How Wildtribe brought global leaders, customer insight and market analysis together to create a shared direction for Cooper Turner Beck’s brand and communications.

Cooper Turner Beck Group (CTB) is a global supplier of safety-critical fastening solutions, with significant expertise across the renewable wind energy sector.

Its reputation had been built on quality, end-to-end capabilities and strong service delivery. But as the group had grown, its communications had become increasingly fragmented.

Different business units operated across overlapping digital channels, marketing processes lacked consistency, and the group did not have a unified vision or narrative connecting the organisation.

For a global business with considerable expertise, the challenge was to create greater clarity around what CTB stood for, how its businesses fitted together and how the group should present itself to the market.

Creating alignment before communications

We started by bringing people together.

Wildtribe ran a two-day, in-person strategy workshop with leaders from CTB’s global business units and core departments, creating space to examine the organisation, its ambitions and the challenges standing in the way of a more unified approach.

That internal perspective was combined with several weeks of market analysis. But we also wanted to test our thinking beyond the organisation.

We conducted a market study with CTB’s partners and industry peers to understand what mattered to them, what they valued about CTB and how they perceived the group.

Bringing those perspectives together gave us a stronger evidence base for the strategy and helped us refine CTB’s positioning, messaging and communications priorities.

Turning insight into a shared direction

The work culminated in a comprehensive 100-page strategy, setting out the rationale, recommended actions, timeline and KPIs for CTB’s communications.

A central recommendation was to create a more cohesive group brand, bringing Cooper & Turner, Beck Prosper and Beck Industries together as distinct divisions within a clearer CTB Group architecture.

We also recommended consolidating the group’s fragmented online presence, creating clearer customer journeys while retaining the expertise and identity of its individual business units.

Behind the scenes, the strategy established a more unified approach to marketing processes and communications across the group, enabling teams to share insight and work towards the same strategic direction.

Turning strategy into action

The strategy wasn't the end point.

Customer research had highlighted sustainability as an important consideration for CTB’s partners, giving the business evidence for making it a stronger part of its communications.

That insight quickly translated into action, including work on CTB Group’s first ESG Report campaign and a webinar supporting its launch.

The wider recommendations also created the strategic foundation for a more unified digital presence and clearer group architecture: work that would subsequently shape how CTB presented its capabilities online.

The result was a shared framework for how a complex global organisation could communicate more consistently: aligning leadership around a clearer direction, strengthening the group story and creating the foundations for a more coherent customer experience.

The work demonstrates something central to our approach today: effective external communications often begin with internal clarity.