Gold

Symington’s wanted to launch an authentic Ramen noodle brand that epitomises the company’s entrepreneurial spirit and to fill a gap in the market by tapping into the growing demand for Asian fast food. They also wanted to maximise the pull of ‘packed’ work lunches and the opportunity afforded by a commodity category which alienates many consumers.

The challenge for Really Good (QVS) was to appeal to buyers in the highly competitive bread and baked goods market. As their range of 11 premium breads is so artisan and different, they didn’t want their products to get lost in the bread section amongst lower-quality competitors.

Buckwud bottles the best 100% pure maple syrup, sourced and produced in Canada for the UK market. Unlike competitor products, Buckwud syrup isn’t blended with other sugar-based liquids – a major selling point for Wellness Foods, owner of the brand and producer of other Rowse products.

Noble Foods set themselves a new objective for 2012: to launch a new egg brand into the category. Having enjoyed success with the launch of the happy egg co. developed by partner consultancy Springetts, the company looked to keep their momentum going and develop their brand portfolio.

Bath Rugby’s new owner Bruce Craig wanted a sharper focus on the club’s digital communications strategy in line with an objective to differentiate themselves from other clubs. Positive were tasked with developing a first-class website, online shop and mobile site that connected with fans, recruited new supporters, improved revenue and reflected the brand and vision of the club.

Excellent, a small charity supporting rural African communities, needed to make fundamental changes to its branding. In order to extend its reach and deliver long-term growth, the charity had to adapt its communications to capitalise on its unique offering.

Good Natured, owner of the Happy Monkey kids smoothie brand, wanted to create a strong identity, tone of voice and packaging to encourage increased sales of this product range, and help secure listings with major UK multiples to increase market share and profit.

Royal Caribbean Cruises (RCL) Ltd wanted to ensure that assignment of £500,000 to personnel training would produce a return on investment (ROI) in terms of sales, as well as enhanced brand equity and reduced marketing costs. The training solution also needed to appeal to UK agents and increase uptake, replacing a system that paid agents less per hour than the minimum wage.