Disptek Group develops, designs and manufactures innovative integrated dispensing systems to improve the beverage experience. With a flexible approach and a collaborative, responsive team operating worldwide, it helps the leading players in the beverage industry meet their customers’ requirements and anticipate market trends.

The Disptek group comprises four companies: Taprite Inc. (USA), DSI Getränkearmaturen GmbH (Germany), Vin Service S.r.l. (Italy) and Disptek UK Ltd (United Kingdom).
Each company operates in its own market, producing components and products that can be combined to create integrated solutions.

Disptek Group is also committed to making its supply chain more sustainable through the use of recycled and recyclable materials, offering consumers a better user experience and a better future.

The principal problem was the lack of unified communication between the different companies in Disptek Group. Each company operated independently and communicated separately on its own LinkedIn page, creating a fragmented brand image and an inconsistent perception in the market. That dispersal made it difficult for customers and partners to recognise the overall value of the group and the synergy between its different entities.

The lack of consistency in communication not only muddled the messages reaching the public but also weakened the positioning of the Disptek brand in the beverage dispensing technology sector. Each company in the group – Taprite Inc., DSI Getränkearmaturen GmbH, Vin Service S.r.l. and Disptek UK Ltd – had developed its own visual and narrative identity, responding to local requirements without regard to the need for a coordinated image at global level.

The absence of an integrated communication strategy also prevented the group from making the most of the synergies between its companies.
Customers did not see the possibility of benefiting from integrated, innovative solutions combining the products and expertise of the various operating units. That limited the group’s ability to present itself as a single entity with a complete, coordinated offering.

With that first point resolved, each member had to be made aware of the need for integrated communication and of how it could be achieved on social media. A professional training programme with clear business objectives would give them that awareness and the confidence to use LinkedIn independently.

The interview with Giulio Guadalupi, of Vin Service, sets out the programme conceived and delivered with OTO Agency in order to solve this problem and unify the communication of several different businesses that nonetheless belong to the same parent company.

Particular thanks, then, for their trust — and for the work we have done together.

In order of importance, these were the key points addressed:

• redefining the brand strategy
  The work began by proposing and undertaking a rebranding programme to redefine the brand strategy clearly, positioning Disptek Group as a broad-based group able to offer a wide range of advanced technologies through the expertise of its specialist companies.
• integrating the communication
  The purpose of the rebranding was to give proper weight to the integration and complementarity of the products and solutions on offer, making clear how each operating unit contributed to the group’s overall success.
  It was also crucial to integrate the group’s communication in order to present a unified, coherent identity.

• a centralised LinkedIn presence
  All of that called for the creation of a single LinkedIn page for the whole group, named Disptek Group. Keeping the payoff “inDISPENSEable” was, by contrast, a strategic choice that ensured continuity with the past while communicating the group’s new vision of itself as a cohesive, innovative entity.

The integrated communication we proposed improved brand recognition and made it easier to engage with customers globally.

• Editorial plan and editorial calendars

Once the objectives were established, a detailed, strategic editorial plan was developed, aimed at defining precisely the buyer personas, the communication archetypes and the tone of voice to be used.
To guide the brand’s narrative, we chose two key archetypes:

• The Hero: represents change and the desire to prove one’s worth through brave, demanding action. The Hero archetype embodies expertise and courage, strength and determination — qualities that resonate with the values of Disptek Group, a business that aims to improve the world of beverages through innovative, high-performing solutions.
• The Explorer: symbolises independence and discovery, with a primary desire to find new frontiers and stand apart from other brands. The Explorer is ideal for a company like Disptek Group, which pursues continuous innovation and is distinguished by its relentless search for new standards in the beverage sector.

The editorial plan included a variety of communication themes, each designed to reinforce Disptek Group’s identity and values.

The monthly editorial calendars then made the idea set out in the plan concrete, proposing week by week, and as required, the right content to present the brand and give customers useful information.

• Training courses in English for the whole group

At this point the teams across all the subsidiaries had to be made aware of the work done and of the opportunities a platform like LinkedIn offers to companies that choose to be present and communicate there.
The training programme included a “LinkedIn for Business” course and a “LinkedIn Sales Navigator” course. The objective was to provide greater command of LinkedIn’s tools in order to open up new business opportunities. The courses combined theory with practice, and included advisory support demonstrating how to use LinkedIn Sales Navigator effectively day to day, focusing in particular on the sales department and on staff at the overseas sites.

That training programme allowed the Disptek Group team to understand the importance of LinkedIn as a business tool, improving their skills and increasing their ability to connect with prospective customers worldwide.

We worked with Disptek Group for more than a year, supporting them through the transition towards their acquisition by Micro Matic, a leading company in the beverage sector. That transition was handled carefully to ensure operational continuity without disruption, underlining the importance of our advisory approach.

OTO Agency played a fundamental supporting role in preparing the company for the major change that was to follow; a change that marked a crucial turning point for Disptek Group, allowing it to consolidate its position in the global market for beverage dispensing technology.

Throughout our work together we took an international approach, always creating and publishing content in English to ensure effective, consistent communication at global level. We also accompanied the company in person to international events and trade fairs, demonstrating how integrated communication has to be supported and encouraged from every angle.
That commitment strengthened the group’s presence in its key markets and made it easier to engage with international customers and partners.

Today Disptek Group is part of Micro Matic: our work left a lasting mark on the process of change and on the turning point that led the group to be chosen by this major industry leader.

That success bears out the effectiveness of our communication strategy and of our advisory support, confirming the value of an integrated, coordinated approach to managing a brand and its corporate communication.