Sponsorship-fuelled success in the Danish energy sector

Abstract

The deregulation of the Danish energy market in 2003–2004 created a whole new set of rules for DONG as a national gas monopolist. The scope of the changes that followed in the wake of the deregulation can hardly be overstated. The deregulation called for an immediate change of paradigm in the company. It kick-started a movement from being a closed organisation to becoming an open organisation, from a domestic view to an international perspective, from lumbering monopoly to free competition, from being an invisible supplier to becoming one of Denmark's strongest and most visible brands. But how did the energy company escape the reminiscence of a dusty monopoly? How did DONG initiate the development of a brand strong enough to secure the company's position in a tough European energy market? The simple answer is: stubbornness, cooperation and a 360° activation of an ideal sponsorship. This paper offers a view into the initial search for the strong concept that was to start off the brand building process and bring the utility company through the upheaval caused by the deregulation.