Ingersoll Rand

From fulfillment function to brand leaders

The Challenge

Managing several active brands is hard enough. But, the Ingersoll Rand brand team faced additional difficulties: The group was small, isolated, and not correctly structured to reach out to the many disparate parts of the organization. They lacked several basic brand assets, and they served an internal fulfillment role, fielding more ad hoc requests than they could handle. Needless to say, the process was frustrating—and wildly inefficient. Each unit had developed different ways of building their brands, each was at a different point of maturity, and each was dictating to the brand experts based on factors such as personal taste and habit.


The team was caught making one-off executional decisions in an environment where basic brand strategy, organization, and tools were absent, resulting in multiple inefficiencies. There was a need for foundational brand work, a baseline structure which would lead everyone to approach branding in the same way.


TenTen stepped in to help build the basic tools of brand management, customized to Ingersoll Rand. We created a brand building playbook and operating system (O/S) that served as a foundation for all business units and brands. Using the playbook, the corporate team took the initiative to engage all business unit marketing teams in a common set of practices to build and manage their individual brands. Each unit was then able to identify needs, develop internal skills and utilize tools appropriate for where they were on the brand journey. With a common understanding established, and teams able to handle the basics themselves, the brand team began to address more strategic challenges with ample time for thought and creativity. The playbook helped build a relationship of trust internally, elevating the brand team’s role from fulfillment to brand leadership.


The brand team has successfully implemented the guidelines in the brand playbook, allowing individual units to function autonomously for simple tasks. Real savings have also been achieved through a reduction in redundancies and workflow optimization. Most importantly, the brand team now has the tools and time they need to become true brand leaders.