CASE STUDY

Seatrium

Unlocking a New Chapter of the Global Marine Industry

Challenge

Keppel Offshore & Marine (O&M) and Sembcorp Marine have played a key role in Singapore’s past, present and future. Keppel O&M is one of Singapore’s flagship multinational companies with a global footprint in more than 20 countries, whereas Sembcorp Marine has a nearly 60-year track record in the design and construction of rigs, floaters, offshore platforms and specialized vessels.   

Changing industry dynamics towards cleaner and renewable energy have led to the O&M and energy industry needing to forge a new path forward. This has created an opportunity for 2 leaders to merge and transform, giving birth to NewCo to better transition, operate and capture opportunities in renewable energy. Prophet helped to create a new brand strategy and visual system for NewCo. 

Solutions

We started by immersing ourselves in the current state of the brands, reviewing data through sustainability reports, brand strategy documents and merger materials to deeply understand existing efforts. Apart from meeting with the steering committees, we also conducted in-depth stakeholder interviews across employees and customers to understand both perspectives.  

Understanding that they bear a high level of similarity in culture and mindset, we combined strengths from both organizations to retain their unique DNA and bring the best of both worlds together. While NewCo’s vision was to be the global player to drive the energy transition and ensure energy security, NewCo also aimed to create meaningful impact for employees, Singapore, and shareholders. After running competitor audits, there was an opportunity for NewCo to differentiate with a stronger purpose in providing premium and customized solutions to the energy industry – being able to combine engineering and execution excellence with people centricity to deliver on customer needs​.   

From beginning to end, we involved employees and stakeholders in the extensive naming process to make sure the new name resonated with them and best captured NewCo’s storytelling. The name ‘Seatrium’ created by the client was selected – “We are the atrium where we gather the people of the seas, and we are a collaboration of industry leaders, bringing the best of engineering solutions to our customers and partners.” Its direct connection to sea highlights Seatrium’s expertise and creates relevance to the industry, while reinforcing visual identity at the same time by complementing the ‘seagull’ element in its logo. 

Inspired by forms in the industry, the new visual identity highlights new waves of innovation in the marine environment and elevates Seatrium to new heights. Inspired by the shape of Singapore and the bow of a ship, Seatrium showed their commitment to expand their footprint to reach new customers and markets. The three crescent shapes form their foundation; anchored in offshore marine, defining new horizons and ensuring clean skies for all, together helping to elevate above and below. The symbol reflects the key principles – flexible, fearless and resilient. Moreover, the new color palette is refreshing, minimal and outstanding. A brand book was also created to familiarize employees with their new brand strategy and visual look and feel to ensure they communicate in a cohesive way that is uniquely Seatrium. 

Results

Officially launched in April 2023, Seatrium continues to remain Singapore’s largest shipyard group with expanded work across the energy transition, including cleaner oil and gas, as well as offshore renewable opportunities.   

The enlarged post-merger company has started implementing integration initiatives. Seatrium is expected to benefit from greater synergies given its broader geographical footprint (Singapore, Indonesia, the Philippines, China, Japan, the UK, Norway, the US and Brazil), larger operational scale and enhanced capabilities. Our work with Seatrium was recognized at the Transform Awards Asia 2023, winning two silver awards for Best Corporate Rebrand Strategy and Best Visual Identity.

CASE STUDY

Schneider Electric

Driving demand for a global energy management company

Challenge

Schneider Electric is a global specialist in energy management with operations in more than 100 countries. The company recognized that future business growth depended upon driving demand among end customers and the contractors who work most closely with them.

Solutions

In a complicated and multi-layered value chain, digital communications are crucial to forging relationships with end customers and contractors, while enhancing relationships with existing channel partners. By driving a deep understanding of how customers make decisions, and the role that digital plays in helping them, Prophet partnered with Schneider to identify and pursue opportunities to better engage customers across the entire value chain.

Results

Despite challenging market conditions and a slowdown in new economies, the execution of this strategy saw revenues increase by 6.6%. Customized online portals enabled Schneider to increase the share of wallets among contractors by helping them make smarter project execution decisions. The organization also drove greater demand with end-users through tools such as Building Insights – a building energy management platform.

CASE STUDY

General Electric (GE)

Deepening customer penetration in B2B markets

Challenge

GE Healthcare (GEHC) became a global leader in diagnostic equipment by selling best-in-class engineering to department heads at large hospitals. But the decision-maker was changing, making the sell more complex. A diversity of hospitals and clinics were entering the market, department heads were no longer the sole decision-makers and information technologies were growing in importance.

Solutions

Prophet helped GEHC seize the opportunity to tailor integrated solutions to the needs of different segments. A first-in-kind industry segmentation uncovered three high-potential hospital/clinic segments and revealed the requirements of new influencers within each. Segment “plans-to-win” were developed, including:

  1. Developing new product lines for each segment
  2. Creating new segment sub-brands
  3. Reorganizing the sales/service force
  4. Launching a new selling approach to target hospital heads
  5. Integrating diagnostics and information services to provide more complete segment solutions

Results

GE Healthcare gained the ability to penetrate a greater portion of the market and impact more decision influencers. By expanding the dialogue from engineering to needs-based solutions, GEHC is now a stronger partner to healthcare providers and has amplified its ability to develop future solutions.

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