Powerpoint version of the Altura presentation including process and examples of work

1. altura corporate and brand identity
How do you get everyone in the
company to pull together?

2. altura corporate and brand identity
Take control of your
corporate identity
or brand identity

3. The goal is clear
establish:
• who you are,
• where you are going,
• what makes you different,
then communicate and visually express with consistency

4. By taking control you will see
• increased awareness and understanding by customers
• internal alignment and buy-in from employees
• people feeling and behaving in the same way

5. Corporate identity can
• support a complete turnaround strategy
• rejuvenate and increase cross selling opportunities
• add value and up the share price
• integrate acquired companies quickly & change culture
• respond to competitive pressures & marketplace changes
• prepare for social change in the future

6. Why companies use us
because of change & because we deliver
• acquisition, demerger,
• re-organisation, culture, IPO, buy-out
• new product/service development
• repositioning & because we deliver

7. Who we work for
• aerospace, industry, manufacturing, building
supplies, engineering, finance, service sectors
• young specialists like Umeco plc
• global names like Sodexo & Saint-Gobain
• mix of national, global & start ups

8. The difference we make
• how you look, feel & behave to all stakeholders is made consistent
• we look at every point of customer contact:
• from stationery to signage, from print to digital channels
• from packaging to livery
• to help differentiate you from the competition

9. Our process
• Phase 1: research, audit and architecture
• Phase 2: design concepts
• Phase 3: design development
• Phase 4: master artwork
• Phase 5: implementation
• Phase 6: launch and ongoing communications
• Phase 7: post launch evaluation

10. Our process
Phase 1 Research, audit, brand foundations, architecture
• research – internal and external
• visual audit
• Brand Foundations©
Core values
• what are the principles that guide
• your attitudes and behaviour?
Customer value proposition
• customers?
• their needs and problems?
• what can you offer them?
• costs and benefits?
• is your offer different/unique?

11. Our process
Substantiators
• what do you need to support the value proposition?
• structure, skills, technologies, assets, know how, geography
Personality
• what is your style, ethos, way of seeing and doing things?
• what are the feelings people get from their relationship with you?
Brand essence
• what are the one or two words that capture the key benefit that the
brand promises to deliver
Brand architecture
• design the brand architecture

12. Our process
Phase 2 Design concepts
• create a variety of visual concepts for the brand identity
• Illustrate how the concepts would work with a division, subsidiary
company, strapline/descriptor
• Illustrate how these concepts work on a selected range of applications
• test concepts if appropriate
Phase 3 Design development
• following selection of one concept we will fine tune the selected option
• produce final detailed designs of the brand identity
• illustrate how the final detailed design of the brand identity works on a
selected range of applications
Phase 4 Master artwork of the brand identity
• convert the visuals to artwork and prepare master artwork
• produce the relevant files

13. Our process
Phase 5 Implementation
• design all applications for the guidelines
• printed or on-line guidelines or both
• manage help desk if required
Phase 6 Launch and communications
• create all launch collateral
• communications campaign
Phase 7: Post launch evaluation
• internal and external
• undertake research to establish the impact of the new identity
• evaluate the implementation of the new identity

14. Our experience
Industry/Manufacturing
Ashland Inc
BPB plc including British Gypsum Faber
Blinds Fenner plc Gypsum Recycling
International Isowool Low & Bonar plc Lucy
Lighting Matroc Saint-Gobain Staveley
Industries plc
Services
Action Consulting Flour Power City
Bakery Broughton Healthcare Business Co-
Pilot Sodexo Tillery Valley iPP - In tegrated
Pathology Partnerships
Aerospace & Defence
Apollo Aerospace Components BBA Telecommunications
Aviation plc Ontario Airports Nortel BT plc
Investments Pattonair Umeco plc
Financial
Eagle Star Gulf Bank Kuwait Hawksford
International National Commercial Bank,
Saudi Arabia Scottish Widows

15. Ontario Airports Investments
• to create a new brand identity for the point of completion of the acquisition
• to develop concepts and artwork for the new brand identity in 10 days
• to produce business cards and letterhead for day 1 of business trading

16. • Terreal were bought by a Private equity company
• New strategy for major growth
• Existing identity lacked clarity in hardworking merchant environments

17. Umeco plc
The old disparate
brand identity:
group
divisions
subsidiary companies
services

18. Chief Executive, Clive Snowdon
Umeco plc
“the new corporate identity which we created is a
really finely judged way of saying that what we
do is about Innovation and stretching performance.
But there’s a restraint in it too – nothing flamboyant.
I believe it’s Superb. Unmistakable. World class”.
Communicating strategy
There is now a unifying theme for the
group as a whole, focusing on Umeco
and its 3 divisions, but allowing the
flexibility to retain existing brand names.
The divisions carry the divisional
descriptor and the subsidiary
companies carry the group and
divisional descriptor - raising the profile
of the group.

