The document summarizes several new corporate brand identities that were launched in 2010, including:
1. Towers Watson, Ageas, Cassidy Turley, Expedia, Bausch + Lomb, Diversey, Mobilicity and the city of Regina, Saskatchewan launched new identities.
2. Bausch + Lomb's rebranding is questioned as their old identity was only 5 years old and the rationale for change was weak.
3. Diversey simplified its symbol too much, making it flatter and less distinctive than its previous "water lily" symbol.
4. Expedia's new identity modernized its symbol but lost some of the charm of travel conveyed by its old
This article discusses one-to-one marketing, which involves customizing communications and offerings for each individual customer based on their preferences. While this approach sounds new, proprietors have long taken care of customers by remembering their details. However, mass production strategies replaced personalization. Now, educated consumers want individual treatment, competition is high, and technology enables detailed customer data collection and targeted communications. To implement one-to-one marketing, companies should differentiate customers by needs and values, identify prospects and customers, and understand each customer's wants and purchase behaviors. This personalized approach can foster loyalty and returns.
The document summarizes new corporate brand identities from Primerica, Cable & Wireless Communications, Yellow Pages (Canada), Everything Everywhere, CNO Inc., Australia Unlimited, Hong Kong, and Astral. It notes that some brand identities are further explained after being featured, such as with Ageas, where more aspects of the branding were later revealed. The summaries of each new brand identity critique aspects of the logos, wordmarks, and strategies in both positive and negative ways.
The document discusses the criteria for identifying a brand essence. It defines a brand essence as the single intangible attribute that differentiates a brand from its competitors. It then outlines 9 criteria for an effective brand essence: 1) it must be unique, 2) intangible, 3) single-minded, 4) experiential, 5) meaningful, 6) consistently delivered, 7) authentic, 8) sustainable, and 9) scalable. Following each criterion is an explanation of why it is important and examples to illustrate the concept.
From Retail to Wetail: the future of retail communicationAlessandro Panella
The retail landscape has changed dramatically over the last 10 years. New technologies have forced retailers to rethink their business models and the way they will engage with consumers and shoppers in the future.
“I think that a lot of retailers are facing up to the fact that the world is omni-channel or multichannel. The point is that retailers have to realize that they need to engage with shoppers whenever and wherever those shoppers are thinking about purchasing.” says Bryan Roberts from Kantar Retail in the latest Brand Z report about the most valuable Retailer Brands in 2012.
During that period of time we’ve seen a pure-play e-commerce retailer, Amazon, become the most valuable retailer brand in the world. The role of the physical store has changed – moving away from merchandising products to offering unique brand experiences. To put it in the words of Vittorio Radice, CEO of leading Italian department store La Rinascente, “We want to be the place where we know that the people shopping there are not actually shopping for products, they‘re shopping for an experience.”
This transformation is happening everywhere. Discounters have recognized the need to reinvent themselves and provide better quality and service instead of just cheap prices as evidenced by the move of Aldi Süd in Germany who is planning to grow the share of branded products in its assortment to as much as 25%. Shoppers should no longer be called shoppers if one thinks about the traditional definition: “One who visits stores in search of merchandise or bargains.” The times when people were searching for just merchandise or bargains are gone. The explosion of social media and the many possible brand interactions have created a new breed of shoppers. These people want to have a say in what is sold, they join forces to gain better prices and are more than happy to share their experiences if they feel listened to.
So how do retail brands strive in such an environment? How will they engage with the new breed of shoppers? What does the future of retail communication look like? These are just some of the questions we will raise in this study and we hope that you’ll find the answers interesting.
Global brands allow companies to achieve economies of scale in production and marketing. However, some national brands are better suited to local tastes and cultures. The document discusses the advantages and risks of both global and national brands. It concludes that companies should use global brands where possible but national brands where necessary to adapt to local conditions.
Strong brands drive financial performance by developing relationships with consumers through various experiences that form brand associations. These associations are stored in the brain according to knowledge, experience, or emotion, and brands succeed by having well-developed associations across all three areas. Marketing aims to create and strengthen brand associations through visual cues like logos, packaging colors, and shapes that act as keys to unlock the stored brand memories and influence purchase decisions. Effective branding integrates the brand into marketing communications in a central, creative way rather than just displaying the brand name or logo.
The document discusses several corporate rebranding efforts, including:
1) Comviva launching a new name and brand identity to represent itself as a leading provider of mobile services in emerging markets.
2) Videotron refreshing its brand identity to represent its new suite of cable, internet, phone and wireless services.
3) Brazilian steel company Usiminas launching a new identity to position itself for global growth, featuring a strong symbolic 'U' mark but weakening the brand by using multiple color options.
SOBO provides customized promotional products and branding services. They have over 15 years of experience designing products that align with clients' unique personalities and appeal to target audiences. SOBO adds value by designing, manufacturing, and delivering goods to maximize return on investment. Their in-house creative team can design innovative products, like those with augmented reality features. SOBO ensures projects are completed on time and within budget.
This article discusses one-to-one marketing, which involves customizing communications and offerings for each individual customer based on their preferences. While this approach sounds new, proprietors have long taken care of customers by remembering their details. However, mass production strategies replaced personalization. Now, educated consumers want individual treatment, competition is high, and technology enables detailed customer data collection and targeted communications. To implement one-to-one marketing, companies should differentiate customers by needs and values, identify prospects and customers, and understand each customer's wants and purchase behaviors. This personalized approach can foster loyalty and returns.
The document summarizes new corporate brand identities from Primerica, Cable & Wireless Communications, Yellow Pages (Canada), Everything Everywhere, CNO Inc., Australia Unlimited, Hong Kong, and Astral. It notes that some brand identities are further explained after being featured, such as with Ageas, where more aspects of the branding were later revealed. The summaries of each new brand identity critique aspects of the logos, wordmarks, and strategies in both positive and negative ways.
The document discusses the criteria for identifying a brand essence. It defines a brand essence as the single intangible attribute that differentiates a brand from its competitors. It then outlines 9 criteria for an effective brand essence: 1) it must be unique, 2) intangible, 3) single-minded, 4) experiential, 5) meaningful, 6) consistently delivered, 7) authentic, 8) sustainable, and 9) scalable. Following each criterion is an explanation of why it is important and examples to illustrate the concept.
From Retail to Wetail: the future of retail communicationAlessandro Panella
The retail landscape has changed dramatically over the last 10 years. New technologies have forced retailers to rethink their business models and the way they will engage with consumers and shoppers in the future.
