Group branding, web presence and CRM integration
Added by Love Business East Midlands | 27 February 2025
UPDATED: 25 November 2025
Key Objective: Provide a relaunch for TEX Group following the private buy-out of TEX Holdings PLC. They needed a group wide strategy to provide economies of scale, with individual flexibility so each company could tailor its approach.
TEX GROUP have manufacturing facilities across five UK sites, and incorporates six manufacturing companies: BSP-TEX, QK-TEX, G&M EUROTEX, TEX PLASTICS, TEX ATC, and CAIGATE-TEX.
Key Objective: Provide a relaunch for TEX Group following the private buy-out of TEX Holdings PLC. They needed a group wide strategy to provide economies of scale, with individual flexibility so each company could tailor its approach.
“Quiet Storm took the time to understand the businesses involved. They visited our manufacturing facilities and delivered two discovery workshops, where they met with the core management teams. These were enlightening as they challenged the way things had been done, whilst facilitating ideas on how things could possibly change. With a lot of change in the structure of the group, it was important we got the right fit to move us forward. This was fundamental to driving change in our businesses, so it was critical we took the time to review several potential suppliers. After presentations and proposals, the board agreed Quiet Storm had the right fit, commercial structure, and above all the capabilities to support the transformation planned.“
“They have proven to be well disciplined, supportive and have lived up to the promises made.”
Greg Brown, TEX Group Limited CEO
Issues: TEX Holdings PLC was completely refinanced by its largest shareholder, who bought out all other shareholders. This enabled all the individual companies to revert once again to a privately owned family business, and a group led strategy. As a part of this, the group went through a rationalisation, with several companies being amalgamated to consolidate overheads, sales teams and gain buying power.
- Limited centralised internal resources and budget.
- Fragmented branding, messaging and marketing expertise.
- No consistency of marketing processes or activity across the group.
- No central visibility on sales management processes across the group.
The identity of the group was fragmented, and the member companies had previously failed to capitalise on the synergies. With a new CEO, a clear vision was in place and needed to be delivered both at a tangible level so customers could understand the changes in the business structure, and at an operational level to provide consistency in sales reporting.
Resolution: A centralise approach to marketing and consolidation of budgets to effect economies of scale
The project was challenging on multiple levels. Although all manufacturing, the companies served different sectors, and had vastly different products. Most of the sites were lead generating brochurewear, with lead generation directly integrated to a CRM and sales pipe. However, the BSP TEX site was the most challenging as the products it managed were highly technical, and required a bespoke solution.
Once the group wide strategy for the relaunch was agreed, together with the commercial structure, the BSP TEX needed to be tackled first. This was because this company had undergone the greatest transformation, plus it was committed to a strategic joint venture which was being launched at a major industry event. It had the most complex product portfolio and presented the greatest challenge due to the significant changes to the business. The hard deadline for its launch meant timescales were tight and a fixed.
The websites were launched and the new structure for marketing ensured consistency, as TEX Group Limited appointed Glyn Bridgewater as the groups marketing manager. Glyn had worked within several of the group companies, and knew the management teams, and could navigate the various company structures to get the relevant information. With Quiet Storm working to support Glyn, the sites were all launched inside the 9-month deadline.
- Working on a group wide project provided economies of scale, with individual flexibility.
- Working flexibly in collaboration with the group marketing manager, a harmonised branding approach was deployed.
- Marketing processes were applied, using the same robust model proven over decades working with TEX Plastics.
- Every website was integrated with VISION 247 CRM, featuring a bespoke TEX Group sales pipe, and Mailchimp.
- The TEX Group CRM links in all individual company’s sales pipes, so the performance of all companies can be seen immediately, with consistency of KPI stages.
Background: Quiet Storm had provided integrated sales and marketing services for TEX Plastics for more than two decades. At the time of the group seeking to rebrand, this was the only group business with a clear marketing process and sales management CRM. This had worked effectively to galvanise the sales approach across the two operational locations of TEX Plastics (Derby and Barnstaple). On this basis of this proven track record, Lee Barker, Technical & Business Development Director of Tex Plastics, put forward Quiet Storm to tender for the new group wide project to newly appointed TEX Group Limited CEO Greg Brown.
“Working within several of the TEX Group companies gave me a good grasp of what each business was about. As a designer, I recognised the issue of consistency in group branding. Working with Greg, the new CEO, I was given the opportunity to take this new challenging role. We reviewed proposals from several alternative suppliers, but it was Quiet Storm who gave what we felt was the best packaged solution. I’ve been on a steep learning curve and working with the Online Support Team means I have experts on hand for any challenge I meet. They are responsive and professional, I’m happy we chose the right partner and look forward to building the relationship further.”
Glyn Bridgewater, Marketing Manager at TEX Group Limited
