Following a brand refresh, Scout24 faced a challenge common to companies that invest in external repositioning: how to bring internal stakeholders — employees — along on the journey. Without deliberate internal activation, refreshed brand values risk remaining abstract or external-facing, failing to translate into the daily behaviors and communications of the workforce.
Vivaldi was engaged to translate Scout24's new external brand identity into an internal engagement framework — one that spoke to employees' emotional, rational, and self-expressive motivations. The work included refining the employee value proposition to incorporate the new brand values, developing internal campaign concepts, and aligning HR communications with the strategic brand direction.
Scout24 received a coherent, motivating internal brand narrative and engagement framework that enabled employees to understand, embody, and communicate the refreshed brand. The result was a seamless brand experience for both customers and the workforce — with HR and marketing aligned around a shared identity.
Scout24, the Berlin-headquartered operator of ImmobilienScout24 and AutoScout24, engaged Vivaldi to solve the problem most brand refreshes fail to address: translating a new external identity into something employees could actually live. Vivaldi built an internal engagement framework that refined the employee value proposition around the new brand values, developed internal campaign concepts, and aligned HR communications with the strategic brand direction, giving Scout24 a coherent brand experience across both customer and workforce touchpoints.
Scout24 AG is a German digital marketplace operator headquartered in Berlin, running platforms across real estate (ImmobilienScout24) and automotive (AutoScout24) categories. The company serves millions of users and thousands of professional partners across Germany and Europe, and has undergone significant brand and digital transformation in recent years as it sharpened focus on its core marketplace businesses.
Vivaldi delivered an internal engagement framework that spoke to employees’ emotional, rational, and self-expressive motivations, refined the EVP to carry the new brand values, and built internal campaign concepts plus HR communications alignment so the refreshed brand showed up consistently in how the company was experienced from the inside. The output was the internal counterpart to a brand relaunch that had already happened externally.
The translation worked on three layers: the rational layer (what does this brand actually mean for my role and decisions), the emotional layer (what does it feel like to belong here under this brand), and the self-expressive layer (what does working here say about me). Designing internal communications and EVP touchpoints against all three layers, rather than treating internal launch as a town hall and a poster, is what gave the framework durability.
Marketplace businesses scale through trust signals delivered by people, customer service, account management, partner onboarding, every contact reinforces or undermines the brand promise the marketplace makes to its two sides. If employees do not understand and embody the brand, the marketplace experience inherits internal incoherence. The brand-to-employee translation is therefore not a culture project, it is a marketplace performance project.
The transferable lesson is that an external brand refresh is half a project. Companies routinely invest heavily in the external launch and assume employees will absorb the new brand by exposure, which never happens at scale. Treating the internal activation as a peer workstream, with its own EVP work, campaign concepts, and HR communications alignment, is what closes the gap between brand promise and brand experience.