Uniting an international network of experiential homes: a global communication strategy
An international spirits player entrusted WMH Project with structuring the global communication of its network of experiential homes. The answer: a unifying collective movement, a shared brand territory and a 360° action plan rolled out over three years, from diagnosis to community engagement.
What challenge does a scattered network of experiential homes face?
An international spirits group operates around forty premium hospitality sites worldwide. Together these homes welcome roughly 1.5 million visitors a year, the vast majority of them new audiences. Yet they run on a decentralised model: autonomous, sometimes competing, and not always claiming their link to the group. The brief given to WMH Project: structure and accelerate their business without erasing their distinctiveness.
Why build a collective movement rather than an umbrella brand?
Tying premium venues directly to a mass-market group would have diluted their positioning. WMH Project therefore proposed a unifying collective movement, anchored in shared values — conviviality, authenticity, humanity — rather than a stated affiliation. This common family lets each home grow stronger through pooled quality standards and best practices, while still expressing its own personality.
What benefits for the homes, the group and visitors?
The approach rests on a win-win-win logic. For the homes: brand consistency, operational synergies, shared marketing and logistics resources. For the group: reinforced strategic positioning and an attractive label. For visitors: a consistent experience quality and incentives to explore several sites, without creating competition between them.
How is a 360° action plan rolled out over three years?
The plan is built in four phases. Phase 0, diagnosis: selecting 3 to 4 pilot homes, understanding and co-creation workshops, tool prototyping, defining the brand platform and manifesto. Phase 1, harmonise: a multi-target digital platform (booking, online training, webinars, media kits). Phase 2, reveal: home branding, an "exploration portraits" content series, a gamified interactive map, an immersive travel guide with augmented reality. Phase 3, engage: an internal team-exchange programme, an annual seminar, a digital CRM passport and dedicated actions for tourism professionals.
How do you measure the performance of such a strategy?
Steering relies on KPIs across nine families: home satisfaction, awareness, desirability, leadership, cross-fertilisation, monetisation, engagement, digital performance and operational efficiency. Each indicator is tied to a measurement frequency and dedicated tools, to fine-tune the programme continuously and demonstrate impact over three years.
At WMH Project, we turn a scattered network into a united community — without ever sacrificing what makes each place unique.
FAQ
How do you unite autonomous venues without creating competition?
By building a collective movement anchored in shared values, pooling standards and best practices while preserving each venue's identity and encouraging visitors to explore several sites.
What are the phases of the action plan?
Four phases over three years: an in-depth diagnosis with pilot homes, harmonisation through a digital platform, a reveal via branding and content, then engagement of internal and external communities.
How is the strategy's effectiveness measured?
Through KPIs across nine families — satisfaction, awareness, desirability, leadership, cross-fertilisation, monetisation, engagement, digital performance and operational efficiency — each tied to tools and a measurement frequency.