The rebrand of Cheltenham-based Total to Bamboo Technology Group signals a new phase of 'change and growth' according to Managing Director Lorrin White whose strategy is founded on ambition, stakeholder growth, long-term partnerships and a revamped channel programme.
White has brought big plans to the table as she looks to build on the implementation of a ramped up channel proposition that retains the familiar Total brand. "While shooting for the long grass with a newly framed B2B proposition as Bamboo we intend to firmly hold on to the Total name and its brand equity in the channel," she explained. "Historically referred to as the Focus Partner Programme under the Total umbrella, the new channel proposition incorporates the values of the Bamboo brand and will now be known as the Total programme. Taking advantage of the brand equity that Total has instilled in its channel programme is pivotal to the long-term success of the group."
While the rebrand signals change across the business, for the channel it signifies bigger ambitions as the business looks to appeal to a growing audience of customers and resellers. All major company rebrands underline the critical balance between holding onto core values and expressing positive and progressive change and 'difference'. In this case, the concept fulfils this imperative as a true guide to how Total has developed and what it now represents, hard wired to both traditional values and long-term strategies. Here, brand marketers dismissed conventional thinking and planted a stand-out flag in the ground with the Bamboo banner becoming a motif of the company's strength, growth and flexibility.
"Strategic positioning over the last two years has been of utmost importance and the introduction of new supply chain partnerships, relevant accreditations and appropriate brand presence has been a core focus," explained White. "Our market positioning is now akin to that of our largest competitors."
The company launched its third party channel in 2010 and 40 per cent of revenues are now derived via partners. In 2015 partner numbers rose by 33 per cent along with a 44 per cent rise in partner mobile connections. "This trend is likely to increase as we place a greater focus on our channel proposition," noted White. "In response to this growth we have recruited more members to our support and account management teams and will be rolling out a new structure to streamline the channel, to best serve all partners, regardless of size, location or needs. This will provide transparency and clarity to connect and drive growth for all, which is what the business and the Total programme is about."
The team's added oomph signifies a new level of strength, growth and flexibility in a fast-moving marketplace, says White, which underlines the critical balance achieved by the company as it seeks to make significant channel gains in 2016 and beyond. Following two years of development, restructure and recruitment across the business, the wider channel proposition now accommodates bureau billing, exclusive bespoke partner offerings, a robust M2M model, reseller, wholesale and referral options, all gradually introduced into the marketplace since 2013 and now underpinned by best practice information security processes of the ISO27001 accreditation.
With all that done, White stated clearly what she requires of the new Total programme. "Now it's time to push hard for the partnerships that support integrity, transparency, openness and reciprocal connection benefits," she said. "Whether a member of the team, a direct client or a channel partner, stakeholder growth is our measure of success."
One of the programme's roles in the channel is to remove obstacles to the market for all partners and meet their increased need for transparency and control; and the programme's ability to unlock potential and put control into the hands of resellers will ensure continued growth, believes White.
Convinced of Bamboo's strategic potency she explained how the company will separate itself further from the competition. "Our revitalised philosophy stands for complete flexibility, strong ethics and team values based on integrity, independence, collaboration and challenge," said White. "These all form part of our promise to play the long game with our partners. We are looking ahead with a clear focus."
The team is starting its new channel campaign in promising circumstances that build on existing achievements. And despite White's laser focus on the long-term plan she has no intention of relinquishing Total's past triumphs. With its new look and feel governed by the group rebranding, White promises to leverage the firm's experience and pedigree to 'pitch to the biggest and best' with consistency, distinctiveness and a continued sleeves up approach that has become a trademark.
The company dates from the earliest era of channel development and was established in 1996 as a provider of telecoms services to its local region, often being recognised only for its mobile heritage. But today Bamboo is transitioning from a traditional telco to a fully managed ICT provider; and expanding the product and service offering also means dropping many of the company's adopted terminology and programme identifiers, such as Focus, Connect and 360.
"As many businesses do, Total has historically created names and identities for each and every addition to its proposition, which is confusing," added White. "The new look and feel also takes the business down a clear brand presence route, with the aim of fresh simplicity at the heart of the messaging. The Total triangle and wider company brand platform should in time be recognisable as being ours and ours alone, while also strengthening our presence in the market."
With a solid background in network service provision and a legacy of providing quality service, the ambitious growth plans for the business have rallied support and talent from both inside and outside of the industry. "Strong leadership, a commitment to change and a definitive five-year plan has galvanised the entire team," stated White. "We have developed a vibrant culture as well as robust expansion plans, also attracting the interest of external talent pools and partners. For channel partners it means a significant investment into supporting and resourcing their goals, and it's a completely new way of doing business. We have an ambitious target number for 2018 and all efforts now go into realising that milestone."
White pointed out that the whole team aims to work with partners of all sizes and industry, across the full spectrum of ICT products and services. "We focus on understanding partner alignment from day one and open the door to investing in strategy collaboration from the initial point of contact," noted White. "In the channel, opening discussions with partners is all too often about the additional margin, the opportunity to have short-term wins and the ability to offer more to their clients quickly, while relying on third parties to be as good as you are, or better. We will continue to have those discussions, but only after we understand the need for the partnership and a partner's long-term goals and values.
"However, this is just the beginning of a new journey and our hard work encompasses far more than a strategy revision and extended growth plan. The Total programme is a fresh and strong approach that reflects our desire to stand out and do things differently. Furthermore, we will continue to develop our product and service offering to secure our place at the forefront of the ICT marketplace."•