KPMG is a global network of professional services firms providing Audit, Tax and Advisory services employing 174,000 people and operational in 155 countries.
KPMG Spectrum is a new technology based business offering tailored capabilities, tools and insights. Intelligence generated from the software solutions (third party governance, operating efficiencies, technology, tax and regulatory compliance) will enable organisations to make impactful decisions that sustain and drive growth and solve business issues.
Emulating the very foundations of the business, we delivered a launch identity for KPMG Spectrum that is different, disruptive and experience-led. Only recently launched it has triggered exceptionally positive reactions from existing and prospective clients for such a market-disrupting business.
PHD Worldwide, part of the Omnicom Media Group required a collaborative partner to work with their broad stakeholder team to refresh the global identity.
The first step was to move the 25 year-old PHD mark to a contemporary space, without losing any of its recognisable brand equity. Next step was to rationalise and re-structure the myriad of ‘sub’ logos that had evolved over the years to develop a slick, sharp presentation system.
We have delivered a truly agile identity that works equally well in New York as it does in Shanghai.
All this without losing the all-important PHD spirit and energetic attitude!
With The Council, PHD Worlwide “found a better way”!
With 84,000 employees and 32 million customers in 190 countries it is no surprise that this global healthcare brand had a wide variety of fragmented brand communications and needed our help to “clean up” their global on-screen expression and help them present themselves at their best.
We raised the bar creatively to create a coherent on-screen presence that minimises reinterpretation and reinvention. We thought beyond ‘end frames’ to create a cohesive ‘housestyle’ toolkit across all screens that is practical and flexible for all.
With more than 2m subscribers and a loyalty card scheme that had been “on hold” for almost a year, the path to success for the re-launch of purehmv was steep!
A revised logotype, a new positioning: “cool stuff that money can’t buy” and a seamless transition from the old card to the new (with previous earned loyalty being transferred) its become the card to carry.
Its re-launch success is adding more than 7,000 cards per week. At £3 each it offers you the pass to exclusive content. There were 27,000 cardholder applications for the recent 5SOS (5 Seconds of Summer) event alone when they launched their new album at the HMV flagship store at 363 Oxford Street.
Rescued from the administrator Deloitte in April 2013, by the capital investment company Hilco, HMV had a huge task on its hands. Despite being a much-loved heritage high street brand, negative perceptions and significant competition required a brand re-think.
We partnered with the new management teams at HMV Retail, HMV Digital and HMV Online to define the umbrella brand philosophy and its relationship to each business.
The brand re-launch titled “home of entertainment since 1921” re-ignited the brand in-store (including way-finding and POS) and online and launched a new digital download offer. The ATL campaign launched in the the UK was subsequently taken up in Ireland and Canada and reminded customers of its core offer.
This re-positioning enabled HMV to capitalise on its USP: physical location. Live events increase footfall by 7.5%. Focusing on this has seen a year-on year rise in sales of 9.2% (Q2/FY14). Physical album sales have increased by 12% compared to the sale of digital albums, which slumped 17% as the download market battles with streaming services such as Spotify.
Another brand made better by The Council, or in Paul McGowan’s words (Chairman, HMV). “This business is flying”
We were briefed to create a name, brand and microsite to target “young career starters”.
We challenged the brief with a bigger solution which BAFTA embraced. We have been retained since since 2010. During this time we have overhauled their brand architecture, their digital engagement strategy and delivered a full suite of clearly named, branded and targeted channels through effective UI and UX design. In the process we have migrated dot org to open CMS, we've increased their brand footprint and developed a full suite of brand guidelines for international affiliates whilst keeping a member and governance board involved and onside with some major communications changes.
Recent projects include the new brand and website for Bafta 195, the social media campaign to launch and promote Bafta Breakthrough Brits in association with Burberry and the internal comms campaign to announce the new building plans to open up and extend Bafta’s flagship premises.
Eye-catching internal comms for the biggest commercial broadcaster in the UK
A wide range of communications requirements fulfilled by The Council, these ranged from high-profile VIP invites to eye-catching internal communications reaching out to more than 5000 staff across the UK.
KPMG is a global network of professional services firms providing Audit, Tax and Advisory services employing 174,000 people and operational in 155 countries.
KPMG and McLaren formed a strategic alliance that is unique. KPMG brings a wealth of knowledge of business sectors, data analytics and operational excellence. McLaren brings predictive analytics and simulation through high performance design and technology. Together they transform the ability of big businesses to respond at pace to challenges and to improve their performance. They needed an identity that encapsulates this highly innovative and fluid proposition.
As this strategic alliance is unlike any other consultancy. Delivering results that were previously unimaginable. So the visual identity looks like nothing you’d expect from the world of consultancy.
It's a dynamic, flexible fluid brand fit for the digital world and can take advantage of a wide array of applications and situations as demonstrated here.
With a new ownership structure and a new development strategy it was time for this award-winning television production company to upgrade its outdated visual identity to a brand.
Not just a new logo, but a brand. A brand that tells the betty story clearly and consistently. With a great set of values that are used not just as the benchmark for great story-telling, but also as a framework for recruiting, rewarding, and recognising staff contributions and delivering stand-out amongst their competitors both on-screen and on the desk of commissioning editors!
With an increase in cyber attacks targeting the Media industry (involving stealing information, broadcast takeover and reputational damage), ITV wanted to raise awareness about the importance of information security.
Our fully integrated internal comms campaign reaching more than 6,000 staff in the UK and across the world provided clear instruction. It delivered the information and actions required to make everyone aware about the potential risks to ITV and its information in an entertaining and memorable way. It demonstrated how they could personally contribute to ITV security and how they could protect their work and ultimately ITV.
Established in 1903, this heritage brand, by Royal Appointment needed a re-think for the 21st Century.
With most M&A’s come brand hierarchy problems. This was no exception with RLJ Entertainment’s (itself A subsidiary of RLJ Inc.) acquisition of Acorn Productions, the proud owner of some of the world’s best known content brands including Agatha Christie.
With the 125th anniversary of Agatha Christies birth in 2015, it was time to solve the brand endorsement problems and create a new hierarchy for the organisation. With a multitude of stakeholders both UK and US, a broad range of products: B2B; TV end-boards; online; print; DVD and merchandise in different languages, a simple and elegant solution was required.
The channel UKTVG2 was virtually invisible. People didn't understand the name and spontaneous awareness was less than 2% and the channel had the highest misattribution of any of the ten UKTV channels.
A brand new name, a new positioning “the home of witty banter” based on consumer insight and a unique identity he first of a ten channel network re-brand, based on detailed consumer research and insight. “The home of witty banter” was born.
IPA gold winner 2008.
67% uplift in reach (Source: BARB)
71% uplift in pay TV (Source: BARB)
£4.5m additional profit in 6 months (or £3 return for every £1 invested in marketing)
