Volvo Ocean Race: Overview, Marketing, History

44 CASE STUDIES
and consequently workforce morale had suffered and staff turnover was high.
The business was spread over a wide geographic area and staff were finding it
hard to feel part of such a large international organisation. Some of the smaller
offices had become isolated and this was jeopardising the company’s efforts to
offer a consistent standard of service globally.
RECRUITMENT
The rapid growth had also created a seemingly insatiable demand for new,
skilled employees. However, the company’s profile and brand presence was not
sufficiently high to attract the best potential employees.
BRANDING
EF had not invested in establishing itself as a brand. Despite being the world’s
largest language tuition company, it only had 1% of the global market and was
not well known.
The market in which EF operates is highly competitive with strong local
companies. The company felt that, by developing strong brand identity, it
would gain a competitive advantage. The enhanced brand identity would also
assist in their recruitment.
A separate, but important, problem was that the exchange schemes that EF
provided were losing their appeal amongst the young people they were aimed
at. They were no longer seen as trendy, fun or adventurous.
EF’S OBJECTIVES
The difficulties EF was experiencing led to the formulation of distinct internal
and external objectives.
EXTERNAL
• To enhance and build the EF brand through increased awareness of the
company and its activities. This was to be in two phases. Firstly, awareness
and association and, secondly, preference and loyalty;
• To attract high calibre recruits in local markets around the world; and
• To create an adventurous and exciting image for EF to help drive sales of its
exchange programmes.
INTERNAL
• To unite global employees behind a common cause;
• To improve morale amongst all EF employees and create a feeling of pride
and loyalty; and
• To reduce staff turnover.