As a result of the COVID-19 pandemic, King Arthur Flour Company rebranded itself to King Arthur Baking Company – a more inclusive name that capitalized on the uptick in baking and cooking that began at the beginning of the lockdown and shelter-in-place orders.
Our team was tasked with launching King Arthur’s new brand internally at their headquarters. We were to provide a POV with a few thought starters on what we thought would be the best means, message, and method to execute a successful internal rebranding campaign.
As Americans were forced to stay in their homes, they turned to activities like knitting, walking, and baking as cures for their unprecedented boredom. And they went all in, as King Arthur had “riotous success” throughout the COVID-19 pandemic – with their biggest problems being packaging shortages and an overwhelmed baking hotline as their products went flying off the shelves.
But our task was to communicate King Arthur’s rebrand internally. So we looked inward for our target audience: the people that create and maintain this company.
We started by thinking about what their employees felt during the lockdowns and came across a common theme: stress. Stress about product shortages and customer service as well as stress about life in general. How best can we alleviate that stress within an internal rebrand?