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 ➞
Some founders would be satisfied with helping millions of people get easier access to doctors. But Zocdoc CEO Oliver Kharraz and his team have bolder ambitions; their sights are on transforming the relationship we have with healthcare forever.
Today, tech-first company Zocdoc helps millions of Americans find neighbourhood specialists, book appointments instantly and cut the form-filling. From day 1, eight years ago, the patient has sat at the centre of the offer. The platform is also loved by doctors, enabling them to spend less time on admin and more on care.
With 600 employees and a recent valuation of the company at $1.8 billion, the Zocdoc team wanted to use their scale to go further. They want to help patients connect across a fragmented landscape and become a trusted centre of care – the digital heart of the experience.
“The new face of Zocdoc looks the way healthcare should – friendly, simple, and most of all, reflective of patients and real life”Richard Fine, VP Marketing, Zocdoc
Out went a desktop-focused experience led by cartoon-like characters and a user flow focused solely on efficiency. In its place, we put forward a responsive, mobile-first experience.
Graphically, the design is a marked departure from sector norms. The warm, yellow-led colour palette is optimistic in feel. Instead of corporate shields and crosses, we created Zee – a line drawing of a dynamic letter Z with eyes, evoking an ever-changing face.
By subtly responding to situations in a human way, Zee helps patients feel like their journey is understood, and a true-to-life photographic style mirrors patients’ day-to-day lives. Taken together, and unlike any peer, the visual elements create the impression that Zocdoc is completely designed around patient needs.
“It combines the friendliness and aesthetics of Airbnb with the functionality of OpenTable and a dose of its own take on these new visual standards”UnderConsideration
Everyone played with and tested the system out in different use cases, and critically, real patients were brought into the conversation at an early stage. They were key to the decision-making process, and ultimately chose the most radical solution. Feedback loops between us and the end users provided a basis for swift improvements.
With an experience designed to match their bold human vision, Zocdoc is now a better partner to millions of patients, and puts them in control of their own health.
“The Virgin brand gives us a license to be unconventional. With the Grid we’ve created something exciting for members, unlike anything else”Tim Carter, Group Brand Director, Virgin Active
Next up, The Pack
Following our work on The Grid, Virgin Active challenged us to develop a group cycle product for worldwide launch. With huge potential for integrating live performance data, the already popular format needed a revamp.
We looked at the opportunity from four different perspectives: the users, the market, the product and the business strategy. Our analysis showed that exercise is more rewarding when there’s a shared purpose, yet the Group Cycle experience, despite playing out in the proximity of other people, was essentially solitary. The new product would change this. It would be based on a simple concept, ‘together we ride’, and pit teams against each other.
From concept to experience
We partnered with Virgin Active’s marketing, technology and fitness teams to design the overall user experience. Rather than lean towards the pro-performance racers, we designed for the fun-loving ‘Exertainer’ audience, and created challenges with a typically Virgin flavour – Sumo, Speed Freaks, Hold the Line and Big Burnout.
With concepts in place, we needed to think about how it would play out in the studio. We explored the technical architecture of the fitness product and established the capabilities of the environment, working closely with Virgin Active’s design team and partners, including Deloitte Digital, Hutchisons and Horare Lea.
“I am really proud of the product. There are so many complex parts that we’ve managed to pull together smoothly, resulting in an exceptional experience”Dael Williamson, Head of Enterprise Architecture, Virgin Active Europe
In a short period of time, we delivered a breadth of work with a single multidisciplinary team covering strategy and concepts, visual, interaction, game and environment design, software development, IT infrastructure planning, and go-to-market creative. Crucial to this process was the ability to work draw on the expertise of specialist Virgin Active teams.
The Pack was rolled out in eight Virgin Active clubs in May 2016, before riding into gyms across the world to change group exercise for good.
“Working with Wolff Olins, we have created a unique product which harnesses the fun and team spirit that’s so much a part of Virgin Active”Clare Gambardella, Chief Marketing Officer, Virgin Active Europe
The word ‘cancer’ used to make people uncomfortable. It was discussed behind closed doors, and relief organisations only connected with patients inside surgeries and hospitals.
Macmillan were best-known for their nurses and the end-of-life care they provided. Their behaviour and communications felt institutional, which limited their scope.
But the landscape in the UK was changing. Relationships between charities and their supporters had evolved and it was becoming clear that the 2 million+ affected by cancer could benefit from social, practical support. There was potential for a radical shift.
From relief to support
We made the case that we all need to play a part in the solution to cancer, and in this context, Macmillan wasn’t simply about ‘cancer relief’ for patients. It could be an everyday source of support for anyone affected by the disease.
If Macmillan were to become truly ‘everyday’, they had to find a place within our daily lives. They needed a presence in schools, in workplaces, on the high street and online. We created an expression that would inspire participation from these places. It would feel personal and immediate, rather than institutional.
Getting into shape
In beginning to enable those living with cancer to provide support for each other, Macmillan faced a big challenge. We helped them build capabilities and select the right agency partners. We created an open access making site for supporters, Be.Macmillan, where they could design professional quality materials.
We coached all levels, up to the CEO, to own and live the change. Macmillan’s in-house design team spent weeks at our offices, and our experience principles guided ongoing work.
“The new brand helped us to recruit excellent fundraisers from across all sectors”Lynda Thomas, Director of Fundraising, Macmillan
Realising the strategy
Within two years of the rebrand Macmillan’s fundraising had defied the recession, increasing by £26 million – a 6% year-on-year growth. They were helping far more people, in more places, than ever before: website visitors had doubled; callers to the Macmillan Support Line increased by 35%; and 50% more people had found the benefits they were entitled to.
Macmillan revolutionized the way Macmillan supports their volunteer community. There are 40,000 regular users and content templates have grown ten-fold, saving marketing spend and empowering an army of fundraisers.
“We became a completely different organisation, with a much more dynamic and can-do attitude”Hilary Cross, Director of External Affairs, Macmillan
While this wasn’t all the direct result of the rebrand, the work undoubtedly helped to provide the platform for a more self-assured and assertive organisation.