How do you transition a loose collection of hotels to a brand with real purpose and salience, promising tangible value and trusted excellence for its global, high-net-worth customers?
Especially when a recent corporate rebranding programme is failing to deliver?
40-year-old hospitality group Belmond, formerly Orient Express Hotels, urgently needed to re-conceive its branding strategy. The major rebranding exercise launched two years before had changed the group in name but not in nature and was faltering seriously.