Winvic

About the project

Winvic is a multidisciplinary main contractor operating across Industrial, Civils & Infrastructure and Multi-Room construction. As the business continues to grow and move into new markets, the challenge wasn’t to reinvent the brand. It was to understand more clearly what genuinely differentiated Winvic, what customers and staff valued most and how those strengths should shape its future positioning. Beach was brought in to undertake a strategic brand development programme combining market and competitor research, customer insight, internal knowledge and analysis of how Winvic wins, delivers and retains business.

The aim was simple: move beyond assumptions and build the next stage of the brand around evidence.

The programme covered market research, competitor positioning, customer behaviour, client interviews, internal senior leadership workshops, persona mapping, customer journey mapping and, ultimately, development of the Brand Pyramid.

Challenge

Winvic already had a strong reputation and an established culture. The issue wasn’t credibility. Our initial analysis showed that much of the existing communication focused on what Winvic had already delivered: scale, capability and track record. These were important proof points, but they didn’t always explain why Winvic should be the preferred choice for the next project, particularly as the business expanded into different sectors and subsectors.

There was also no single customer. Procurement professionals, engineers, development directors, funders and senior decision-makers all have different priorities, and those priorities change throughout the buying journey. So before defining the brand position, we needed to understand what customers genuinely value, what sets Winvic apart from its competitors and which strengths could credibly be owned.

Our approach

We began with a deep dive into the business and its competitive landscape, analysing how other major contractors positioned themselves around areas such as innovation, sustainability, scale, specialist expertise and client value. This reinforced how undifferentiated many traditional construction claims had become and the importance of identifying strengths Winvic could genuinely differentiate around. We then worked with Winvic’s teams to understand the people who influence appointment, delivery and repeat business. A collaborative workshop explored their motivations, pressures, fears and decision criteria, before mapping what they need from Winvic at different stages of the customer journey.

Client and internal research added another important layer. It identified strong associations with trust, professionalism, accessible leadership and Pre-Construction expertise, while also highlighting areas where the overall experience could be strengthened, including consistency between Pre-Con and delivery, programme transparency and client relationships throughout the project lifecycle. This allowed us to separate genuine differentiators from the qualities customers simply expect from any credible contractor.

The outcome

The result was more than a new Brand Pyramid. It gave Winvic a clearer strategic foundation for how the business can position itself, communicate its strengths and demonstrate why clients should choose to work with it.

Crucially, the research showed that there was no reputation gap to repair. Winvic already possessed strong brand equity.

The opportunity was to articulate those strengths more clearly, consistently and confidently, moving the conversation from what Winvic has delivered to why clients should choose Winvic for what comes next.