Agency:
Client:
Dunhill Tobacco needed to create an ultra-modern flagship store that would help them sell their product in an industry that is negatively perceived. Suffering from the ban on consumption in public, the tobacco industry has experienced a long-term decline in sales.
By moving away from the tradition and formality of old gentleman’s clubs, the 1A St James’s flagship store was transformed into an aspirational lifestyle hangout. The central idea was ‘new heritage’ with an eye to offering an experience
to appeal to astute devotees.
Agency:
Client:
Offering a computer that you can build yourself, Kano entered the market looking to develop a computer kit from scratch that would provide an out-of-the-box experience and move away from the traditional separation between product and packaging. The objective was to launch the Kano kit on the crowdfunding platform Kickstarter with the aim of raising $100,000.
Agency:
Client:
In response to data suggesting most children aged between four and ten exceed the recommended daily intake of sugar by more than a third, GSK staged a complete relaunch of Aquafresh for Kids in 2013 with the aim to recruit families to the brand early, before a child even gets their first tooth.
Agency:
Client:
With the Easter Self-Eat market dominated by one brand with little variety to consumers, Mars Chocolate UK introduced Maltesers MaltEaster in 2009.
The brief was to disrupt the market by producing something that portrayed the well-recognised attributes of the Maltesers brand. The design needed to be fun and novel, standing out through inspired graphics and structure. The ultimate design result was an exceptional moulded cream- filled chocolate form that stands neatly upright, encouraging impulse purchase.
Agency:
Client:
As a brand that relishes its position outside of the norm, Dress2Kill’s approach to tailoring has always set it apart. But with recession hitting, the brand wasn’t expressing the superiority of the product to customers.
Agency:
Client:
Established in 1884, Arco recorded annual sales of £214 million in 2008 but then the recession arrived. Arco’s customers struggled and performance flatlined.
The distributor of safety equipment, workwear and factory equipment needed to refocus the brand on what they stood for and what made them special, with the brief concentrated on delivering sustainable sales and profit growth.
Clarifying Arco’s purpose was the central aim and by creating new images and a change in behaviour rather than a change in logo, the brand strategy identified them as ‘Experts in Safety’.
Agency:
Client:
After many trips to the USA bringing back popcorn, Joseph Sopher decided that somebody needed to create a high quality version of the snack in the UK.
He sought to develop a strong brand to capture the attention of premium retailers who could sell his gourmet, natural snack to grown-ups. The key was to promote the idea of ‘taste done tastefully’ and there needed to be a strong emphasis on the quality of the natural ingredients. So ‘Joe & Seph’s: Gourmet popcorn chef and connoisseur’ was launched into the market place with outstanding impact.
Agency:
Client:
Staying at the top of the supermarket retail industry is
no easy task. Booths has done just that by employing innovative brand and design thinking.
A holistic identity project that has affected almost all areas of the business grew out of the original plan to refresh the identity for only one store in 2011. Four specific strategic business objectives have been applied: the development of own- label, the introduction of a loyalty card, development of new and old stores and focussing communications on the huge Christmas trading spike.
Agency:
Client:
In a move to launch the world’s first global brand of children’s homeopathic medicine, DHU commissioned DewGibbons + Partners to create a new business strategy that would encompass all of its existing natural remedies for children. The result would be a consistent identity for DHU’s numerous products previously sold under different names.
Agency:
Client:
Despite being the largest of its kind, the National Railway Museum was starting to see declining interest. However, this had not impacted its aspirations of becoming the North of England’s premier heritage attraction. Facing stiff competition from many other Northern attractions, Science Museum Group turned to Thompson Brand Partners to help them stand out in a crowded marketplace and drive family appeal.