“I think that a lot of retailers are facing up to the fact that the world is omni-channel or multichannel. The point is that retailers have to realize that they need to engage with shoppers whenever and wherever those shoppers are thinking about purchasing.” says Bryan Roberts from Kantar Retail in the latest Brand Z report about the most valuable Retailer Brands in 2012.
During that period of time we’ve seen a pure-play e-commerce retailer, Amazon, become the most valuable retailer brand in the world. The role of the physical store has changed – moving away from merchandising products to offering unique brand experiences. To put it in the words of Vittorio Radice, CEO of leading Italian department store La Rinascente, “We want to be the place where we know that the people shopping there are not actually shopping for products, they‘re shopping for an experience.”
This transformation is happening everywhere. Discounters have recognized the need to reinvent themselves and provide better quality and service instead of just cheap prices as evidenced by the move of Aldi Süd in Germany who is planning to grow the share of branded products in its assortment to as much as 25%. Shoppers should no longer be called shoppers if one thinks about the traditional definition: “One who visits stores in search of merchandise or bargains.” The times when people were searching for just merchandise or bargains are gone. The explosion of social media and the many possible brand interactions have created a new breed of shoppers. These people want to have a say in what is sold, they join forces to gain better prices and are more than happy to share their experiences if they feel listened to.
So how do retail brands strive in such an environment? How will they engage with the new breed of shoppers? What does the future of retail communication look like? These are just some of the questions we will raise in this study and we hope that you’ll find the answers interesting.
Global brands allow companies to achieve economies of scale in production and marketing. However, some national brands are better suited to local tastes and cultures. The document discusses the advantages and risks of both global and national brands. It concludes that companies should use global brands where possible but national brands where necessary to adapt to local conditions.
Strong brands drive financial performance by developing relationships with consumers through various experiences that form brand associations. These associations are stored in the brain according to knowledge, experience, or emotion, and brands succeed by having well-developed associations across all three areas. Marketing aims to create and strengthen brand associations through visual cues like logos, packaging colors, and shapes that act as keys to unlock the stored brand memories and influence purchase decisions. Effective branding integrates the brand into marketing communications in a central, creative way rather than just displaying the brand name or logo.
The document discusses several corporate rebranding efforts, including:
1) Comviva launching a new name and brand identity to represent itself as a leading provider of mobile services in emerging markets.
2) Videotron refreshing its brand identity to represent its new suite of cable, internet, phone and wireless services.
3) Brazilian steel company Usiminas launching a new identity to position itself for global growth, featuring a strong symbolic 'U' mark but weakening the brand by using multiple color options.
SOBO provides customized promotional products and branding services. They have over 15 years of experience designing products that align with clients' unique personalities and appeal to target audiences. SOBO adds value by designing, manufacturing, and delivering goods to maximize return on investment. Their in-house creative team can design innovative products, like those with augmented reality features. SOBO ensures projects are completed on time and within budget.
1) The document provides an overview of new corporate brand identities that were featured in the January 2011 issue of New Identity Alert, including Starbucks, FAO Schwarz, Symantec, Airtel, Solutia, Whirlpool, GM Financial, and the Rio 2016 Olympic Games.
2) Many of the rebrands aimed to project a more modern image, such as Starbucks' refinement of its iconic siren logo and FAO Schwarz's new sterile jester symbol. However, some identities like Miller Thomson's new logo received criticism for being unprofessional.
3) Reviews offered commentary on whether the new identities strengthened or diluted the brand equities of each company. Some succeeded in leveraging past strengths while others
Tony Spaeth analyzes notable corporate identity programs from 2000. He summarizes programs from BP Amoco, ExxonMobil, Pharmacia, Worldcom, Sensient Technologies (formerly Universal Foods), Ingersoll-Rand, and Syngenta. The identity programs reflected mergers, spin-offs, rebrandings and repositionings. Spaeth evaluates the strategic and creative aspects of the identity work, and what they reveal about corporate leadership.
This document provides summaries of new brand identities for several major companies that were unveiled in late 2009, including:
- Commerzbank, which evolved its identity after merging with Dresdner Bank to feature a new "ribbon" symbol.
- AOL, which introduced a new wordmark written in lowercase letters, raising issues around how the name should be pronounced and written.
- MSN, which unveiled a simpler butterfly logo to work alongside Microsoft's Bing search engine, moving it further from the Microsoft brand.
- Several other companies like Hertz and Renaissance Hotels that made minor evolutions to their existing brand identities, while Hilton separated its corporate brand from its hotel brand identities.
Tieto, a Finnish IT company, launched a new brand identity in late 2008 that shortened its name from TietoEnator to simply Tieto. The rebranding aims to modernize the company's image as it operates in 30 countries worldwide, primarily in Northern Europe and Russia, with about 16,000 employees. The new identity features a simplified wordmark in blue intended to communicate the company's focus on technology and innovation. While streamlining the name, the rebranding hopes to strengthen Tieto's position in the global IT market.
The document summarizes new corporate brand identities for several companies that were launched in February 2009, including Kraft Foods, Rohm, Reckitt Benckiser, Pepsi, Citroën, and Air France. It provides commentary on each new identity, noting positives and areas for improvement. The document also discusses issues around ownership of public figures' brands and likenesses in relation to commemorative products featuring President Obama.
Nike began in 1964 as Blue Ribbon Sports and was founded by Bill Bowerman and Phil Knight. Through innovative products, strategic acquisitions and partnerships with athletes, Nike grew to become the leading sportswear company in the world. Key events in Nike's growth included launching the Nike brand in 1972, signing Michael Jordan in 1984 which led to the popular Air Jordan line, and acquiring brands like Converse. Today Nike operates over 1,100 stores globally and has annual revenue of over $34 billion.
This document summarizes Tony Spaeth's annual report on noteworthy identity programs from 1999. It discusses several corporate rebranding efforts, including:
- AstraZeneca, formed from the merger of Astra and Zeneca, taking the initials "AZ" to represent their duality.
- BD (Becton Dickinson), which adopted the initials and a new symbol/logo to strengthen its corporate brand across diverse medical units.
- Silicon Graphics' (SGI) transition to an initials-only logo, which failed to fully distance it from its original name.
- Hewlett-Packard's spin-off Agilent Technologies and its "agile" name
The document summarizes Tony Spaeth's annual report on noteworthy identity programs from 1999. It discusses several corporate rebranding efforts, including:
1) The merger of Astra and Zeneca to form AstraZeneca, with their "AZ" logo suggesting a biochemical model.
