Verisure had an entrepreneurial spirit that had allowed it to expand into 14 different markets and given it a customer retention rate of over 90%, but in doing so had lost its sense of a singular identity:

• Verisure had 14 different logos, colour pallettes, and websites despite a single core product offering


• Messaging and advertising had not been consistent, which meant higher costs than necessary and low market penetration


• Due to the entrepreneurial culture within Verisure, communication across territories was suboptimal which had led to reduced organisational capability

Kimberly defined a roadmap in partnership with other aspects of the organisation, including R&D, operations, and others, to support a clear and effective USP:

• Working with a London-based advertising agency, multiple campaigns were created based on the brand strategy and then rolled out in a way that allowed for small differences between markets to give each its own unique point of view while remaining consistent


• Integrating the global marketing team, increasing communication and enabling learnings to be shared across territories


• Hiring hackers and ex-burglars led to a greater understanding of the threats and allowed for a more powerful product and the story behind it