2013

Responding to trends in home hygiene, Reckitt Benckiser identified an opportunity to extend its Dettol and Lysol (US) brands into the personal care category with a no-touch handwash dispenser. It needed to be freestanding, battery powered and easy to use.

The HR and Legal teams of US-UK-based National Grid were nervous about the potentially negative online behaviour and breaches to policy that could occur from allowing all of its 15,000 workers to access social media.

British Gas wanted to increase workplace motivation, engagement levels and performance through their employee recognition scheme, by ensuring their workers felt valued and recognised. A scheme - Simply Thank You - already existed and worked by inviting employees to send examples of where colleagues had embodied key priorities of the organisation. The scheme lacked traction, nominations often required prompting and the cost of rewards was becoming prohibitive.

Since 2006, Museums Galleries Scotland (MGS) has run a weekend of approximately 90 events, designed to showcase the eclectic cultural experiences in the country. However, the cuts to public sector budgets in 2011 signalled the body’s need to up the ante, and to get visitors interested in museums and galleries once again.

The adidas range of sports footwear increases by some 4,000 new designs every season. The challenge for the brand was to make their entire inventory available to shoppers, even from their high street stores.

Adidas approached Start JudgeGill to create the ultimate in-store product wall. By creating an engaging personal experience, consumers would have more reason to purchase and interact with the brand. The Virtual Footwall Wall (VFW) uses touchscreen technology to provide access to each product, which can be instantly ordered online if unavailable in store.

Marks & Spencer has a significant stake in the UK bakery market, with 450 bakeries, but by 2009 changes in the sector and increasing competition meant these bakeries weren’t achieving their potential. Following on from the success of the new M&S Café concept the same in-house retail team were given the task of reviewing and reigniting the in-store bakery.

After the acquisition of Chad Valley by the Home Retail Group (HRG) and the introduction of the brand into the Argos catalogue, repositioning was required to ensure that the brand was seen as an imaginative world of endless play. The objective was to create a core toy brand that allowed ‘kids to be kids’ whilst offering great value for money.

KFC menus contain a large range of products, and needed to make the range easier and more tempting to choose from. The brand wanted to communicate a commitment to quality and increase appeal to women. They also needed to be flexible and future-proof for new promotions and products.

In 2010 the National Trust approached 999 to refresh and rationalise their face-to-face membership POS materials. Business objectives were simple: to increase the number of members and revenue for the organisation. 999 reviewed the route to purchase, sampling visitor journeys, including how they arrived at National Trust attractions and what touch points they encountered.

Valspar wanted to connect with UK consumers and convert them from buying pre-tinted paint to tinting in-store. To help introduce Valspar to the UK, Webb deVlam was challenged to create a new market for the brand and encourage new consumer habits.