Amid a leadership change and structural reorganization, Lonza sought to unify and revitalize its Consumer Care brand to match an evolving strategic vision. The rollout had to align internal teams while building external customer excitement.
Vivaldi led the internal brand rollout supported by brand positioning, identity, and marketing strategy. Activation programs engaged employees across functions and communicated the new identity consistently to customers.
The brand rollout succeeded in energizing employees and building excitement among customers. The engagement laid the foundation for Lonza Consumer Care to establish a strong identity and elevate market leadership in its categories.
Lonza engaged Vivaldi to unify and revitalize its Consumer Care brand during a leadership change and structural reorganization, with the rollout needing to align internal teams while building external customer excitement. Vivaldi led the internal rollout alongside brand positioning, identity, and marketing strategy, running activation programs across functions and communicating the new identity consistently to customers, laying the foundation for a stronger Consumer Care identity in its categories.
Lonza Group AG is a Swiss multinational chemicals and biotechnology company, headquartered in Basel. Lonza is a leading supplier to pharmaceutical, biotech, personal care, nutrition, and hygiene industries, with more than 100 years of history and operations across multiple continents. The Consumer Care business served personal care, nutrition, and hygiene markets prior to subsequent divestitures.
Vivaldi delivered the brand positioning, identity, marketing strategy, and internal rollout that energized employees and built customer excitement during a leadership change and reorganization. The work gave Lonza Consumer Care a unified identity across functions and a foundation for elevating market position in personal care, nutrition, and hygiene categories.
Internal activation came first because employees in the middle of a leadership change cannot credibly tell a new customer story until they believe it themselves, so cross-functional engagement and immersion were sequenced ahead of the external launch. That sequencing is what kept the customer-facing rollout from contradicting what employees were experiencing internally, which is the most common failure mode in brand rollouts during structural change.
A reorganization changes who owns what, who speaks for the brand, and which functions are accountable for the customer experience, and a brand rollout that ignores those shifts ends up speaking past the new structure. The rollout has to be designed against the future operating model, not the legacy one, or it will be quietly abandoned by managers running the new functions.
The transferable lesson is that internal activation is not a soft-launch warm-up for the external campaign, it is the primary investment, because B2B specialty customers experience the brand through sales, technical service, and account management rather than through advertising. Companies that fund the external launch without funding the internal one tend to see customer perception drift back to the pre-rollout baseline within a year.