19. Umeco plc
Communicating strategy
The unified group corporate identity. Only
one subsidiary, for commercial reasons, has
retained their existing identity colours.

20. Umeco plc
Communicating strategy
The rollout of the identity was
fast-track - we designed an
online guidelines manual and
downloads site for instant access
to logotypes, artwork and
templates.
“These have proved to be
enormously practical tools that
have helped the companies
make the transition with
minimum pain”.

21. Umeco plc
Communicating strategy
In addition to the guidelines and
downloads we also provided
support in the form of a hotline
for the initial implementation
stage, as well as designing
brochures, advertisements,
website, presentations and
other materials for the launch.

22. Umeco plc
Components division
Strategic repositioning of a
division – Umeco components
Soon after the introduction of the
new group brand identity Umeco
sold it’s Repair and Overhaul
division to focus on supply-chain
management and advanced
composite materials. This led to a
review of the components division
which specialised in supply-chain
management.

23. Umeco plc
Components division
Strategic repositioning
of a division
By creating many different options for
service branding including the name of
the division and the service brands we
were able to contribute to the strategic
thinking process. The result led to a
restructuring of the companies in the
Umeco Components division into one
global brand, Pattonair, with three
distinct service brands.

25. BPB plc
Their corporate identity not keeping
pace with the strategy.
BPB has a portfolio full of disparate
subsidiary company identitities.
Global identity developed to reflect
vision to become a global leader

26. BPB plc
acquired by Saint-Gobain
BPB plc were acquired in a hostile
takeover by Saint-Gobain. Post
acquisition a regional brand strategy
was created with a vision to develop
one global brand. Gyproc

27. Apollo Aerospace Components
The old apollo visual identity
Re-positioning to align to new vision
and business strategy
apollo was an established company in
the aerospace and defence markets.
New senior executive management
undertook a major change programme
with a focused vision and business
strategy.

28. Apollo Aerospace Components
Supporting international expansion
The new positioning and corporate
identity was highly successful in
signaling major change at apollo.
The next phase is expansion into Poland
and India.

29. Tillery Valley Foods
• a Sodexo company
• brand repositioning
• new name and brand identity

30. • a Sodexo/Labco joint venture company
• brand positioning and customer value proposition
• new name and brand identity

31. BBA Aviation plc
• BBA Aviation plc
• Demerger of non-core business
• New name and brand identity

32. Scottish Widows
In 1986, the world of financial services was changing and becoming more competitive.
Our response was to review every aspect of our business, including how our company was
promoted and our values maintained.
This strategy was, at the time, probably the boldest marketing move the financial market had
ever seen. The Scottish Widow was created as an icon that confronted all the negative values
associated with the word ‘widow’ and presented the positive values – strength, reliability,
integrity, innovation and heritage.

33. Chris Smosarski
• An independent corporate and brand identity designer.
• BA Hons in Communication design and a distinction in Advanced typography from the
London College of Communication (Printing).
• Chris studied the highly disciplined and structured Swiss School of typography under the
guidance of Brian Grimley.
• Most of the work undertaken by Chris is driven by change such as growth through
acquisition, de-merger, repositioning, rationalisation, new culture, new products and
services. Chris helps companies build their brands by developing brand design strategies.
Clients are mainly b2b and operate in the aerospace, industrial, manufacturing, financial and
service sectors.
• A huge rugby fan who supports his beloved country Wales with a huge passion, runs, does
Iyengar yoga and his favourate typographer was Jan Tschichold and painter is Bridget Riley.

34. Partners
• Fios International change management & transformation specialists
- Ireland, Spain, France, China, Canada, USA
• Circle Research market research
• Smith PR copywriting and all things PR
• Lang Communications copywriting/tone-of-voice
• Peter Parker website build

35. Fees and costs
Strategy
• £1,250 per day
Design
• £1,000 per day
Bought-in costs
• All bought-in costs subject to industry standard 17.5% handling charge