Martin Stich-Kluge / Everllence:

MAN Energy Solutions is a brand with a long tradition and more than 250 years of history. Why has it now decided to undergo a comprehensive rebranding?

Because it is a logical consequence of our strategic realignment. Although we are known as the inventor of the diesel engine and are therefore associated with combustion engines, in recent years we have increasingly focused on sustainable decarbonization technologies such as large heat pumps, electrolyzers, and CO2 capture systems, which no longer fit with the old MAN brand. In addition, due to numerous acquisitions and locations, we lacked a uniform identification with our old brand. And finally, the battle for talent was made more difficult by the fact that we were repeatedly confused with our sister brand MAN Truck & Bus.

What exactly was the briefing to the agency? What should the new brand be able to do?

We wanted a brand with its own identity that would be recognizable and scalable worldwide. We are competing with strong rivals, so global recognition is essential. The Strichpunkt team designed exactly that kind of brand for us.

In which cases is a complete brand renewal recommended? And when should brand managers stick with an evolutionary rebrand?

That's a good question, one that we naturally asked ourselves in advance. I would say that a reset is called for when a company no longer stands for what it was once known for. That was exactly the case with us. At the same time, our new name, which is composed of “ever” and “excellence,” stands for the historical continuity of our company, which has been making industrial history for over 260 years and has achieved numerous pioneering accomplishments, such as the invention of the diesel engine and the construction of the first wind turbine for power generation. So we remain true to ourselves by changing.

Everllence has more than 15,000 employees. How did you communicate the new brand internally?

Involving our employees was an important part of the rebranding process. In January 2025, we distributed a sneak preview in which we presented the new corporate design and name. An internal soft launch with management then took place in March, and from that point on, everyone was able to find out about the new brand on the redesigned brand portal. At the same time, we had brand managers explain the whole thing in interviews on the intranet. Three months later, the official brand launch followed. On that day, each of our 15,000 employees received a package with a “brand starter kit” at home. Because one thing is clear: without the support of our employees, such a reset would have been doomed to failure. Looking back, I would therefore say: the more and more comprehensively you communicate, the better.

What would you do differently in a similar process?

Not much, because our brand reset was a complete success. However, a little more time would have helped us. We took just under a year to do the strategic groundwork, thanks to which we now have a brand framework that we can continue to develop. This groundwork was important. Another important factor is having the right partner at your side. In Strichpunkt Design, we found the best possible agency for our task. Together with GMK Markenberatung, the Strichpunkt team guided us through the entire process.