Creating a new services brand to double share of the tech support market ➞
Creating a new services brand to double share of the tech support market ➞
Partnering to address an invisible global emergency ➞
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 ➞
Becoming a new generation telco ➞
Branding an experience that's constantly evolving ➞
Using brand to invite everyone to take part in the Games and its legacy ➞
Reimagining a news pioneer ➞
We partnered with CMO Barbara Martin Coppola and CEO Matt Maloney to identify ways to solidify the national brand. We needed to elevate takeout as a dining option. We’d do this by bringing people closer to foods they love and aligning with special moments in everyday life.
To better define the opportunities, we worked with the executive team and across business units. We built a rich picture to identify emerging needs, and gave fresh thought to Grubhub’s role in the world. We aligned on a new brand vision, the shorthand for which is ‘move eating forward’. This challenges Grubhub to stay ahead of changing tastes, make use of data, and celebrate diversity.
To deliver on the vision, we had to reengineer the brand experience. Rather than focus on logistics, Grubhub would focus on dining moments that matter. We helped define these moments, from intimate evenings in to post-workout fuelling sessions, and built associated user journeys.
We developed a vibrant and comprehensive new identity system for use across marketing, sales and product —‘the new language of food’. It evokes a sense of playful celebration and is made for a mobile first world, where food-related content dominates social feeds.
“Their insights and creativity were invaluable in helping to elevate takeout as a dining choice”Barbara Martin Coppola, CMO, Grubhub
The TV spot is snapshot of characters’ lives, letting viewers know that whenever diners are hungry and whatever they’re hungry for, Grubhub is there. Airing the second week of March 2016, it appeared on networks across all major markets in primetimeslots, and garnered over 190,000 views on Facebook in the first 2 days.
Out of home activations in Boston, Chicago, DC, San Francisco and Los Angeles saw the new visual and verbal identity system come alive. Whether you “Eat like A Boss”, want to “Dazzle Your Date”, or agree that “Winter Nights are Warmer with Ramen”, Grubhub lets you get food wherever you are. Digital screens provided another opportunity to play with ‘the language of food’.
“Combined with additional company-wide initiatives, our new brand vision helped us grow orders by 21% and revenue by 36% in 2016, based on year-on-year results”Barbara Martin Coppola, CMO, Grubhub
The overall results speak for themselves. The brand vision, alongside other company-wide initiatives, have been transformative for consumers, business users and shareholders. Revenue increased by 36% in 2016, based on year-on-year results.
150 million times a day, across 150 countries, someone chooses to bring a Unilever product into their life. Though it had evolved into a silent, city-facing, holding company, Unilever had an interesting history. Port Sunlight – a model village in north-western England – was built by the Lever brothers in the 19th century to provide decent living conditions for factory workers.
It also had an unwieldy brand portfolio, encompassing 1,600 disparate products. It was clear the company was too diffuse, with an abundance of brands and no unifying driver of growth. There was an opportunity to connect the products and bring Unilever out of the shadows, towards their customers.
“You could now expect something from a Unilever product, rather than just know that it was a sister product of this or that”Brian Boylan, Chairman, Wolff Olins
Unilever businesses across 100 countries embraced the vitality brand idea. It was used to guide decisions on investment, exit and innovation. In turn this yielded great financial results: over the course of 2004, Unilever’s leading brands grew by 3.7% under the “Vitality Mission”, while operating profit grew at an average of 15% a year for four consecutive years.
The logo, with wordmark, now appears on every Unilever product, on shelves throughout the world.
Fortnum & Mason is a 307 year old business with the ambition to secure another 300 year old future and double the size of the business in the next 3 to 5 years.
To get there, they needed to expand their reach and relevance, and dramatically reassert themselves in a world that is hungry for the passion, knowledge and expertise Fortnum & Mason uniquely possesses. Most of all, they needed to understand the potential for growth beyond its core offer (food) and its single store in Piccadilly.
A strategy to deliver the business ambition
We worked directly with the CEO and his executive team to shape a brand strategy that could deliver the business. Critically, in the fast pace of retail, we needed to quickly give them tools to activate and instantly use the brand strategy. We devised ways in which Fortnum & Mason could step outside its Piccadilly store and bring its unique way of making the everyday special to a broader audience.
The first manifestation of this has been the F&M Hamperling– a unique piece of product innovation that reinterprets and contemporises the iconic hamper. It will form part of Fortnum & Mason’s takeaway offer both in-store and beyond, and appear front and centre in the experience-led initiative at St.Pancras International, which opened in November 2013.
Clear focus on commercial success
Since our relationship began we have helped embed the brand in the business. We have given the business a distinctive purpose and clear focus, lent coherency and direction to the product offer, specifically looking at the business opportunity for confectionery and rationalised categories on each floor. We have crafted a narrative that tied together the in-store experience, secured a new retail space, and established a partnership with the Serpentine Gallery.
In the year 2015, like-for-like sales were 15% up over the key Christmas period, the five weeks to 3 January. This pushed annual profits up 31% to £5m. Fortnum said it recorded the best trading day in its history on 15 December.
How can a brand help farmers to grow more while protecting the environment? How can farmers in emerging markets benefit from modern techniques while ensuring a reliable income for their families? How can farmers share their knowledge in a connected world? And ultimately how can farming restore its status?
From early 2013 we worked with Makhteshim Agan Industries, a world leader in crop protection solutions, to a create a new global brand that supports farmers in meeting these challenges.
The new brand is called “Adama”, Hebrew for “earth” or “soil”. Adama strives to become the first farming brand built for the 21st century: farmer focused, delivering practical products and services for field and business, using digital technology to connect and enable growers around the globe.
Simply. Grow. Together.
Working closely with the senior leadership team, local distributors, agronomists, partner agencies and farmers from all continents we gathered valuable insights from every part of the organisation.
Through a series of field trips, workshops, roundtable discussions and interviews we developed a brand strategy that enables an entirely new value exchange between farming and the brand: developing over time from a financial transaction of products and money, to a close partnership built on trust and advocacy
“We now genuinely stand out as the crop protection company that puts the farmer first”Jean Marc-Dardier, Global Head of Marketing, Adama
The essence of this exchange is the brand promise: Simply. Grow. Together. Based on this, we developed five principles to empower and focus the entire organisation. This helped every region to have a voice and share in the success.
A ground-breaking identity + architecture
We brought the thinking to life with a responsive identity that challenges the industry’s conventional approach to brand expression. Building on the farmers’ needs and concerns, it moved Adama from a language of complexity and distance, to one of simplicity and growth.
At its heart is a universal icon that can flex to help farmers navigate information, products and services. It’s agile and practical, but robust enough to stand out in the field and on packaging.
Adama is the first brand to introduce a consistent global colour-coding for product categories to avoid accidental confusion – a key challenge for farmers. It’s also the first to implement a unified, easy-to-read labelling system, with new cans to help prevent counterfeiting and promote safer usage.
The radically new brand architecture completely disrupts the industry standards to deliver simplicity: from a product-centric approach with hundreds of disconnected brands, to two farmer-centric ranges (‘Essentials’ and ‘Advanced’) that help people find the right product.
Lastly, the digital strategy is key. Adama will develop new services that help farmers to grow smarter in the field, but for the first time, it will use the power of the many to exchange experiences.