2) Becton Dickinson's rebranding effort to unite their diverse medical units under a stronger corporate brand, adopting the initials "BD" as their new logo.
3) Several companies that spun off divisions, including Agilent Technologies from Hewlett-Packard and ON Semiconductor from Motorola.
4) Hyperion Solutions' adoption of a unique multicolored circle-H logo
Cargill underwent a fundamental change in approach and culture under new CEO Warren Staley to become more customer-focused and innovative. It changed its logo, designed by Franke+Fiorella, to symbolize this change by incorporating a leaf into its classic oil drop symbol. Boise Cascade also sought transformation under new CEO George Harad, dropping "Cascade" from its name and replacing its tree symbol with a classical wordmark designed by Siegelgale to represent its new structure. Centerpulse, formerly Sulzer Medica, underwent a rebranding led by CEO Stephan Rietiker and identity firm Interbrand Zintzmeyer & Lux, adopting the new name "Centerpulse" and a logo incorporating a
This insight report focuses on innovative marketing campaigns in sports during the summer of 2012, including the Olympics. It discusses Nike and Adidas showcasing shoe technology through interactive websites, apps to encourage exercise through games and social pressure, and brands crowdsourcing content from fans for the Olympics. It also previews visual trends like disorderly design, minimal product photography, and algorithmically generated images from sports data.
Presentation on brands: MASTERCARD, FORD AND PATEK PHILIPPENileshNilay
Nilesh Nilay presented on various brands such as Mastercard, Ford, and Patek Phillipe. The presentation discussed what a brand is, how brands are created, and the history and logo evolution of Mastercard and Ford specifically. Mastercard was founded in 1966 and has evolved its logo over time to become more globally recognized. Similarly, Ford was founded in 1903 and has changed its logo several times to its current iconic blue oval design. The presentation provided insights into how these major brands were established and strengthened over decades.
This document provides a summary and analysis of identity programs and rebranding efforts of several major corporations in 1997-1998. It discusses new logos and identities created for Dow Jones, Meritor, Visteon, Solutia (formerly Monsanto's chemicals division), The Hartford (dropping "ITT" from its name), Bell Atlantic, Credit Suisse, British Airways, and US Airways. The author analyzes how each new identity communicates the company's strategic direction and positioning in the market.
The document provides a situational analysis of the DC Shoe Company brand. It discusses the company's history beginning in 1991 producing t-shirts and later expanding into shoe manufacturing. In 2004, DC Shoes was acquired by Quiksilver Inc. for $87 million. The analysis examines the company, customers, market climate, competition, product, price, placement, and promotion of the DC Shoes brand. It also includes a SWOT analysis and assessment of the current brand status and proposed alterations to the brand strategy.
Nike was founded in 1964 and has grown to become a leading global brand in athletic footwear and apparel. It has faced challenges including revelations about poor working conditions, increased competition, and more recently declines in sales due to the economic impact of the pandemic. Nike continues to focus on innovation in products and using endorsements to strengthen its brand recognition worldwide.
This document provides the rules and questions for the final round of a business and technology quiz competition called Artha. It outlines that there will be 4 rounds total with 44 questions, including 2 dry rounds with bounce and pounce rules, and 2 written rounds. The first written round contains 10 questions about logos and brands, with bonuses for fully correct answers. It then provides the 10 questions and answers about logos of companies like Apple, Quiksilver, Toblerone, Nvidia, Dota 2, 7-Up, RAM trucks, and Pepsi.
The document provides an overview of how to bridge the gap between business strategy and design. It discusses that branding is about creating emotional connections and building trust with customers. The five disciplines of brand-building are outlined as differentiation, collaboration, focus, avoiding ill-considered extensions, and viewing branding as a collaborative project.
THE BRAND GAP is the first book to present a unified theory of brand-building. Whereas most books on branding are weighted toward either a strategic or creative approach, this book shows how both ways of thinking can unite to produce a “charismatic brand”—a brand that customers feel is essential to their lives. In an entertaining two-hour read you’ll learn:
• the new definition of brand
• the five essential disciplines of brand-building
• how branding is changing the dynamics of competition
• the three most powerful questions to ask about any brand
• why collaboration is the key to brand-building
• how design determines a customer’s experience
• how to test brand concepts quickly and cheaply
• the importance of managing brands from the inside
This document discusses how to bridge the gap between business strategy and design through branding. It begins by defining what a brand is - a person's gut feeling about a product, service or organization. It then outlines five disciplines for building a strong brand: differentiation, collaboration, consistency, constancy and congruence. The document argues that an effective brand focuses on a clear message, brings together diverse teams to build the brand, and ensures all brand communications are consistent, continue over time and are true to the brand's identity.
The document discusses the logo and history of Nike. It begins by explaining that the Nike logo represents the wings of the Greek goddess of victory, Nike. It then provides details on the creation of the logo known as the "Swoosh" in 1971 by Carolyn Davidson, a student at Portland State University, and its adoption by Nike (then known as Blue Ribbon Sports). The logo is now valued at $26 billion and is one of the most recognizable brand logos worldwide. The document also discusses how Nike has utilized the logo in athlete endorsements to build its brand image and become one of the most valuable brands.
The document discusses the history and importance of logos. It explains that logos originated from ancient cylinder seals and coins and have evolved over time, spreading through cultural diffusion. Modern logos became widely used during the Industrial Revolution to promote brands. The document also summarizes the logos and origins of several major companies like General Mills, Buick, Xerox, and provides tips for designing an effective logo.
The firm once known as Osler, Hoskin & Harcourt LLP had evolved into one of Canada’s leading business law firms with multiple offices across Canada and in the United States. While the firm’s operations greatly expanded, its cumbersome 20-year-old identity, for which there were no formal standards, did not keep pace. It was also hampered by not being very legible on web sites. In 2005, the decision was made to remedy this.
This case study describes the brand identity we created for Osler.
La société auparavant connue sous le nom d'Osler, Hoskin & Harcourt s.e.n.c.r.l./s.r.l. était devenue l'un des plus importants cabinets d'avocats en droit commercial au Canada comptant des bureaux partout au pays ainsi qu'aux États-Unis. Alors que les activités du cabinet prenaient beaucoup d'expansion, son identité gênante datant d'une vingtaine d'années, pour laquelle il n'existait aucune norme officielle, n'arrivait plus à suivre le rythme. De plus, elle n'était pas très lisible sur les sites Web. En 2005, le cabinet a pris la décision de remédier à cette situation.
This case study describes the brand identity we created for Osler.
