2019

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.

Three years after launch, ANDigital’s growth potential was being hindered. The company’s offer differed to your standard digital start-up, but this wasn’t being clearly communicated, making it difficult to achieve stand out amongst larger, global competitors.

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.

With ambitious plans for global growth, spirits company Edrington wanted to increase its contemporary premium offer. Understanding consumers across different markets would be fundamental and an initial innovation and consumer insight stage was undertaken.

This identified a common insight: a brand appealing to a younger, discerning, knowledge seeking audience and aligned to a positioning evoking ‘a sense of liberation and freedom’ could have massive potential.

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.

With BBQs, pool parties and holidays like Memorial Day and 4th July, summer in the US is a key period for drinks brands. In these types of casual, social occasions, vodka tends to lose out to beer and other spirits, so Smirnoff’s new cherry, lime and raspberry flavoured summertime limited edition needed to break through.

A premiumisation trend within the booming gin category was putting mainstream players such as Gordon’s in danger of losing cultural relevance.

Aiming to improve brand perceptions and reduce production costs, Gordon’s underwent a fully integrated graphic and structural redesign. Ensuring Gordon’s was fit for the future whilst remaining true to its roots were key priorities.

Once the luxury ice cream of choice, by 2015 Häagen-Dazs was in trouble. In a thriving category, the brand wasn’t growing and was losing market share. A dramatic increase in consumer appeal was needed to reconnect with a younger demographic and reignite growth.