Featured cases
- ABM Industries 2012
- AkzoNobel 2008
- Alcatel-Lucent 2006
- Alliance Boots 2006
- Apple 2007
- Aramark 1994
- ArcelorMittal 2007
- Assurant 2004
- Bausch & Lomb 2004
- BDO International 2010
- Belgacom 2003
- Boise Cascade 2002
- BP 2000
- Broadview Security 2009
- Brocade 2007
- CA 2005
- Cardinal Health 2003
- CEC Bank 2008
- Chemtura 2005
- Cisco Systems 2006
- Cision 2007
- Computer Associates 2001
- Covidien 2007
- Credit Suisse 2006
- CSC 2008
- Daimler 2007
- Delta Air Lines 2007
- Devon Energy 2007
- DSM 2011
- Eastman Kodak 2006
- EDF 2005
- Experian 2007
- Federal Express 1994
- FedEx Corporation 2000
- FICO 2009
- Fiserv Inc. 2009
- Fortis 1998
- Fortis 2006
- Fortis 1991
- Genworth 2004
- Gillette 1993
- Grant Thornton 2008
- Harcourt General 1993
- Harlan Laboratories 2008
- Hyperion 2006
- Ingersoll Rand 2005
- Intel 2006
- Invista 2003
- Johnson Controls 2007
- Kemper 2011
- Lineage Logistics 2012
- LM Wind Power 2010
- Lucent Technologies 1996
- Marathon Oil Corporation 2011
- Marsh & McLennan Companies 2011
- Massachusetts Institute of Technology (MIT) 2003
- McGladrey 2010
- Meredith Corporation 2009
- MFS Investment Management 2012
- Morgan Stanley 2006
- Nielsen 2007
- Nokia Siemens Networks 2007
- Novartis 1997
- NXP Semiconductors 2006
- Outward Bound USA 2005
- Polycom 2012
- Princeton University Press 2007
- Reliance ADAG 2006
- Rockwell Collins 2006
- Samsung 1993
- Sensata Technologies 2006
- Shipley Energy 2011
- Sistema Telecom 2006
- Smith & Nephew 2003
- Sprint (Sprint Nextel) 2005
- Starbucks 2011
- Tenneco 1995
- Texenergo 2011
- The Joint Commission 2007
- The Paley Center for Media 2007
- The Phoenix Companies 2006
- Thomson Reuters 2008
- Tyco Electronics 2007
- Umicore 2001
- Unilever 2004
- Unum Group 2007
- Vale 2007
- Vantiv 2011
- Velfina 2004
- Wolters Kluwer 2005
- Wyeth Pharmaceuticals 2002
- Xerox 2008
Case: Sistema Telecom 2006
2006 old logo This is said, by its makers, to be Russia's first umbrella branding exercise, and it is a particularly clear and dramatic one. Appropriately it's an egg, a friendly symbol of birth and potential. (And in Russia, I'm told, eggs can also connote leadership. Think Fabergé.) AFK Sistema is Russia's largest non-natural-resources corporation, and 80% of it is a collection of some 50 communications companies with little tradition of collaboration and no sense of 'family.' To manage them more efficiently AFK created the Sistema Telecom subsidiary in 1998, but until now it has remained effectively invisible in the marketplace. In 2001, Sergei Shchebetov (MBA Stanford '94) joined AFK to head planning. He built a clearer strategic vision of a coherent multi-product telecommunication group leveraging common leadership, technology and communications platforms, and the determination to make it happen. In April 2005 he was assigned to Sistema Telecom as First Deputy General Director, launched a rebranding initiative, and in January 2006 he assumed control as General Director and CEO. In August 2005, Shchebetov chose Wolff Olins to help him express, or rather to implement, his vision through branding. A new visual identity would be imposed on the four principal companies that he would use to redefine the corporation's composition... MTS (in Cyrillic MTC) in cellular, MGTS in wired lines, the internet provider Stream, and Comstar in alternative technologies like fiberoptics. (Later a fifth unit, Golden Line, would get its own egg and color). Using solid squares, one for the common egg and the second for a unit name, Wolff Olins designed a graphic identity strong enough to tolerate color coding of the units without compromising the family brand. For marketing applications, the designers are promoting aggressive and playful uses of eggs both as a window for graphics, and as three dimensional objects. Shchebetov summarizes his intent: "Our new brand symbolizes unity, reliability and trust. It represents perfection, novelty and expectation of a miracle. And most importantly it means potential -- the potential of our companies, our experts, the Group as a whole. In practice, the uniform brand is called not only to unite the companies inside the Group, but also to present us to the market in a new fashion." Tony Spaeth CREDITS Wolff Olins, UK CASE INFO Submitted by: Tony Spaeth, 13/11/2006 |
MATRIX DATA
DRIVERS | TOOLS | ||
Strategic driver: 100% | |||
Change internal culture Refresh & redirect competitive energy | 10% | x | Identifier tactics: Logo change: Symbol-dominant |
x | Identity system elements: Visual system: Typography | ||
x | Identity system elements: Visual system: Palette | ||
x | Identity system elements: Unit signature system: Visual endorsement | ||
x | Change event : High visibility: Campaign | ||
Change internal culture Transfer affiliation from unit to parent | 30% | x | Identifier tactics: Logo change: Symbol-dominant |
x | Identity system elements: Visual system: Typography | ||
x | Identity system elements: Visual system: Palette | ||
x | Identity system elements: Unit signature system: Visual endorsement | ||
x | Change event : High visibility: Campaign | ||
Change perceived composition Redefine the defining units | 10% | x | Identity system elements: Verbal elements: Principal unit names or competence list |
x | Situation facts: Subcorporate facts: Defining units | ||
x | Change event : Medium visibility: Launch event | ||
Change perceived composition Modify parental 'umbrella' presence | 50% | x | Identifier tactics: Logo change: Symbol-dominant |
x | Identity system elements: Visual system: Typography | ||
x | Identity system elements: Visual system: Palette | ||
x | Identity system elements: Unit signature system: Visual endorsement | ||
x | Change event : High visibility: Campaign | ||