1) The document provides an overview of new corporate brand identities that were featured in the January 2011 issue of New Identity Alert, including Starbucks, FAO Schwarz, Symantec, Airtel, Solutia, Whirlpool, GM Financial, and the Rio 2016 Olympic Games.
2) Many of the rebrands aimed to project a more modern image, such as Starbucks' refinement of its iconic siren logo and FAO Schwarz's new sterile jester symbol. However, some identities like Miller Thomson's new logo received criticism for being unprofessional.
3) Reviews offered commentary on whether the new identities strengthened or diluted the brand equities of each company. Some succeeded in leveraging past strengths while others
Tony Spaeth analyzes notable corporate identity programs from 2000. He summarizes programs from BP Amoco, ExxonMobil, Pharmacia, Worldcom, Sensient Technologies (formerly Universal Foods), Ingersoll-Rand, and Syngenta. The identity programs reflected mergers, spin-offs, rebrandings and repositionings. Spaeth evaluates the strategic and creative aspects of the identity work, and what they reveal about corporate leadership.
This document provides summaries of new brand identities for several major companies that were unveiled in late 2009, including:
- Commerzbank, which evolved its identity after merging with Dresdner Bank to feature a new "ribbon" symbol.
- AOL, which introduced a new wordmark written in lowercase letters, raising issues around how the name should be pronounced and written.
- MSN, which unveiled a simpler butterfly logo to work alongside Microsoft's Bing search engine, moving it further from the Microsoft brand.
- Several other companies like Hertz and Renaissance Hotels that made minor evolutions to their existing brand identities, while Hilton separated its corporate brand from its hotel brand identities.
Tieto, a Finnish IT company, launched a new brand identity in late 2008 that shortened its name from TietoEnator to simply Tieto. The rebranding aims to modernize the company's image as it operates in 30 countries worldwide, primarily in Northern Europe and Russia, with about 16,000 employees. The new identity features a simplified wordmark in blue intended to communicate the company's focus on technology and innovation. While streamlining the name, the rebranding hopes to strengthen Tieto's position in the global IT market.
The document summarizes new corporate brand identities for several companies that were launched in February 2009, including Kraft Foods, Rohm, Reckitt Benckiser, Pepsi, Citroën, and Air France. It provides commentary on each new identity, noting positives and areas for improvement. The document also discusses issues around ownership of public figures' brands and likenesses in relation to commemorative products featuring President Obama.
Nike began in 1964 as Blue Ribbon Sports and was founded by Bill Bowerman and Phil Knight. Through innovative products, strategic acquisitions and partnerships with athletes, Nike grew to become the leading sportswear company in the world. Key events in Nike's growth included launching the Nike brand in 1972, signing Michael Jordan in 1984 which led to the popular Air Jordan line, and acquiring brands like Converse. Today Nike operates over 1,100 stores globally and has annual revenue of over $34 billion.
This document summarizes Tony Spaeth's annual report on noteworthy identity programs from 1999. It discusses several corporate rebranding efforts, including:
- AstraZeneca, formed from the merger of Astra and Zeneca, taking the initials "AZ" to represent their duality.
- BD (Becton Dickinson), which adopted the initials and a new symbol/logo to strengthen its corporate brand across diverse medical units.
- Silicon Graphics' (SGI) transition to an initials-only logo, which failed to fully distance it from its original name.
- Hewlett-Packard's spin-off Agilent Technologies and its "agile" name
The document summarizes Tony Spaeth's annual report on noteworthy identity programs from 1999. It discusses several corporate rebranding efforts, including:
1) The merger of Astra and Zeneca to form AstraZeneca, with their "AZ" logo suggesting a biochemical model.
2) Becton Dickinson's rebranding effort to unite their diverse medical units under a stronger corporate brand, adopting the initials "BD" as their new logo.
3) Several companies that spun off divisions, including Agilent Technologies from Hewlett-Packard and ON Semiconductor from Motorola.
4) Hyperion Solutions' adoption of a unique multicolored circle-H logo
Cargill underwent a fundamental change in approach and culture under new CEO Warren Staley to become more customer-focused and innovative. It changed its logo, designed by Franke+Fiorella, to symbolize this change by incorporating a leaf into its classic oil drop symbol. Boise Cascade also sought transformation under new CEO George Harad, dropping "Cascade" from its name and replacing its tree symbol with a classical wordmark designed by Siegelgale to represent its new structure. Centerpulse, formerly Sulzer Medica, underwent a rebranding led by CEO Stephan Rietiker and identity firm Interbrand Zintzmeyer & Lux, adopting the new name "Centerpulse" and a logo incorporating a
This insight report focuses on innovative marketing campaigns in sports during the summer of 2012, including the Olympics. It discusses Nike and Adidas showcasing shoe technology through interactive websites, apps to encourage exercise through games and social pressure, and brands crowdsourcing content from fans for the Olympics. It also previews visual trends like disorderly design, minimal product photography, and algorithmically generated images from sports data.
Presentation on brands: MASTERCARD, FORD AND PATEK PHILIPPENileshNilay
Nilesh Nilay presented on various brands such as Mastercard, Ford, and Patek Phillipe. The presentation discussed what a brand is, how brands are created, and the history and logo evolution of Mastercard and Ford specifically. Mastercard was founded in 1966 and has evolved its logo over time to become more globally recognized. Similarly, Ford was founded in 1903 and has changed its logo several times to its current iconic blue oval design. The presentation provided insights into how these major brands were established and strengthened over decades.
This document provides a summary and analysis of identity programs and rebranding efforts of several major corporations in 1997-1998. It discusses new logos and identities created for Dow Jones, Meritor, Visteon, Solutia (formerly Monsanto's chemicals division), The Hartford (dropping "ITT" from its name), Bell Atlantic, Credit Suisse, British Airways, and US Airways. The author analyzes how each new identity communicates the company's strategic direction and positioning in the market.
The document provides a situational analysis of the DC Shoe Company brand. It discusses the company's history beginning in 1991 producing t-shirts and later expanding into shoe manufacturing. In 2004, DC Shoes was acquired by Quiksilver Inc. for $87 million. The analysis examines the company, customers, market climate, competition, product, price, placement, and promotion of the DC Shoes brand. It also includes a SWOT analysis and assessment of the current brand status and proposed alterations to the brand strategy.
Nike was founded in 1964 and has grown to become a leading global brand in athletic footwear and apparel. It has faced challenges including revelations about poor working conditions, increased competition, and more recently declines in sales due to the economic impact of the pandemic. Nike continues to focus on innovation in products and using endorsements to strengthen its brand recognition worldwide.
