Storyboard: OCS cleans up with research

By SIMON HENDERY

The problem: How does a newly-created heavyweight brand on the commercial cleaning scene work out the best way to scrub up?

Cleaning and property support company OCS (One Complete Solution) was launched into the New Zealand market in March - a 22-branch, 3000-employee amalgamation of previously separate divisions of the same business, which included QSE and United Airport Services.

Eager to increase its market share, OCS commissioned business-to-business research company Venture Research to carry out interviews with 45 companies, including former clients and others who had never used OCS services.

The research: Venture Research identified key opportunities for OCS to expand its market share among medium and large business clients:

* Brand awareness in the commercial cleaning market is weak, so building a high-profile name was a key way to increase customers.

* The market is highly fragmented, with many small, local cleaning companies holding a significant share. However, many medium-sized businesses were believed to be keen to move their account to a larger, specialist cleaning brand.

* OCS had an impressive client list (including city airports, Te Papa and The Warehouse) and an extensive range of services, which would differentiate it from smaller operators.

The execution: In March, OCS launched a television advertising campaign believed to be the first for a business-to-business cleaning company and an associated direct marketing programme.

The result: OCS marketing manager Carole Norris said that although there was no measurable data a month on from the launch, the rebranding had gone smoothly, feedback was positive and new business had been picked up.

"The television advertising and rebranding has not only strengthened awareness of our brand but also increased awareness of the contract cleaning market," she said.

"It has created a strong base from which to roll out our direct campaign."

The lessons: "With a change like this it is important to clearly communicate to staff and existing customers," said Norris.

"We stuck to an ambitious deadline to make a complete changeover from the many brands to OCS, rather than drawing out the process which would have caused more churn and uncertainty with staff and customers."