INSITUM + TELEVISA
Creating a disruptive brand for an integrated telecommunications group.
In 2015, Mexican media conglomerate Grupo Televisa began exploring the diversification of their business through the development of a stronger telecommunications offer. Their cable business was hampered by a limited service offering and deficient customer experience and they struggled to grow their client base. They needed to integrate a bundled service (cable, phone, internet), develop a better customer experience while redefining the organization's brand strategy. They selected INSITUM based on our innovative, user-centered approach to brand building.
We knew that in order to provide a relevant offer and compete with the incumbent, we needed to craft an integrated brand strategy that communicated a differentiated value proposition and a fresh positioning. To do this, we had to inquire deep into the meanings, behaviors and needs of people, and use these insights to envision a brand that would completely redefine the telecom sector.
Before izzi, no telecom brand had focused on solving people’s basic needs: enjoy life without the hassle of technology. Nobody cares about technology, what they want is watch TV, call someone, browse the web—it’s that easy.
“We won the lottery with the izzi brand”
Ramón Tellaeche VP Marketing, Izzi Telecom
The INSITUM team approached the challenge in two phases. The first included understanding the context, trends and precursors in telecommunications and adjacent technologies; as well as exploring customer needs, perceptions and jobs-to-be-done around communication, entertainment and work. We identified the benchmarks that characterize some of the most innovative telecom brands in the world such as Wind, Free, Fusion, and Orange, among others. That created the foundation for visual and naming audits, semiotic analysis, positioning and value offer analysis and the development of concepts that could potentially be relevant to this market.
Most of the work in this phase centered around understanding customers (residential and small businesses) because they are the primary source for insight that leads to innovation. We used a variety of research techniques to articulate the frustrations commonly experienced with telecom services. Techniques included in-home interviews, projective techniques, debate groups and interviews with subject matter experts.
Key insights allowed us to create a series of conceptual territories upon which to co-create the new brand. For example, we discovered that people were less interested in the latest technology so much as deriving the maximum benefit from what they had, and dealing with a company they perceive as honest, fair and straightforward.
The second part of the project involved leveraging these insights to develop five concepts for brand development, which included an initial list of 400 ideas for new names. After several rounds of internal analysis, the concepts determined as the most promising were developed further through input from potential customers from virtually every demographic.
These workshops helped us refine the concepts and evaluate their impact, meaning, associations, memorability and even the pronunciation of new names. The word izzi was far and above the favorite, and the client did not require any convincing beyond that user feedback.
izzi (pronounced “easy”): ‘As easy as the user needs it to be’. A simpler and uncomplicated service, easy to use and better in every way.
- Makes the experience more simple
- Easy to select and use
- Everything is designed to make the most out of life.
Note the word ‘technology’ is not mentioned.
The new brand – izzi (Telecom), was launched at the end of 2015 in Mexico City, and one year later expanded its market to include forty cities throughout the country.
With a clear stated promise of being easy to use and with no surprises, and an attractive value offer with services adapted to what people really need, the brand broke the rules of the telecommunications sector. Only one year after its launch, izzi was the fastest growing brand within the sector, achieving 8.2 million subscribers within two years and continues to grow faster than any other competitor in both the residential and business markets.
The process was neither simple or easy, but the end result was.