This document provides the rules and questions for the final round of a business and technology quiz competition called Artha. It outlines that there will be 4 rounds total with 44 questions, including 2 dry rounds with bounce and pounce rules, and 2 written rounds. The first written round contains 10 questions about logos and brands, with bonuses for fully correct answers. It then provides the 10 questions and answers about logos of companies like Apple, Quiksilver, Toblerone, Nvidia, Dota 2, 7-Up, RAM trucks, and Pepsi.
The document provides an overview of how to bridge the gap between business strategy and design. It discusses that branding is about creating emotional connections and building trust with customers. The five disciplines of brand-building are outlined as differentiation, collaboration, focus, avoiding ill-considered extensions, and viewing branding as a collaborative project.
THE BRAND GAP is the first book to present a unified theory of brand-building. Whereas most books on branding are weighted toward either a strategic or creative approach, this book shows how both ways of thinking can unite to produce a “charismatic brand”—a brand that customers feel is essential to their lives. In an entertaining two-hour read you’ll learn:
• the new definition of brand
• the five essential disciplines of brand-building
• how branding is changing the dynamics of competition
• the three most powerful questions to ask about any brand
• why collaboration is the key to brand-building
• how design determines a customer’s experience
• how to test brand concepts quickly and cheaply
• the importance of managing brands from the inside
This document discusses how to bridge the gap between business strategy and design through branding. It begins by defining what a brand is - a person's gut feeling about a product, service or organization. It then outlines five disciplines for building a strong brand: differentiation, collaboration, consistency, constancy and congruence. The document argues that an effective brand focuses on a clear message, brings together diverse teams to build the brand, and ensures all brand communications are consistent, continue over time and are true to the brand's identity.
The document discusses the logo and history of Nike. It begins by explaining that the Nike logo represents the wings of the Greek goddess of victory, Nike. It then provides details on the creation of the logo known as the "Swoosh" in 1971 by Carolyn Davidson, a student at Portland State University, and its adoption by Nike (then known as Blue Ribbon Sports). The logo is now valued at $26 billion and is one of the most recognizable brand logos worldwide. The document also discusses how Nike has utilized the logo in athlete endorsements to build its brand image and become one of the most valuable brands.
The document discusses the history and importance of logos. It explains that logos originated from ancient cylinder seals and coins and have evolved over time, spreading through cultural diffusion. Modern logos became widely used during the Industrial Revolution to promote brands. The document also summarizes the logos and origins of several major companies like General Mills, Buick, Xerox, and provides tips for designing an effective logo.
The firm once known as Osler, Hoskin & Harcourt LLP had evolved into one of Canada’s leading business law firms with multiple offices across Canada and in the United States. While the firm’s operations greatly expanded, its cumbersome 20-year-old identity, for which there were no formal standards, did not keep pace. It was also hampered by not being very legible on web sites. In 2005, the decision was made to remedy this.
This case study describes the brand identity we created for Osler.
La société auparavant connue sous le nom d'Osler, Hoskin & Harcourt s.e.n.c.r.l./s.r.l. était devenue l'un des plus importants cabinets d'avocats en droit commercial au Canada comptant des bureaux partout au pays ainsi qu'aux États-Unis. Alors que les activités du cabinet prenaient beaucoup d'expansion, son identité gênante datant d'une vingtaine d'années, pour laquelle il n'existait aucune norme officielle, n'arrivait plus à suivre le rythme. De plus, elle n'était pas très lisible sur les sites Web. En 2005, le cabinet a pris la décision de remédier à cette situation.
This case study describes the brand identity we created for Osler.
En janvier 2006, le ministère de la Santé et des Soins de longue durée a attribué à la société Ontario Air Ambulance (OAA) la responsabilité de coordonner tous les aspects du système de transport médical de la province. La société OAA a reconnu la nécessité de posséder une identité de marque convaincante qui était compatible avec tous les aspects de ses responsabilités croissantes.
Cette étude de cas décrit l’image marque que nous avons créé pour Ornge.
Canadian Helicopters Group Inc., the largest helicopter transportation services company operating in Canada, had acquired Helicopters NZ, New Zealand’s largest helicopter operator with bases in New Zealand, Australia, Laos and Cambodia. They also decided to rename the corporate company HNZ Group Inc., in part, to end the confusion with CHC (their former owner prior to 2000). A new brand identity was required to unify the company under one brand.
Cette étude de cas décrit l’image marque que nous avons créé pour le Groupe HNZ.
The Government of Canada commissioned a branding project for the 2010 Olympic and Paralympic Winter Games in Vancouver. A unified branding system was developed that complied with both existing federal identity standards as well as the Games' branding. The branding system included a comprehensive kit of parts that allowed for consistent application across various mediums while maintaining a cohesive voice. Detailed graphic standards manuals guided outside agencies in properly implementing the branding for over 32 government departments and initiatives to promote the Games. The Canada 2010 brand was successfully rolled out across the country thanks to the clear guidance and file formats provided.
En tant que pays hôte des Jeux olympiques et paralympiques d'hiver de 2010, qui ont eu lieu à Vancouver, en Colombie-Britannique, le gouvernement du Canada a décidé de présenter une image cohérente et distinctive dans l'ensemble de ses produits et initiatives de communication. L'image devait incarner la vision que le gouvernement se faisait des jeux et être utilisée par plus de 32 ministères et organismes gouvernementaux. Ce projet présentait, entre autres, le défi suivant : la conception devait respecter les éléments du Programme de coordination de l'image de marque (PCIM) du gouvernement fédéral, ainsi que les emblèmes et les normes graphiques des Jeux de Vancouver 2010.
Cette étude de cas décrit l’image marque que nous avons créé pour le gouvernement du Canada.
2. NEW IDENTITY ALERT page 2
March 2010
Among the new brand identities featured are corporate or product brands. Imagine another
Towers Watson, Ageas, Cassidy Turley, Expedia, shoe company called Nike, or a computer company
Bausch + Lomb, Diversey, Mobilicity and for the called Apple. These companies (and their lawyers)
city of Regina, Saskatchewan. As in past years, work hard to ensure this would never happen.
this being the first New Identity Alert of the year
(if a bit later than usual), this issue features the One wonders why Vancouver would wait until
best and worst brand identities featured last year. after the Olympics to launch their brand identity.
