When Kitsap Bank celebrated its 95th anniversary in 2004, the locally owned financial institution had more than half-billion dollars in assets and deep community history. But over the years, the brand had been diluted a bit, with various departments within the bank using inconsistent logo and collateral materials.
“We have a great story — safety and soundness, longevity, locally owned by the same family for over 80 years (nearly 90 now), and our strong commitment to community,” said Shannon Childs, senior vice president and marketing director. “However, we felt we could do a better job telling it.”
Childs was new to the organization and became part of an in-house team that worked on the project over an 18-month period. The process included research and brand audit, an analysis of competitors and customers, a look at corporate culture and brand promise, among many other aspects. The team also conducted branch workshops and surveys; interviewed employees, customers and directors of the board; and did a SWOT (strengths, weaknesses, opportunities and threats) analysis.
“(A) brand certainly includes your logo and collaterals but it is so much more. Brand is delivering real value to our customers and community, and by doing so, fostering lasting brand loyalty,” Childs said. “It’s how our customers and the public perceive and value our organization. I tell our employees that our brand is as good as the feelings and thoughts of the last person who was in touch with us, whether in a branch, on the phone, on our website or at an ATM — it’s what they think of us at that moment.”
The bank’s logo was redesigned a year prior to starting the rebranding, so the information collected during this process was used to determine the color palette, design elements, tone, key words, fonts and other pieces of the brand identity.
“All the background work led us to the decisions we made,” Childs said.
Kitsap Bank hired an outside agency for the design portion. When the new brand was unveiled, the team went back to those who gave input to show how their feedback was incorporated. Presentations were made throughout the bank during the rollout, including the introduction of a “Brand Atlas” and new collaterals.
“Pulling out all the old materials was important,” said Janet Silcott, assistant vice president and marketing officer, who joined the company part-way through the rebranding effort. “It wasn’t easy.”
To help purge old business cards and other materials, the bank had incentives for staff such as contests with prizes. Silcott said it was also important to create the same feeling and experience at all branches, so no matter if customers were in Poulsbo or Port Orchard, they felt the same way and had the same expectations. The rollout, done in several phases, included updated advertisements, new look for statements (including a visual tutorial mailed with statements a month prior) and updated ATM screens. Locations with ATM surrounds received small facelifts so that a consistent look was implemented for all the surrounds.
Childs said the brand stewardship is an ongoing effort. The brand and what it stands for is introduced as part of new employee training and continues to be a focus during various company meetings and events. “It’s an attitude, a philosophy,” she said.
Asked how the organization knows if the rebranding has been effective, she said first it was about seeing the pride in employees and receiving feedback from customers. “But I think it really connected for me when we celebrated our 100th anniversary in 2008. When I heard community leaders speak about us, I could tell that they understood our brand,” she said. “When someone from outside the organization can tell you what you are all about, you know your branding has hit the mark.”
