Silver

Despite the popularity of Great British Bake Off, frustratingly for home baking brand Whitworths, sales in the category were flat. Research discovered a large slice of Whitworths’ buyers were ‘snackers’ not bakers, driving a new direction for the brand.

A full brand redesign was undertaken to change shoppers’ perception and move the brand into the healthy snacking category. The challenge was to discover a positioning that allowed for this step without ignoring that most of the current brand value was on the baking aisle.

World of Zing is a food and drink range that comprises everything from artisanally made table sauces to award-winning craft bottled cocktails, all produced using the latest in molecular mixology and cocktail ageing facilities.

To extend the brand’s fame beyond the South London foodies who’d been shopping the range at Brockley Market since 2014, World of Zing needed a clear brand purpose and visual language to grow the business, without losing its artisanal foundations.

GSK’s global brand parodontax (aka Corsodyl in the UK) is a toothpaste that tackles gum disease. The brand retails at double the category price, but its identity and packaging didn’t support this. With planned USA market entry and ambitious growth plans, it was clear a change was needed, especially as 42% of decisions in the category are made in-store.

Newby Teas is an established player in the top end of the global tea market, but its Classic Tea Collection range – which is sold at nine times the price of a traditional cuppa – was struggling to break into mass UK retailers.

Although the product was highly rated, its design wasn’t reflecting the true quality of the tea and the Collection was being rejected because of a lack of distinction and appeal. A brand redesign was required to relaunch the Collection and to achieve the primary objective of distribution in Sainsbury’s.

Despite the industry booming, conventional fitness outlets aren’t providing the kind of personalisation that is defining the narrative of modern lifestyles, and their exercise equipment has also failed to move with the times.

Zana Morris had a vision to combat these shortcomings. Aiming to extend her philosophy of ‘intelligent exercise’ into a disruptive offering, she would be moving her Harley Street gym to a new location and wanted to transform it into a holistic health space, under a new brand.

In 2014 the Severfield-Rowen group of companies made a loss of -£0.2 million. Despite being the UK’s largest specialist structural steel group, it had a tired identity and customers didn’t realise that each of the four operational brands were part of a whole, negatively impacting on sales.

To sustainably grow revenue and return to profit, a fundamental part of the new business strategy was to create a clear vision and progressive identity for the business to position it as market-leader.

Clover launched in 1983 as a low-fat alternative to butter, but in 2015 the brand was suffering. Consumers were moving away from spreads and back to butter, as attitudes were changing. Clover’s penetration had dropped from 30.6% to 25.8%, equating to a loss of over one million households.

For every bottle sold, ethical water brand Thirsty Planet guarantees a donation to charity Pump Aid, who use it to enable communities in sub-Saharan Africa to access clean, safe water. In 2016, sales had started to slow. With ambitious targets to increase donations to charity by at least 20%, Thirsty Planet’s owner looked to develop the brand and packaging to drive better performance.

Recruitment business Craft lacked standout in a competitive market and at the end of its first year of trading had fallen short of its turnover target.

Not wanting to be reliant on outgoing communications such as cold calling to develop relationships, Craft needed a strong and memorable brand identity to position it as an active part of the design scene and increase applications and incoming enquiries from this target market.

With design and branding strategy at the forefront of its business agenda, eve – the UK’s first ‘bed in a box’ – disrupted the staid mattress market and became a globally recognised lifestyle brand in under three years.

Launching in 2015, an impactful creative idea was needed to achieve the start-up’s aim of explosive growth of £260,000 turnover in its first year.