They obviously decided they couldn’t do it while
There are at least 7 communities named the world’s attention was focussed on their British
Burlington in North America, 9 called Columbus Columbia namesake. On the other hand, the
and two cities called Vancouver. One of them launch certainly could have had more attention.
recently hosted the 2010 Olympic and Paralympic Yet the Games did not come as a surprise last
Winter Games. The other, a bit further south, month – Vancouver was selected to host the
appears to be concerned that they were confused Games in 2003. One would have thought
with their neighbour to the north. As a result, Vancouver, WA would have done this sooner.
Vancouver, Washington’s tourism office has just
launched a new brand identity that pointedly The Games were, at the very least from a
highlights that they are located in the United Canadian perspective, exciting, fun to watch,
States and that their city was settled before that and some would even say inspirational. From a
other Vancouver. branding perspective, one can’t help but be a bit
more cynical. The IOC is deeply concerned about
One feels their pain. How do you differentiate any brands that appear during the Games. Every
yourself, when you share the same regional inch of existing facilities was “papered” with the
location, not to mention the same name? This Vancouver graphics to cover up any stray brands.
is something that would never happen with The Canadian hockey team had to have new
uniforms designed, because the Hockey Canada
logo appeared on their shirts. Of course, the
Nike swoosh appeared prominently on athletes’
garments. Skiers and snowboarders, in true
Olympic tradition, removed their skis or boards
and pointed their brands at the cameras at the end
of their runs. Maybe future Games should award
medals for sponsors and “official suppliers,” since
at times it seemed the Games were meant more to
celebrate them than the athletes who competed
and won our hearts with their efforts.
Cover image: The Regina coat of arms
3. NEW IDENTITY ALERT An occasional survey of new corporate brand page 3
identities compiled from on-line news sources
March 2010
by Method Branding.
B A u sc h + Lo m B This well-known eye care
product brand introduced its new brand identity at
the beginning of the year. Founded in 1853,
Bausch + Lomb is headquartered in Rochester, NY
and employs over 10,000 people worldwide. Its
products include contact lenses and lens care
products, ophthalmic surgical devices and
instruments, and ophthalmic pharmaceuticals. OLD BR AND iDeNtit y
Comment Why rebrand? Their old brand
identity was just over five years old (see New
Identity Alert, May 2004). The rationale for the
rebrand, “strong momentum coming out of last
year, as well as a number of planned new product
launches and market initiatives over the coming
months…” is hardly an indication of a significant
change that would dictate the need for a new OLDeR BR AND iDeNtities
brand identity. The other puzzling aspect of this
rebranding initiative is why they would introduce
the “B+L” initials. They rightly identify Bausch +
Lomb as a well-known brand. Why dilute it by
trying to move to initials? It’s not as if their name
is either too long to pronounce, or is incongruent
to their current brand (i.e., GE no longer being
primarily focused on electrical products).
And, after all these efforts to rebrand, the new
brand identity is not a better mark than their
previous brand identity. It is not bad, just one
more question in an undefined, perplexing
rebranding initiative.
bausch.com
4. NEW IDENTITY ALERT An occasional survey of new corporate brand page 4
identities compiled from on-line news sources
March 2010
by Method Branding.
D I v E R s E Y On March 1, JohnsonDiversey
changed its name, as announced, following its
acquisition by a private equity firm this past
November. The Diversey name extends back to
1923, when it was founded. After it was acquired
by Johnnson Wax in 2002 from Unilever, the
company changed its name to JohnsonDiversey.
Diversey claims it has sales of more than OLD BR AND iDeNtit y
$3.0 billion in more than 175 countries and that
it is a leading global provider of commercial
cleaning, sanitation and hygiene solutions. It is
headquartered in Sturtevant, Wisconsin, and
has over 10,000 employees.
Comment Clearly an evolution over the previous
brand identity, the new brand identity is not as
successful as the previous one. Diversey has
opted for a simplified, smaller version of the older
“water lily,” that is flatter, without the finesse and
without the former’s shimmer. Some of the petals
of the symbol now appear, inexplicably, to be
accents on the letters of the name. This certainly
doesn’t help with the pronunciation of Diversey,
which is clear enough. While there is nothing
terribly wrong about the new logotype, it is clearly
more generic looking. In the end, had they just
removed the name Johnson from their previous
mark, they would have been better off. The one
good piece of news is that their new web site
is well done.
diversey.com
5. NEW IDENTITY ALERT An occasional survey of new corporate brand page 5
identities compiled from on-line news sources
March 2010
by Method Branding.
E x p E D I A .co m This well-known online travel
website updated their brand identity at the
beginning of the year. Expedia.com describes
itself as “the world’s leading online travel site,
helping millions of travelers per month easily plan
and book travel.” Expedia.com is an operating
company of Expedia, Inc., and in addition to their
US web site, Expedia also has 16 other interna- OLD BR AND iDeNtit y
tional web sites, including Australia, Canada,
India, Japan, France, Germany and the UK.
Comment This evolution of their brand identity
is reasonably well executed and contemporary.
The symbol borrows the concept of an airplane
and a blue globe and translates it into a more
contemporary (if more corporate looking) icon.
The logotype has also been updated, translating
the curves on the vertical strokes of the letter p
and d into angles. Apart from changing the colour
to blue, the capital E and the lowercase letters
of the name have a better balance in the new
logotype. And yet, the total may be less than
satisfying. Unlike the recent update of the Air
Miles loyalty brandmark, which retained the
romance of travel with its old airplane, Expedia.
com has lost its charm with its corporate looking
mark. The press release announcing the rebrand
spoke of “superior value, ease and convenience”
with Expedia.com. Which brand mark, then, is best
suited to communicate “travelers who book with
Expedia.com can be confident that they got the
right trip at a great price?” Viewed from this
perspective, the new brand identity is best suited,
even if it lacks the charm of the former.
expedia.com
6. NEW IDENTITY ALERT An occasional survey of new corporate brand page 6
identities compiled from on-line news sources
March 2010
by Method Branding.
m I N T E L This international market research firm
launched its new brand identity last month.
Founded in London in 1972, Mintel describes itself
as “a leading global supplier of consumer, product
and media intelligence… (providing) insight into
key worldwide trends, offering exclusive data and
analysis that directly impacts client success.”
Their other locations include Chicago, New York, OLD BR AND iDeNtit y
Sydney, Shanghai and Tokyo.
