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When Amelia Kirchoff began her journey back to good health following a battle with cancer, she enlisted the help of Macrobiotic living and with the desire to share the power of whole foods with the world, she founded GoMacro.
The issue was GoMacro entered into a market place full of established brands and mass-market offerings. Despite being a superior product, GoMacro lacked desire and was a difficult sell. In 2012 the decision was made to breathe life into the brand with a new name, identity, packaging design and supporting collateral.
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As former athletes, the founders of OTE (On The Edge) knew there was a better way of doing sports nutrition. Their aim was to deliver products that could give athletes the physical edge through superior nutrition and the mental edge through expert advice.
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In 2009 five founding directors came together and developed a business plan around the cooperative model of selling fairly traded products. Just 18 months later though, the Fair Traders Cooperative faced closure due to low sales volume, poor trading results and cashflow issues.
A new strategy and business model was required. The name was changed to Fair Trader to better engage with the target market and prevent confusion, the website was redesigned and a clean brand was developed that focused on core values.
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With traditional craft ale surging in popularity in recent years, Twickenham Fine Ales needed to re-establish itself as the authority on the beverage, be relevant to today’s drinkers and stand out from its new competitors.
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Vivid Vitality occupies a unique place in the lifestyle and health drinks market as producers of matcha, nature’s most powerful green tea. The entrepreneur behind bringing the superfood to the Western world, James Shillcock, wanted to revolutionise the ready-to-drink tea category by creating a lifestyle brand to appeal to young professionals and coffee connoisseurs.
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Merchant Cash Express (MCE) – the first organisation in the UK offering SMEs funding through card ‘factoring’ – knew they had a great service but quickly realised the brand was lacking. This meant focusing on the creation of a complete brand strategy (separate to that of the parent company) to set MCE apart, improve engagement and clarity of communication, and double economic growth by 2016.
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London’s oldest luxury car dealership H.R. Owen needed to counteract the effects of the financial crisis. It wanted to unite different areas of the business with an experience which employees and clients would be proud to be part of. What began as a simple brand refresh, far outreached its original aims.
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London Creative and Digital Fusion wanted to establish themselves as the go-to partner for entrepreneurial SMEs in the creative and digital spaces. Simplifying their range of services, highlighting the benefits of working in partnership and removing the ambiguity around eligibility were the three key routes to achieving this aim and to involving 1,000 businesses.
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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.
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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’.