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American Express
Over time, the American Express brand had lost relevance to its customers.
Call It Spring
Born in 1991, Call It Spring itself is a millennial, but it was failing to communicate with people of a similar age.
Olmeca Altos
Expanding the world’s 4th largest tequila into the lucrative US market.
Comfort
Unilever needed to unify the brand’s positioning and identity everywhere.
Tesco
Tesco ‘own label’ had a quality issue. The problem wasn’t the food, which always performed well in blind taste tests, the issue was the brand.
Mr Kipling
Mr Kipling was coming under increasing pressure from own-brand ranges.
FremantleMedia
FremantleMedia wanted to reinvent reality TV for a millennial audience.
Campo Viejo
The world of everyday wines is extremely competitive, Campo Viejo need to stay relevant all the time.
Jordans Grin-Ola
Jordans needed to launch a tasty, healthy cereal that kids would love and mums could trust.
Lonza
Lonza Pharma & Biotech needed to become more customer-focused.
RAF100
The Royal Air Force celebrated its centenary and asked us to develop a visual identity for it.
Mr Kipling & Roald Dahl
Mr Kipling needed to combat the category’s annual summer drop in sales.
Coutts
Coutts needed to evolve for a new global clientele.
Optegra
Optegra had grown through acquisition. They needed a unifying brand.
Ryvita
Ryvita was thought of as a diet food. It was time to change perceptions.
Museum of London
Visitor numbers had been falling for years and the Museum of London needed a new direction.
Nescafé Azera
Nescafé needed to respond quickly when competitors launched an instant ‘micro-ground’ category.
Sharwood’s
A century old, the Sharwood's brand needed to engage a new generation of young, image-conscious consumers.
Kotex
Kotex sales were declining and they needed to try something different. How about actually talking to women?
Dylon
Dylon colour dyes had been around for 60 years, but the brand was now in steep decline.
The Co-op
The Co-op was losing market share and selling less own-brand than competitors.
DSM
DSM was moving away from traditional chemicals. They needed to transform their brand.
Chivas Regal The Icon
Chivas Regal wanted to create a new flagship product to appeal to HNWIs.
Slaughter and May
Slaughter and May needed to do a better job of projecting their distinctive brand.
Perrier-Jouët
Perrier-Jouët needed to rediscover their distinctive house style.
Cadbury Heroes
Cadbury had identified an opportunity and wanted to seize it with a new product and brand.
Müller
When Müller first came to us in 2012, they were losing customers. Research showed their packaging was turning people off.
Oxo
Oxo’s design had lost its way. The brand had been diluted and didn’t stand out.
Chivas Regal
The Chivas Regal brand was inconsistent in international markets.
Morrisons M-Savers
Morrisons Value brand had become embarrassing, literally. Customers were ashamed to put it in their baskets.

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