Comment Their new tagline “Intelligence in time”
is the best thing about this rebranding effort,
accurately reflecting their claim that “Mintel’s
market intelligence, combined with best-in-class
service, enables clients to make the right decision
at the right time.” They have largely kept to the
same colour palette as their previous identity,
adding purple which they say represents
“inspiration and decisiveness” (another example
of overblown press release prose). A speech
bubble is hardly original – see the next page – so
what happened to the firm’s inspiration and
decisiveness? The new brand identity is not bad,
just bland.
mintel.com
7. NEW IDENTITY ALERT An occasional survey of new corporate brand page 7
identities compiled from on-line news sources
March 2010
by Method Branding.
m o B I L I c I T Y Data & Audio Visual Enterprises
Wireless Inc. (DAVE Wireless) announced last
month that it will launch its mobile telephone
service in Toronto this spring, under the Mobilicity
brand name. Following the Canadian wireless
spectrum auction, it is one of several new mobile
services brands recently, or about to be, launched
in Canada. Mobilicity will operate in 10 of the 13 OLD BR AND iDeNtit y
largest markets including Toronto, Vancouver,
Calgary, Edmonton and Ottawa, accounting for
more than half of Canada’s population.
Comment The new name is described as
“incorporating the mobile carrier’s focus on
simplicity for city-based customers.” It certainly
anchors the new brand in the city, but is it simpler
than Dave? One could argue that Dave has more
urban attitude without having to say city. The new
mark, while based on speech bubbles that are
hardly original (see the previous page), is still well
done. The colours are fresh and appealing, and
the two overlapping speech bubbles suggest a
conversation. One can observe that the overlap
was carefully considered: if the overlap went too
far to the left, mobil would be transformed to mob,
and the overlap on the right correctly highlights
the word city. As a piece of graphics, the Mobilicity
mark is superior to Dave, but a well-crafted Dave
brand identity would have resulted in a more
original brand.
mobilicity.ca
8. NEW IDENTITY ALERT An occasional survey of new corporate brand page 8
identities compiled from on-line news sources
March 2010
by Method Branding.
R E g I N A Mayor Pat Fiacco unveiled the brand
identity last month during his annual State of
the City address. Regina is the capital of
Saskatchewan, in the Canadian prairies. Located
in the southern portion of the province, with
a population of about 190,000, Regina claims it
has over 350,000 hand-planted trees. It was
first incorporated as a town in 1883 and named OLD BR AND iDeNtit y
the capital of the Northwest Territories. The press
release announcing the new brand identity
revealed that the research and development fees
for this branding engagement were approximately
$320,000.
Comment This isn’t fair. Regina is, by most
measures, a small town (when does a town
become a city?) that claims nearly twice as many
hand-planted trees as it has residents. Yet it
has paid a significant amount of money to be
rebranded. So the question is not whether its
brand is up to the standard one would expect of
major urban cities with millions of residents,
but whether it has received its money’s worth?
The answer is no. The new symbol is an
unsuccessful attempt to be an infinity loop – to
ie it to the tagline. It doesn’t work, and it’s too flat.
Even bringing the diagonal blue line over the
vertical orange would have been an improvement.
It is telling that Regina is holding on to its “I love
Regina” mark. Even though the new brand identity
is intended to replace the Regina script and
cityscape mark, this imitation of the “I Love NY”
mark obviously resonates with Regina residents,
and the new identity can’t compete with it.
regina.ca
infinitehorizons.ca
9. NEW IDENTITY ALERT An occasional survey of new corporate brand page 9
identities compiled from on-line news sources
March 2010
by Method Branding.
I D E N T I v E g R o u p Completing the merger
of Bluehill ID, Hirsch Electronics and SCM
Microsystems, the new company launched their
new name and brand identity at the beginning of
the year. Identive describes itself as a “leading
provider of products, services and solutions for
the security, identification and RFID industries.
Through its Group of companies, Identive serves OLD BR AND iDeNtities
customers in diverse global markets spanning
the identity management and access control value
chains.” With headquarters in Santa Ana,
California and St. Gallen, Switzerland, the
company has operations in Europe, United States,
Brazil, Canada, Australia, Japan and India.
Comment This is an appropriate name and
interesting brand signature. The name reflects
their area of expertise, confirming and managing
peoples’ identities and determining access based
on that information. One can surmise (no explana-
tion was provided in the press release announcing
the new brand identity) that the symbol is meant
to represent a scanner’s motion. This again would
make sense for this company. Not clear is why the
symbol is beige. Is this meant to represent the
colour of skin? That would be a strange choice,
leaving aside demographic issues that arise from
such a colour rationale. The other interesting
decision Identive has taken is to retain the legacy
corporate brands as product/service brands.
Without a real knowledge of this specialized
marketplace and the equities in these brand, it is
impossible to render an opinion if this was the
correct decision.
identive-group.com
10. NEW IDENTITY ALERT An occasional survey of new corporate brand page 10
identities compiled from on-line news sources
March 2010
by Method Branding.
c A ss I DY T u R L E Y This new commercial real
estate brand was officially launched at the
beginning of the month. Cassidy Turley claims it is
“one of the largest commercial real estate services
providers in the U.S., with 420 million square feet
of managed space in 57 locations and $16 billion
in completed transactions for 2008.” Most of the
offices are former Colliers operations in cities FORmeR BR AND iDeNtit y
such as Washington, DC, New York City, Baltimore,
Charlotte and Raleigh. Cassidy Turley further
states that it has over 360 shareholders through-
out their network across the country.
Comment This an example that demonstrates
that good brand identities need not be complex,
or visually ornate. Using two names from some of
the legacy names (from Cassidy & Pinkard Colliers
[Washington, DC] and Colliers Turley Martin Tucker
[St. Louis]), the wordmark is simple and straight-
forward. The forward slash, which the press
release refers to as “the Edge graphic,” is meant
to symbolize the edge the company provides its
customers by “combining (their) deep connections
to (their) clients, community and industry with the
customized solutions (they) provide.” Sure, but it
works visually. By aligning the letter y at the end
of both names, it is also a smart and elegant
solution. The black and green give the mark a
modern, fresh appearance. They have also
extended “the Edge” in the design of the website,
collateral and advertising – smartly unifying all
the Cassidy Turley communications.
cassidyturley.com
11. NEW IDENTITY ALERT An occasional survey of new corporate brand page 11
identities compiled from on-line news sources
March 2010
by Method Branding.
Av I AT N E T W o R k s This provider of IP network
technology, previously known as Harris Stratex
Networks, Inc., unveiled its new brand identity
last month. Aviat Networks claims it is “the
wireless expert in advanced IP network migration,
building the foundation for the 4G/LTE broadband
future, (offering) best-of-breed transformational
wireless solutions, including LTE-ready microwave OLD BR AND iDeNtit y
backhaul, WiMAX access and a complete portfolio
of essential service options that enable wireless
public and private telecommunications operators
to deliver advanced data, voice, video and
mobility services around the world.” With com-
pany headquarters in Morrisville, North Carolina,
and international headquarters in Singapore, Aviat
lists offices on all continents around the world.
