Generate

Retained “in-house” marketing team for four years

HUB

Project

Corporate Brand

Location

UK

Sector

Corporate Brand

Services

Discover
Evidence
Interpret
Strategy
Delivery

Team

Lawless
ING

Duration

4 years

Challenge 

At a time of high growth and opportunity and with a large pipeline of developments, HUB required a partner to work on all their development and corporate marketing needs.

The challenge was to build relationships internally, with external stakeholders and suppliers, to manage creative and communications agencies, to set a marketing strategy and manage the subsequent rebrand, to raise HUB’s profile amongst its residents and it’s communities, to set clear success benchmarks with regular reporting and ultimately to reposition HUB in line with it’s ambition and growth plan.  

Response 

We occupied a desk in their office and truly became a part of their team, managing all their marketing needs from website development, collateral creation, drafting bid documents and award entries, external communication and event planning to creating business case scenarios for new site viability, investment memorandums for funding and development specific place and marketing strategies and delivery plans.                    

We also managed the marketing for all their projects in Croydon, Maidenhead, Wembley, Royal Docks, Acton and Hayes.

Impact 

Conductor helped improve visibility of the HUB brand in both B2C and B2B markets (winner Property Week Small Developer of the Year).

We increased the number of new visitors to their website, integrating their social channels, enabling lead tracking, building their database and provided regular reporting to their board.

We helped to establish brand consistency across all touch points and raised HUB's profile within the industry – their share of industry voice within consumer news increased from 3% to 14% within one year.

Finally, we helped create a solid platform and firm foundation for their expansion from 1,000 to 4,100 homes in the four year period.

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