THE CHALLENGE: Gender Diversity came to us as three organizations: Gender Diversity, Gender Odyssey and Trans Families. Between the three organizations they offered: counseling support groups, an annual conference, online resources, speaking engagements and organizational training. They were facing one major problem: differentiation of services. They had created many successful offerings, some of which blossomed into entirely different organizations. Their problem was figuring out which services should operate under which organizations and how to communicate these distinctions to their customers and to the public.

THE WORK: When recommending a new brand architecture, we wanted to make sure that we created a structure that achieved two goals: maintain efficiencies of business operations and provide a clear and concise distinction between organization offerings to the public. We got to work, holding stakeholder interviews and meeting with members of leadership from each organization. We dove into the specifics of each service offering and compared those findings with our own independent research into the brands of each organization. Following our research, we presented two main options along with rationales for each and perceived benefits and drawbacks. After discussions with leadership from each organization, we decided on a hybrid option that was able to appease concerns and allow for growth for the newly untangled organizations.

THE RESULTS: With a new blueprint to work from, the three organizations were able to focus on the role they each played in the market. This allowed each organization to double down on their most important services and start to put together a strategic plan for growth in their independent directions.