It has 1,500 employees serving 260 mobile
networks around the world.
Comment No explanation (from yet again another
company) for what the new name and symbol are
meant to represent. Is the name derived from Via,
which means way? Explanations are required to
properly frame the brand and “seed it” with the
intended attributes and meaning. That stated, this
is a well designed symbol and logotype. One can
assume that the arcs are meant to represent
mobile networks and the flow of communications.
The logotype is appropriately contemporary and
approachable with its upper and lowercase
typography. One wonders, though, whether the
word Networks was needed. It is currently so small
and light, one wonders why include it?
aviatnetworks.com
12. NEW IDENTITY ALERT An occasional survey of new corporate brand page 12
identities compiled from on-line news sources
March 2010
by Method Branding.
A g E A s Fortis announced om March 10 that
pending shareholder approval in April, it will
become “ageas.” With head offices in Brussels
and Utrecht, in the Netherlands, Fortis no longer
describes itself as a banking and insurance group,
but as a leader in the insurance market. It claims
to be “the undisputed leader of the Belgian
market for Individual Life and Employee Benefits”, OLD BR AND iDeNtit y
as well as a leader in automobile insurance in
Great Britain, France, Hong Kong, Germany, Turkey
and Ukraine. It also has operations in Italy,
Portugal, China, Malaysia, India and Thailand.
Fortis currently employs over 10,000 people.
Comment Another casualty of the financial
services meltdown, Fortis is trying to right itself
– with mixed results. They describe the name as
deriving from the Latin word agere, which means
“action, drive, and a conviction to forge ahead.”
They also break the name down letter by letter
ascribing meaning to them, which is a stretch. The
new wordmark is understated, which was clearly
the company’s intention. The lowercase treatment
is further sign of a company humbled, “ We
know our business, but we don’t want to force our
opinions on anyone…”
The problem is that they confuse a wordmark with
how the name should appear in text. Fortis is
capitalized as a logotype, and appears in upper
and lowercase in text. The same logic should apply
to their new name. Just because the wordmark
is ageas, does not mean that it should not appear
as Ageas in text.
fortis.com
13. NEW IDENTITY ALERT An occasional survey of new corporate brand page 13
identities compiled from on-line news sources
March 2010
by Method Branding.
To W E R s WAT s o N With the completion of
their merger, this HR company launched its new
brand identity at the beginning of the year. Towers
Perrin and Watson Wyatt are now Towers Watson.
The company describes itself as “a leading global
professional services company that helps organi-
zations improve performance through effective
people, risk and financial management.” With its OLD BR AND iDeNtities
headquarters in New York City, Towers Watson
states it has over 14,000 employees worldwide.
Comment This is an interesting symbol,
resembling a person’s signature. This is reinforced
by the Welcome heading on their web site and
corporate brochure, appearing as a handwritten
word. Given that their business is human
resources consulting, this handwritten signature
is quite appropriate. One wonders about the
selection of colour. It is worth noting that they
decided not to use blue, which was a legacy colour
in both the Towers Perrin and Watson Wyatt brand
signatures (and according to some estimates, 70%
of all corporate marks). They have selected a
warm, (and more distinctive) orange-red instead,
which is certainly friendlier than blue. Blue,
however, would have been more in keeping with
the idea of the handwritten signature, as though
it were the blue ink of a pen. One also has to
welcome the company’s decision to use only the
first names in the firms’ legacy names. While most
companies, faced with a merger have also only
kept one word from each company name, some
have tried to retain all words, sometimes combin-
ing them, as in Towersperrin Watsonwyatt. Good
for them that they resisted doing such a thing.
towerswatson.com
14. NEW IDENTITY ALERT An occasional survey of new corporate brand page 14
identities compiled from on-line news sources
March 2010
by Method Branding.
T h E B E sT o f 2 0 0 9 With the global recession
in full force, there seemed (from a totally unscien-
tific, unmeasured perspective) to be fewer brand
identities launched last year. As a result –partially
– there were fewer truly great brand identities
launched. The good ones seemed to be simpler
designs. Orange and yellow tones are still popular
colours of choice for brand identities (though
Usiminas does use several other primary colours
for their symbol). The recession is also proving to
be the catalyst for a number of new brand identi-
ties in the financial sector, and resulted in one of
the best brand identities of the past year.
Chartis was born from the ruins of AIG, the insur-
ance behemoth. A simple compass concept
incorporated into the letter C was a smart solution
that is “well married” to the company’s new name.
Sometimes, a simple straightforward approach is
required, and FICO, the credit rating firm, has an
appropriately strong, simple wordmark. On the
other hand Symbian, the Open Source software
organization, opted for a brand identity that is one
of the most humourous, warmest brand identities.
Usiminas, the Brazilian steel company, has a
strong symbol – the letter U that represents the
bucket that holds molten steel. The Stone River
symbol is another symbol that is “well married” to
the name of this software company.
chartisinsurance.com
fico.com
symbian.org
usiminas.com.br
stoneriver.com
15. NEW IDENTITY ALERT An occasional survey of new corporate brand page 15
identities compiled from on-line news sources
March 2010
by Method Branding.
T h E W o R s T o f 2 0 0 9 For the first time in
reviewing the past year’s worst brand identities, a
company has “earned” two mentions. Kraft earns
a special place for launching one of the worst
brand identities in recent memory (the top mark
with the red swoosh), and then, seemingly recog-
nizing the mistake, changed it with a variation that
is just as bad. This is truly surprising from such a
brand-savvy company. Even it were never noted for
the quality of the design of their brands, this is
truly a revelation of how large companies can
badly brand themselves. In fact, the other exam-
ples of the worst of the year, as in past years,
come from large corporations.
Pepsi rebranded, changing their red, white and
blue ball into what is supposed to be a smile.
(They were also pilloried for an over-the-top
rationale document that made the rounds of online
branding blogs.) Statoil, while well rendered, has a
strange look for an international energy company.
As was previously noted, it would have been more
appropriate for a line of hair products. And Kraft is
now in a league of its own when it comes to bad
brand identities. They should simply revert back to
the familiar Kraft mark on their packaging. Intact is
the inexplicable mark for what used to be ING
Insurance in Canada.
pepsi.com
statoil.com
kraftfoodscompany.com
intactinsurance.com