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 ➞
By providing a viable alternative to piracy, as a start up Spotify achieved a cult-like status in its native Sweden and much of Europe. Since it entered the U.S. market in July 2011, it has made a splash in the U.S. But like many music acts, if Spotify is going to have a significant impact on the music landscape, they need to grow the American audience and educate the market about what’s on offer beyond Apple.
“We want to bring music to every single person and bring it to every moment of their life”Daniel Ek - Founder, Spotify
Getting to the heart of it
To continue their rapid growth and efforts to win the hearts, minds and ears of the American mainstream, our task was to help Spotify define how music played a defining role in people’s lives.
Building on existing segmentation work, we designed qualitative research with our partners, customer insight agency C Space. We studied the music habits and preferences of two user groups in four typical markets.
In parallel, we mapped the user experience: from a search on Google, to landing at the website, signing up, downloading and using Spotify, and through ongoing product experience and customer service interfaces. We identified the points that could be improved along the way.
Lastly, we spoke with employees and industry experts to precisely define Spotify’s unique position in its category. Why was it different from competitors, and what was its real reason for being?
Based on our insight, we redefined Spotify’s position around the idea of ‘the right music for every moment’. This created a clear a sense of their audiences and echoed the central part music plays in all aspects of their lives.
Branching out without selling out
We worked with the leadership team and over 100 stakeholders to build the brand and its supporting experience principles. In less than six months, we galvanised key teams in the business, ensuring buy-in and understanding of the strategy from the outset. We ignited a wave of people-centric innovation across product and marketing.
The brand now serves as a strategic lens. Every internal team – from the Leadership Group and User Insights to HR and Operations – is using it as a starting point for their thinking.
In March 2013, Spotify confirmed they had acquired over 4 million new users and 1 million subscribers, keeping it on track to bring in more than $684 million in 2013 from subscribers alone. Having also recently confirmed over 6 million global subscribers and over 24 million global active users, the brand has grown up. It’s become accessible to a huge new audience, without ever losing its cool.
USA TODAY was built on the founder’s vision to be a “forum for better understanding”. As pioneers in using visual story telling and concise copy, they were dedicated to telling the news in a way that made it relevant to the lives of everyday Americans.
30 years on this pioneering vision had become lost in a sea of imitators, parody-makers, and digital competitors. The brand looked dated and was struggling to navigate the changing media landscape. Hundreds of branded initiatives resulted in a disparate experience.
They asked us to help them reposition USA TODAY as a future-fit news organisation.
“USA TODAY was designed to be different”Al Neuharth, Founder, USA Today
To launch the new brand, we created a national campaign covering digital, TV, print, and out-of-home advertisements. The concept centred on visual storytelling and kicked off in NYC with a Grand Central subway station take-over.
In the month after launch, the number of unique visitors to USA TODAY’s mobile sites increased by 79%, and the brand’s digital revenue increased by over 69%.
“In the month after launch, there was a 100% increase in Facebook fans and a 69% increase in digital revenue”Gannett Market Research
Further market research showed they had 6,000+ new Twitter followers, their Facebook fans were up over 100%, and almost two-thirds of readers thought the redesign of the newspaper made the news easier to read. Gannett — the media company that owns USA TODAY — reported a first-quarter profit increase of 53%.
When Virgin Media approached us, there was no overall visual system in place so the experience lacked coherence. We set up sessions with agency partners and internal brand, marketing, and HR teams and audited around 6,000 pieces of print and digital output. These sessions helped Virgin Media’s people to air their concerns, which in turn helped us to form a stronger picture of exactly what needed fixing. Our thoughts grew into a brief that asked three questions:
1) what was the attitude that ran through Virgin Media?
2) how could we enable them to respond quicker and in the right way?
3) how could we bring that to life in VM’s applications?
“Wolff Olins are a hugely valuable partner. Passionate, smart, warm and committed to change for good. I enjoy working with them. No matter what challenge we face, we deliver”Adrian Spooner, Head of Brand, Virgin Media
In 2007, USA Today ranked AOL 4th in a list of 25 things that shaped the internet. An early tech pioneer, they had provided premium internet service to millions in the late 90’s and early 00’s. For many, AOL was their first gateway to the World Wide Web.
But the media world had changed – from one-way broadcast to conversations that were fragmented, non-linear and niche. Stuck in an outdated model, AOL found itself suffering from a decline in subscriptions, revenue, morale and brand image. Following an unsuccessful eight-year merger with Time Warner, they planned to spin-off and become a separate public company.
Recognising its inflection point, AOL hired new management. Their goal was to create a company with a strong strategy and mission: to inform, entertain and connect the world with extraordinary content experiences.
“AOL is in a turnaround situation. It will take every ounce of blood, sweat and tears to make it successful.”Tim Armstrong, CEO, AOL
“Our new identity is uniquely dynamic. We plan on standing behind the brand as we take the company into the next decade.”Tim Armstrong, CEO, AOL
“The Internet needs better quality content. This is an ambitious mission but we are hiring, developing and encouraging the best creative talent in the world.”Tim Armstrong, CEO, AOL
Today, AOL has successfully reinvented itself as a brand-led company that invests in experiences that align with its mission. Home to a world-class collection of premium brands, it creates original content that engages audiences on a local and global scale.