Our work: brand strategy; integrated, corporate-wide messaging strategy; ingredient brand research and strategy for LED components; portfolio and brand architecture strategy; brand measurement consulting; product branding strategy; Lighting identity and expression; packaging architecture.
Our work: model naming; brand positioning; consulting on tracking; brand insights dashboard development;
Helping Unit4 find its voice
Unit4, a leader in enterprise software for services organisations, came to us at the start of 2018. They were clear on their positioning but felt they were bringing their brand to life in ways that were unremarkable, and ultimately ineffective.
We reviewed their strategy work and identified a simple truth – that Unit4 creates space to help people do more work that matters. Then we quickly set about designing a system that showed how the idea of ‘creating space’ could come to lifevisually and verbally, with confidence, distinctiveness and attitude.
Since then we have worked extensively with Unit4, from advisory work with the board (including representatives from Advent, their private equity owners, and their Chairman Léo Apotheker), through to research, internal training, copywriting, event design,short form film work, messaging and more.
My work: content creation for brand architecture marketing excellence programme; moderation of training workshops
Segmentation research and brand strategy.
Roxar (part of Emerson)
(Oil and Gas technology). Product launch positioning for new multi-phase flow meter and related technology, brand architecture, ingredient brand name and design, launch material design and copy
IFS is one of the world’s leading specialist industrial enterprise software businesses, serving customers around the world who manufacture and distribute goods, maintain assets, and manage service-focused operations. They have 3,500 employees who support more than ten thousand customers worldwide in asset heavy industries like Aviation, Aerospace and Defence, Oil and Gas, and Mining. Olix has worked with them since 2015, and in April this year injected some new life into the brand to reflect the new CEO’s strategy to be “for the challengers”.
The task was clear. Keep the basics of IFS intact, but make it feel “less Rhine Valley, more Silicon Valley”. The logo and lead colour purple were kept while a new more dynamic approach to graphics, secondary colour and photography were introduced. The effect has been immediate, with staff adopting the new materials enthusiastically, and the central IFS team is currently in the process of rolling out the refreshed look and feel