Shaking up the healthcare system for good ➞
Shaking up the healthcare system for good ➞
Celebrating the idea of making ➞
Creating a human face for Artificial Intelligence ➞
Creating a new services brand to double share of the tech support market ➞
Partnering to address an invisible global emergency ➞
Reengineering a brand to create a platform for growth in the UAE ➞
Shaping a new, participatory era for a critical industry ➞
Creating a language for the Internet of Things ➞
A philosophical brand for a new kind of urban experience ➞
Rewiring the experience to bring people the food they love ➞
Bringing the power of arts and culture to everyone ➞
Helping a challenger conquer the US market and transform the music business ➞
Making smart home services more tangible ➞
Helping an established business redefine its premium ➞
Enel is one of the world’s biggest energy companies, the largest producer of renewable energy, runs the only fully digitised energy grid, and was listed by Fortune as one of 50 world-changing companies, ahead of Facebook, Alibaba and IBM.
We helped the Enel team find answers to fundamental questions like: What do we sell, if people produce their own energy? How can we connect 1bn people that are currently without safe and sustainable energy? How can we compete with Silicon Valley brands for future energy services? And how can we unite our organisation across 30 extremely diverse countries?
A purpose built on a paradigm shift
Together with Enel’s leaders, we developed the idea of Open Power. It’s a strategic platform for growth, combining the strength of a global organisation with the opportunities of a connected world. It will have a profound impact on the organisation and prepare it for a new digital age, as HBR reports. It has the potential to shift the entire sector from a production-oriented, conservative, sometimes secretive mindset towards a people-centric philosophy that truly engages its customers, partners, and stakeholders.
“Open Power will make us a very unique company in the utility space.”Francesco Starace, CEO
An open process
The development of the new brand was a highly collaborative process. Throughout the project, we challenged Enel’s ways of working by including all parts of the organisation in every step. We met customers, stakeholders, and employees to understand local requirements, received feedback on work in progress using digital collaboration tools, and held co-creation sessions with the client and cross-agency workshops.
An open expression
At the start of our process, we asked ourselves: what does power and openness look and feel like? How can we translate these concepts into an expression that embodies the future of this organisation?
At the heart of the new brand sits the cursor – energy’s start point. It’s always moving, always energetic, and echoes the filament in a light bulb. The new logo is modern and highly recognisable , with its shape created by the movement of the cursor. The design language ties all applications back to the principles of Open Power and is unlike any other utility company.
“The collaboration has been a big step change for our company. Their creative spirit has energised us”Ryan O’Keeffe, Executive Communications Director, Enel
An open mindset
The brand expression is intentionally experimental. The cursor can be used in new and unexpected ways to create endless interpretations of Open Power. We encourage people inside and outside of Enel to play, innovate, and experiment with the assets.
In the video below, our chairman Brian Boylan asks Francesco Starace, CEO of Enel, about the impact of Open Power.
Known in the UK for helping people control their home from their phone, the Hive brand’s rapid growth convinced parent company Centrica to expand into new markets, and further innovate in the smart homes services category.
Poised to compete directly with the likes of Nest and Vivint, the global Centrica Connected Home brand marketing team asked Wolff Olins to help them bring their new multi-market proposition, ‘Living Brilliantly’ to life.
“The current understanding of smart home services is mixed, but we are at a tipping point. We need exciting ways to communicate the real-life benefits.”Nicky Mackrell, Global Brand and Marketing Director, Centrica Connected Home
The team behind the Hive brand wanted to demonstrate that ‘Living Brilliantly’ is the ability to enjoy life through little moments of useful delight. For example, people don’t like coming home to a dark house, and Hive technologies mean you can step into the right temperature and lighting. Its services let you check in on your home when you’re away, keep you connected with loved ones, and talk directly to your home by linking in with platforms like Amazon’s Alexa.
To capture this, we created a dynamic, connected identity that could stretch across platforms and channels. Led by a new, living mark, the brand visuals use panels and shifting perspectives to reflect the uniqueness of our homes. The colour palette has been brightened to create a more approachable, friendly and energetic feel. The tone of voice and photography have been crafted to help the brand tell more human stories about the diversity of smart homes solutions.
“Wolff Olins delivered a brand identity that lives and breathes, embodies our strategy, and helps us communicate our viewpoint in a stand-out way.”Mario Rauter, Head of Global Brand, Centrica Connected Home
“Working with Wolff Olins, Centrica Connected Home have created a distinctive brand that should stand out from competitors in a complex category.”Marketing Week
We helped create a purpose that could unify their leadership, inspire their employees, and encapsulate their ambition. The brand idea became, ‘Smart and Simple Everyday’. This became a powerful mantra, aligning management and employees to better serve customer needs.
Making complexity clearer
One of the first tangible outcomes of our work was a series of animated films that clearly and simply explained important energy issues to PG&E’s customers. California’s unique regulatory environment adds a lot of complexity to energy bills and rates. Our films helped people understand the origins of the costs, and what they could do to reduce them. They’ve have been used online, in community sessions and during employee training, giving staff and customers alike a way to speak the same language.
We also re-organized PG&E’s portfolio of over 200 products and services. When we began, the portfolio was confusing, and clearly belonged to an organization defined by complicated regulatory requirements. We simplified to build a framework around customer needs.
By helping PG&E understand a customer’s energy engagement path and providing messaging guidance at each stage, marketing is more efficient because it offers the right product to the right person at the right time. By offering people more relevant ways to save, and by proving a utility provider can help, PG&E is improving the likelihood that customers will engage with the brand and, most importantly, save as a result.