CHICAGO: Conduent, a business-services brand that was born last year following a decision by Xerox to split in two, has made strong progress in driving core metrics like awareness, and plans to further these efforts with marketing.

Tracy Yelencsics, vice president/global marketing for Conduent, discussed this subject at the Association of National Advertisers’ (ANA) Masters of B2B Marketing conference.

And she explained that the new brand – from logo to identity and even corporate culture – was created in a matter of months after Xerox announced a plan to spin off its services arm, which would lack the iconic name and legacy of its former parent.

Having enjoyed zero brand awareness upon its official launch in January 2017, Conduent’s score on this metric has risen to six percent, Yelencsics asserted – a promising start, but with further room for development going forwards.

“Everything that you can think of, we’ve got to do it all,” she said. (For more details, read WARC’s in-depth report: How Conduent built a major new brand at speed.)

“We’re not there yet. But our mission and our goal as a marketer is to really instill that value into the Conduent brand over time.”

As one indicator of success, Conduent’s cost per share has climbed from $13.90 on the opening day of trading to more than $20 at present, having registered steady growth.

“That creation of a billion dollars in market cap is really a measure of the concept,” Yelencsics told delegates at the ANA assembly in Chicago.

A current point of emphasis for Conduent, she continued, is developing a “very large campaign” to raise its profile and “put a fine point” on its role as a digital interactions company

“If we do our job well, when you receive a business card with the Conduent logo on it, you’ll have a sense of who we are and what we do,” Yelencsics said of her overall objective.

And the ultimate gauge of success, she added, is that the main response to hearing the brand’s name will not be “Who’s Conduent?” Instead, “It will be ‘Oh, I know them!’ That’s what we're trying to do.”

Sourced from WARC