still delivering impact for different business activities. Also critical in the process was to define a brand Purpose and Unique Value Proposition which strongly differentiated Superloop from its larger competitors and positions it to be a viable challenger brand.

We used a range of research techniques including focus groups, surveys and internal stakeholder interviews.


– ensuring the brand solution covered the needs of very disparate business activities, segments and services

– aligning very sensitive and sometimes subjective stakeholders, including past owners of the acquired entities still involved in the business and with strong ties to the previous brand names

– economies of scale, driving cost savings and operational efficiency

– brand strength and clarity – positioning Superloop to grow aggressively over the next 3 years.


The circular spinning ‘super loop’ device was well liked by focus groups
The result:

The new brand has  been unanimously adopted  by the Board and C-Suite and is now in market. 

– 19 brands consolidated under a single brand and position that talks to the 4 key segments of  Wholesale, Enterprise, SME and Residential

– an internal roll-out strategy to build ownership and understanding, and effective implementation, across all business locations and teams

– confidence to bid for and win primary naming rates for the Adelaide 500 racing event, which is now called the Superloop Adelaide 500 for the next 3 years

– kick-off for the creation of the first through-the-line communication campaign


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