Shaping a new, participatory era for a critical industry ➞
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 ➞
Designing the future of healthcare ➞
Crafting an uncorporate brand experience ➞
Target, the second-largest discount retailer in the United States, is renowned for acting like an innovative upscale boutique, with high quality products at low prices. This strategy had set them apart from others who focused solely on price, and now they had ambitious plans to grow their revenue from $50 billion to $150 billion.
They also had an unruly portfolio of over 240 brands – the result of merchants acting independently to create own-brands, in the absence of a strategic architecture. Consequently, while there was choice, own-brands weren’t driving loyalty. Customers were confused, with research showing only 32% could correctly attribute Target’s own-brands to the right company.
We found a fragmented mass of products that lacked coherence, and recommended that Target manage fewer, bigger, better brands. We created a strategic framework that categorised brands based on their relationship to the master-brand, their role in customers’ lives, their in-store scalability, and their potential profitability.
“The consistent execution of our strategy helps us create the excitement Target guests expect and the shopping experience they love.”Target 2006 Annual Report
We also gave Target a range of recommendations to simplify and upgrade own brands. For example in the consumables category, we conducted quantitative and qualitative analyses to understand the competitive landscape, consumer needs and Target’s unique advantages.
Our learnings led us to create a strategy around ‘Everyday Optimism’, which was about bringing a helpful, positive attitude to daily purchases. We brought this to life with the brand name ‘up & up’, supporting it with a vibrant identity across packaging design and in-store execution.
“The identity gives us the opportunity to deliver on both the ‘expect more’ and ‘pay less’ sides of our brand promise”Mark Schindele, Senior VP Merchandising, Target
Our work helped make Target one of the most valuable retail brands in the US. In 2009, the ‘up & up’ brand registered a 14% increase in comparable sales, and by July 2010, comparable sales were 21% higher than the previous year.
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.
3M is perhaps most famous for Post-it® notes and Scotch® tape but such well-known consumer brands are a small fraction of its 60,000+ products.
It has long been among Fortune’s most admired companies, and it’s almost impossible to get through a day without coming into contact with 3M materials. They’re in cars, planes, mobile devices, hospitals, factories, offices, and homes.
Despite its status as an innovation powerhouse that makes vital contributions to everyday life, the brand is relatively invisible. We were asked to help change this by leveraging the overarching brand platform: 3M Science. Applied to Life.™
We worked with Chief Design Officer, Eric Quint, and Global Creative Director, Donna Root, to create a new identity that would reflect the transformative power of 3M. The company needed a smart system that would be flexible enough to resonate with business partners and customers around the globe.
“Our visual design system must bring life to the 3M experience, elevating every touchpoint”Eric Quint, Chief Design Officer, 3M
“We were excited to co-create a system that would empower everyone to tell the story in a creative yet distinct way”Jan Eumann, Design Director, 3M
The new system was revealed at the annual South by Southwest festival in Austin, Texas in March 2015 and deployed worldwide in a carefully phased program. Reaction from 3M’s widespread businesses has been overwhelmingly enthusiastic, and dynamism now defines the brand experience.