Silver

Okell’s Brewery was established on the Isle of Man in 1850, but the identities of the individual ales were developed individually - with no thought on brand. This resulted in a collection of outdated, ‘homespun’ badges that only appealed to real ale specialists. The brand also needed to increase their relevance to a younger audience of drinkers without alienating the existing older customer base.

Shepherd Neame wanted to tap into authentic British history during their Glorious 2012 campaign for their flagship ale brand, Spitfire. They wanted to encourage gifting and collectability, to recruit younger drinkers from ages 20-50 and increase volume growth of the brand by at least 15%. Shepherd Neame wanted to create a legacy for the brand.

Michael Butcher and Phil Palmer started the Two Cocks Brewery at the end of 2011, and wanted to raise awareness of the brand among traders and consumers. The business objectives were to generate bottle sales of at least 20 cases per month and to minimise labelling costs. The Two Cocks Brewery wanted to limit production to enable them to retain 100% autonomy and remain a micro-brewery.

The National Grid is aiming to achieve world-class levels of health and safety by 2015, and electric cable strike avoidance is one of their biggest priorities. Accidentally hitting cables during excavation can cause serious injury and even deaths - yet those out in the field are some of the most difficult to reach and engage with.

Diageo’s Brand Store is located within the brand’s headquarters at 7HQ, London. It sold spirits, wines, champagne and beers to Diageo employees and visitors - but was seen internally as little more than a place for staff members to collect their allowance.

A complete refurbishment and refocusing of the shop was carried out by Sedley Place, making greater use of the available space on the ground floor. Flexible bespoke displays and shelving units were fitted, as well as an eye-catching central island to display Diageo’s brands to the best effect.

British Gas, the largest of the Big Six energy suppliers, was determined to rebuild its relationship with its customers, and regain trust. They wanted to redesign the bill, as it is their main point of contact with customers. The main aim was to increase customer satisfaction and reduce query calls.

Lippincott focussed on what should be included or removed from the bill. Key information was made obvious, industry jargon substituted by user-friendly icons and wording was altered from ‘a way to pay’ to ‘a way to save’, which adjusted the perception of British Gas’s value system.

Marks and Spencer (M&S) is one of the largest high street retailers in the UK. The brand recognised that it holds a greater responsibility to the global community, and set a target of becoming the world’s most sustainable retailer by 2015. The challenge was to find new impactful, creative and relevant ways to engage meaningfully with consumers.

Scotland Yard Adventure Centre, known as The Yard, provides indoor and outdoor adventure play facilities for children and young people with additional support needs. Their Annual Report is the main way they communicate with the public. With the company wanting to roll out nationally, the design and tone of their main communications tool needed to be rejuvenated.

The opening of Kirkstall Brewery coincided with the period of deep recession in 2010, a time when beer tax increased and pubs across the UK were closing. The brewery needed to combat both this issue and stiff competition from other microbreweries in their home territory of Yorkshire.

Manx Telecom is a telecommunications and IT service provider to the Isle of Man and, increasingly, to the rest of the world. But in 2010, with HG Capital recently taking ownership, it set a new growth agenda and employed Conran Design Group to help fulfil this through a brand refresh.