The HVAC company introduced a mascot not as a gimmick, but as a strategic tool to lower customer barriers. At events like home shows, the mascot makes the brand approachable, breaks down sales resistance, and demonstrably increases foot traffic and engagement.
Instead of an email memo, Shanklin drove a newly wrapped van into their Christmas party and had their new mascot jump out. This created an unforgettable moment of excitement, instantly selling the team on the new direction and generating authentic buy-in.
Shanklin's owner advises that the key to growth is focusing the majority of leadership's energy internally on their team. By building a great culture and training people well, excellent customer service and sustainable business growth follow as a natural result.
Shanklin's rebrand was triggered by a strategic shift to focus on residential service customers, not just a desire for a modern look. This ensured the new brand served a clear business goal, making it more effective than a purely cosmetic update.
Faced with rebranding a 65-year-old company with 32 trucks, Shanklin made the significant investment manageable by creating a one-year budget. They phased the rollout of new vehicle wraps and uniforms, avoiding a massive upfront cash outlay and making the project digestible.
The two owners didn't make rebranding decisions in a vacuum. They formed a five-person leadership team whose role included challenging their ideas. This collaborative friction and pushback led to better final decisions than the owners would have made alone.
The owner initially dismissed the focus on color, assuming their traditional red and blue was fine. Post-rebrand, the new, nostalgic blue palette receives the most compliments and is credited with effectively conveying their 65-year legacy. He admits he was completely wrong about its importance.