Each nursery was given the opportunity to choose their own name and children have designed individual logos for each facility. The process of re-branding is underway at nine nurseries and will be rolled out in all facilities over 12 weeks, starting on March 1.
It is part of an 8m investment that has entailed large-scale refurbishments, enhanced training opportunities for management and staff, and 1.2m spent on new toys and equipment.
Chief executive Russell Ford said that Asquith had 'broken all the normal rules' of rebranding by moving away from a generic brand applicable to all its nurseries. He said, 'We have created a personality for the company which is more modern and more local to each Asquith nursery.
'There has been a fantastic response from parents and staff. It's very unusual to rebrand a business and have universally positive comments. Our nursery staff and parents love the fact that it is a branding personalised to their nursery.'
Asquith's chief operating officer, Andy Morris, said the rebranding exercise was carried out on the back of market research among parents that suggested 'the big corporate image was not that important to them'. He explained, 'It made them feel secure, but for them it was actually about the local nursery. We are trying to break it down into small businesses again because it's what the parents really recognise at local level. So it was a case of making the brand soft and light.
'It's a fundamental step change in our culture. It hands back accountability, control and ownership to the managers and reflects the nursery's local image and reputation.'
Each nursery was sent a colour scheme to choose from when it was being refurbished and staff have been asked to design their uniform to match their choice of colour. They have also been provided with colour printers so that they can produce their own promotional literature.
Children were asked to design a logo specifically for their nursery. The nursery also chose a name, with only the strapline underneath, 'Part of the Asquith family since 1989', common to all the nurseries.
The company's head office has been renamed a 'support office' and Asquith is now divided into three regions covering the north, the south and London.
Mr Morris said that ten people - one for groups of ten nurseries - are now employed specifically to support them around childcare and education issues. New health and safety officers have been recruited, he said, and a chef is permanently on the road, visiting nurseries to ensure that food is up to the highest standards.
More than 1m is being spent on training, with the company providing 1,000 for each member of staff undertaking the Open University level 4 certificate in early years practice and funding those wishing to do a foundation degree.
The company has also increased its discount on childcare fees to 75 per cent for managers and 50 per cent for staff members. Mr Ford said that this was allied to an enhanced benefits package, which has included increases in pay.
Mr Morris emphasised that there would be ongoing investment, with Asquith set to put in between 1.5m and 2m a year 'to keep things up to date and looking good'.
He added, 'The only way this industry is going to survive is to move to the quality end of the marketplace. You need the best staff, the best locations and the best equipment.'
