Basic. Inefficient. Ineffective. Scattered. All the individual Daewoo markets across Europe had engaged local suppliers to build websites. That meant that – across the region – we had no consistency of presence, messaging, positioning, branding or structure. And just imagine the waste? All those separate hosting contracts, all the duplication of effort? But that’s how the markets liked it. They were in control and no one from the central team bothered them or told them what to do.
In the months leading up to the brand switch, one major hurdle was achieved – getting all the websites onto one platform. This allowed the re-branding to happen on time.
That’s the point at which Tamara was appointed website manager. There was no SEO, minimal PPC, no display, no UX focus, no content strategy, and unreliable metrics. The markets hated the move to centralisation as well, so there was more to do than just fix things. There was a huge job to do in terms of justifying the centralisation of projects and winning people round. And almost no money to do it with.
The brand faced a major challenge. Everyone’s heard of Chevrolet, but no one had noticed the little cars running around with the bow tie logo. We had no brand footprint in Europe and no money to address it.