For
Ashoob Cook, director of the Happy Child nursery chain, argues that it is good business sense to create a united brand image. She says: 'We are confident in our approach. The policies and procedures of all the nurseries are the same and so the nursery names are also the same.
'Having a strong brand is crucial for us because we operate 18 nurseries in a small geographical area in three neighbouring London boroughs. The Happy Child brand brings with it reassurance and a sense of community.
'Our name embodies all that parents hold most important for their children - that they are happy. People smile when they see the logo and it conjures up safety, security. It is a welcoming and warm name, which is also what we aim to create in our nursery environments.
'Parents are certainly more savvy about marketing and quality than they were ten years ago. Branding shows parents that they are dealing with a corporate enterprise. They know that good systems will be in place and that there will be accountability. Parents are reassured that there is a group of nurseries rather than one run by a single owner who may be struggling.
'We have many long-standing staff members who live in the communities we operate in. They are proud to be part of a well-known chain. People recognise the logo on their uniforms and smile or comment on the nurseries.
'When we acquire a nursery we immediately change its name because this helps bring a sense of identity. New staff then know that there will be a consistent approach and high standards.
'The care and quality is the same throughout our nurseries, but we are dealing with individuals so we are adaptable - we are not a fast-food chain producing the same burger everywhere.
'Having a brand name does put pressure on us to be good. It is a risk because if one of our nurseries was to do badly it would have big implications on the whole company. So we need to know that what we are doing is of high quality. But I think the advantages far outweigh the negatives because the Happy Child brand brings positive feelings and exposure.'
Against
Stephen Field, whose company, Child Centred Nurseries, owns seven settings in Essex, is a strong believer in nurseries having individual identities.
He explains: 'My philosophy is that, for the parents or children, an over-arching brand name doesn't give the nursery anything different. Each of my nurseries plays on the strengths of the staff and high standards of care. Having a shared name would not make a difference to this.
'Nurseries are rooted in the local community. Most nursery marketing is through word of mouth. Most of our parents live close to the nursery they use. It is the same for our staff.
'Parents who move around the country may look for another nursery with the same brand if they've had a good experience. But they will also make enquiries locally to see which has a good reputation. They look for the feel of an individual place, not because it is a member of a branded chain.
'Moreover, I think there can be adverse consequences of having a brand name. When a child died at one chain's nursery recently it impacted on the whole business. National media reports may have made parents nervous and it was unfortunate that other nurseries in the chain risked being tainted by the mistakes of one setting.
'Also, if a company buys a successful nursery is it wise to change its name, as this may affect the goodwill of the business? Three of our nurseries had the Pelican name when we bought them. Pelican stands for something for the parents and staff so it will remain, but we would rather build upon the individual nature of the nurseries, not treat them as a group. Of course, they have to comply with Ofsted National Standards, but we are happy for the managers and staff to develop each nursery as they think appropriate. We do not want them to be straitjacketed into doing things a certain way.
'My understanding of branded chains is that they can tend to be prescriptive and standardised and this can squeeze the life out of a nursery. We want to empower our staff to do what is best for their nursery - it's a harder line to take but we think it's better in the long run.'
Ashoob Cook and Stephen Field both spoke to Annette Rawstrone
