Brand building-Archiv

4 Min.

With a clear strategic reorientation NeoBird enters the next phase: In this interview we talk to Christian Dickert about the reason for and objectives of the new sales campaign, the path to a uniform brand identity and why every interaction is now part of sales.

2be:
What prompted you to launch your own sales campaign for NeoBird Digital – and what were the main objectives?

Christian Dickert:
The impetus came from a phase of upheaval. After the death of the previous managing director and the transition to family management, NeoBird was “frozen” to a certain extent – the business model was stable, but without a clear direction for growth. We realized that we needed new impetus in order to position the company for the future.
Another important point was the realization that our gamification area is difficult to grasp externally. Projects often seem too abstract and budgets are usually tied up in one-off campaigns. We therefore decided to structure NeoBird more clearly in future: into NeoBird Games and NeoBird Digital. While Games acts as a creative reference brand on platforms such as Steam, NeoBird Digital focuses on customized digital services and high-quality software development.

2be:
In the workshop on the brand essence, you worked intensively on your positioning. What defines NeoBird as a brand today?

Christian Dickert:
NeoBird today stands for clarity, quality and partnership-based collaboration. Our aim was to create a stringent brand image from the diversity of our projects. This includes a consistent design that is managed on a central web platform – including the logo, color and font concept. This allows us to ensure that all materials – from social media and presentations to business cards – speak the same language. We want our brand to create recognition at first glance and at the same time convey trust.

2be:
How has your understanding of brand and sales changed as a result of this process?

Christian Dickert:
We have learned that brand and sales are inextricably linked. We used to think more in terms of projects – today we see every interaction, whether internal or with customers, as part of sales. Every contact is an opportunity to bring the brand to life. This awareness has changed the way we work together as a team: Cross-disciplinary, more open and with a clear view of the added value for our customers.

2be:
You have developed new materials and templates – from PowerPoint to logos. What role does a consistent design play in this?

Christian Dickert:
A very central one. The uniform design is not just an aesthetic decision, but a strategic tool. It ensures that all means of communication are coordinated and tell the same story. This creates trust and professionalism – both internally and externally. We have created a central system that bundles all design elements and makes them available at any time.

2be:
How do you use digital channels such as LinkedIn or your website to make the campaign visible?

Christian Dickert:
LinkedIn is currently our most important channel. We are building targeted campaigns there that work with clear call-to-actions to convert interested parties into leads. Our new website also plays a key role: it serves as a central hub where all content converges. Regionally, we are focusing on the DACH region to ensure cultural and linguistic proximity to our target groups.

2be:
What was your biggest learning or “aha” moment during the collaboration?

Christian Dickert:
Our biggest learning was that sales is not the job of individuals. When everyone in the team understands that they are part of the sales process, the whole attitude changes. We also experienced how valuable it is to take time for your own brand – not just between projects, but as an integral part of the company’s development.

2be:
And finally: What happens now – what next steps are you planning to expand or deepen the campaign?

Christian Dickert:
Specifically, we are currently working on completing our new website. At the same time, we are planning regular social media activities to create continuous visibility. We also want to intensify our networking in regional networks and be present at relevant events. The aim is to establish NeoBird Digital as a permanent fixture in the digital services market in the long term.

Conclusion:

With the clear division into NeoBird Games and NeoBird Digital, a consistent brand presence and a rethought sales strategy, the company is repositioning itself – confident, focused and future-oriented.

Curious now?
Our contact persons will be happy to help:

Matthias Brinkmann
+49 911 47494949
brinkmann@twobe.de
LinkedIn

2 Min.

Above all, brand work means gathering insights and implementing them consistently. The further the brand is developed, the more important it is to define a clear framework. This is the only way to plan and implement the next steps in a well-structured manner.

The management level sets the direction

This framework should always be defined by the management or the board. This is the only way to maintain the necessary discipline – both in terms of content and technology. This creates the basis for many employees to actively participate and shape the brand together. It is important to remember that practice always comes before theory. A brand that is not practiced as a matter of course in everyday life will eventually become more of a burden than a motivation.

Involve everyone for more success

To ensure that the brand is truly supported by everyone, as many employees as possible should be involved in the process. This applies not only to the corporate brand, but also to the employer brand.

Unity between corporate and employer brand

Brand work is particularly successful when the gap between the corporate brand and the employer brand is kept as small as possible. In theory, a distinction is often made between these two brands. In practice, however, this separation is usually artificial and quickly appears fake – especially if the differences are large.

This artificiality becomes apparent at the latest when an applicant becomes an employee. They realize that the promised values do not match the reality, which makes the brand seem untrustworthy.

Curious now?
Our contact persons will be happy to help:

Matthias Brinkmann
+49 911 47494949
brinkmann@twobe.de
LinkedIn

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