STARTING POINT

Cash is a company devoted to value logistics and cash management that offers solutions for the entirety of the management and transport cycle, as well as full ATM service at bank offices. It is the second biggest company in its field by income, has a market share of 12%, and is world leader in benefits.

After its separation and subsequent integration as an independent division within Prosegur Compañía de Seguridad S.A., it was considered it was the perfect time to go public and become one of the first quoted companies of 2017.

THE CHALLENGE

Cash’s stock market launch was an IPO addressed exclusively to accredited investors. Cash’s starting point had a relatively low profile and it was of paramount importance to establish a much more proactive communication system with prospective investors and public opinion in general, as well as making it clear that fulfilment of all the regulations laid out for a public company’s subsidiary by the CNMV was a must.

Our goal as consultants was to advertise Prosegur Cash’s business as a worldwide referent within the private security sector and to build trust in it as its market’s main player which, in turn, would give it a long run. On the other hand, we also had to reverse the generalized belief that online payments were substituting cash, thus making it a declining payment method.

PUNTO DE PARTIDA

En Grupo DIA trabajan actualmente 20.600 personas en el mundo, un 67% en España y Portugal y, el resto, fundamentalmente en Argentina, Brasil y China.

En un paso más hacia la transformación digital que ocupa gran parte de nuestras agendas, Grupo DIA decidió migrar su Intranet tradicional -un canal unidireccional y que actuaba únicamente como escaparate de la Compañía-, hacia un Portal Social y una App móvil que les permitiera conectar transversalmente y trabajar la generación de vínculos entre las personas y la compañía.

EL RETO

El mayor desafío al que se enfrentaba la compañía derivaba directamente de la naturaleza de los puestos de trabajo de sus empleados. Con 11 formatos diferentes de tienda –alimentación, cosmética…-, la falta de ordenadores personales en los puestos y una alta dispersión geográfica, el proceso de construcción y comunicación de las nuevas herramientas se complicaba.

Había, además, un hándicap cultural que superar: las personas que no disponían de un correo electrónico corporativo u ordenador en su puesto de trabajo –y, por tanto, no estaban acostumbradas a interactuar con toda la compañía-, tendrían que acceder a las nuevas herramientas sociales desde sus propios dispositivos. Y, para que eso sucediera, debía ser una herramienta útil –y no invasiva- para ellos. Había que ir arraigando comportamientos más sociales y de diálogo en la vida de la organización.

aprovechaba el verano para reivindicar la lectura como una actividad de ocio en el tiempo vacacional.

STARTING POINT

Our client, Federación de Gremios de Editores de España, asked us to design a Communication Plan which would let the Spanish editorial sector join the ventures promoting reading in Spanish society and bent on improving the country’s literacy index undertaken by public and private entities. Among the procedures envisioned in the Plan, there were Street Marketing events designed to catch the public eye. First and foremost, a campaign called “Yo también Leo”, which took part within an event with a great deal of media and social impact, La Vuelta a España. Other years, there were other campaigns, under the banner “Leer tiene premio”, which took place all over the country’s beaches and town squares, in which well-known characters were brought forth into the real world to interact with bathers and citizens.

OUR STRATEGY

The main goal was to draw attention to the adventures, stories and lives which are found within books by using storytellers and actors who would embody well-known literary characters and would encourage everyone to delve into the literary world. Summer was chosen in order to showcase reading as a leisure, seasonal activity.

STARTING POINT

On 2017 El Corte Inglés wanted to ensure that their employees would have a new informative channel at their disposal and, with it, to reinforce the digitalization of its communication tools. The project materialized in the creation of an app, whose objective was to serve as a step forward in internal communications, more aware of current society and with the employee’s habits and clients on their daily routine in mind, as well as reaching to all the persons on the company.

CHALLENGE

We had two challenges, the first one was to overcome the barrier of corporate applications installations on private terminals, while the second was to check how the app strengthened the employee’s sense of belonging in the company. From now on, employees carry El Corte Ingles in their pocket and this makes it easier for them to make arguments in favour of the brand, both inside and outside of their workplace.

STARTING POINT

Along with Thyssenkrup Elevator SEAME’s team, we organized an internal event in order to let the workforce know that there was a strategic change coming in order to adapt the company to the market’s situation as well as to introduce them to their new directorial team.

THE CHALLENGE: ROADSHOW

1. To project the image of an innovative company, committed and involved with its employees
2. To establish an Internal Communications process which encouraged the participation of all employees

Besides promoting pride in being part of the Group, improving the morale and work environment within the company, this event intended to make the company more transparent in its employees’ eyes.

STARTING POINT

On August 20, 2008, Spain witnessed the worst air-traffic accident in the country’s history. Flight JK5022 crashed in Barajas Airport and took the lives of 154 people. Spanair had been our client since June of the same year, and it did not survive the ensuing crisis.

We decided to take over the communication’s management of Spain’s deadliest accident.

THE CHALLENGE: CRISIS

If any given crisis situation is an urgent event that challenges an organization’s balance, a deadly accident shifts communications so radically that it not only poses a challenge in balancing due respect towards conflicting interests, but it becomes a veritable communicational tour de force.

STARTING POINT

MASSIVEGOOD was a worldwide movement designed to get funding to achieve the three health-related Millenium Development Goals which the UN proposed at the turn of the century.

THE CHALLENGE

The goals we wanted to accomplish were to:

• Make MASSIVEGOOD known in Spain.
• Generate notoriety around this RSC action and help get donations.
• Get as many influencers and celebrities behind as possible.

STARTING POINT

Coca-Cola European Partners was born on May 28^th, 2016 when Coca-Cola Enterprises (CCE), Coca-Cola Iberian Partners (CCIP) and Coca-Cola Erfrischungsgetränke (CCEG) merged together, becoming one of the leaders in its field and Coca-Cola’s largest independent bottler by income. It’s prepared to meet the demands of its clients and consumers in Western Europe, servicing over 300 million people in 13 different countries in Western Europe. The company went public on June 2^nd, 2016.

THE CHALLENGE

The company went public through a listing, a direct procedure to enter the market, without an IPO or the issuance of new shares, which are the usual ways in which these operations usually take place. The challenge was letting the media know that this was not one of the usual fare of public offerings, but a listing. As strategic consultants for the company, we went to work to prepare the process, which would be one of 2016’s biggest operations in the Spanish stock market, and do a successful communications campaign.