Design Business Association | DBA Design Effectiveness Awards
The Design Business Association is the trade association for the UK design industry, which promotes professional excellence through productive partnerships between commerce and the design industry to champion effective design that improve the quality of people's lives.
Judged by business leaders and entered by design agencies and their clients, the DBA Design Effectiveness Awards aims to be both rigorous and authoritative. They celebrate the power of design to drive business success and provide compelling proof of why design is a sound commercial investment.
Treboom Brewery Bottle
By: United by Design
Launched in 2011, micro-brewery Treboom was already thriving and supplying numerous pubs, but looking for a step change from just brewing cask ale. They decided upon bottling their ale, which would open up several new markets for both retail and trade sales, to shops and restaurants, diversifying the brewery’s revenue streams.
The striking brand packaging design has a strong illustration style and in the two years since launch the bottles have outperformed the market by 783%; a fantastic achievement given that their chosen price point is up to 97% above the market average. Monthly targets have exceeded an average of 122% and the brewery has expanded its outlets from a selection within 40 miles around the brewery to national, including the Tate Modern and a Michelin Star restaurant. Success has enabled investment in a new member of staff, along with new equipment, which is increasing efficiency and productivity at the brewery.
Irn-Bru’s Tartan Army
By: Jones Knowles Ritchie
In Scotland, IRN-BRU is a mature brand with high penetration, but in an increasingly competitive grocery environment, opportunities for growth are few. With demanding targets to boost website traffic by 10% and grow sales by 2%, a new design campaign was proposed leveraging the brand’s packaging to get people talking.
IRN-BRU's Tartan labels brought together two icons of Scotland to remarkable effect in a highly competitive, deflationary market. The campaign offered 58 different labels, giving fans a chance of securing their own family tartan. During the three months labels were available on bottles targets were smashed with website traffic leaping to its highest ever level with a 185% uplift. Sales were 17% higher than the same period in the previous year, lifting their market share from 19.1% to 19.9%. Sales also increased by half a million litres and the incremental value generated was £425,000 against a design investment of £12,500.
By: Turner Duckworth
After Miller Lite, had lost 30% of sales in the last two decades, and was suffering from a serious 5% year on year sales decline the brand was in need of reinvigoration. The design idea was based on returning to Miller Lite’s roots and interpreting its 1970’s can design in a modern way by introducing new elements, to build a brand for the 21st century which featured across all media.
After launch, sales decline was halted and the level of turnaround exceeded expectations with 2014 Q4 being its first quarter growth (+1.4%) in seven years. 30% of growth came from drinkers of other beers and alcoholic drinks, showing an increase in overall brand penetration. The sales growth was accompanied by a reduction of 7% in marketing spend versus 2013, equating to a $30million increase in brand profitability in 2014.
Joes Tea Company
By: Echo Brand Design
Entrepreneur Joe Kinch aimed to create a tea brand that would champion a shift in the category, behave as a lifestyle brand whilst injecting youthful desire into the established tea sector. In such a saturated market it was no easy challenge, but through its premium looking branding and packaging, which celebrates Joe’s London heritage, Joe's Tea Co. has seen sales soar. In year one, sales objectives were exceeded by 83%; by 36% in year two and by 113% in year three.
The brand secured 32 distributors including Harvey Nichols in its first year, and Joe’s Tea Co. now has 150 customers in the UK and is stocked in 16 countries worldwide. The brand has been pivotal in shifting the on-trade tea category to really compete with coffee and as testament to its branding, has been invited to partner with aspirational brands such as Cowshed and The Soho House Group.
The Beer Studio
By: WPA Pinfold
Brewing beer since 1863, Hydes Brewery was beginning to feel its age. With the market at saturation point and the craft beer revolution taking its toll, sales of their core beers were in decline. Hydes undertook some radical restructuring followed by strategic brand planning to analyse all aspects of the brand opportunities, proposition and positioning for their new brewery and portfolio of cask-conditioned ales.
The new brewery brand, The Beer Studio is located in MediaCityUK (Manchester) and taps into a new generation of urban drinkers, whilst delivering a contemporary, premium look and feel. This was a brave move for the company but it paid off, with every brew batch being a complete sell-out within the first few weeks of release, with no other influencing factors at play other than the design. Sales outperformed the market by 1846% and there is an on-going 24% year on year increase in volume sales.
Whitstable Bay Redesign
Britain's oldest brewery took the decision to redesign their Whitstable Bay brand, which had been launched in 2003 and was in need of development. Key aims were to retain the premium nature of the brand whilst moving it to a more contemporary positioning to increase volume growth which had been falling, and to recruit younger drinkers in their 20’s, 30’s and 40’s.
The clean and fresh new designs sit comfortably in restaurant, bar and pub environments and are also available in the off trade. Market distribution has increased post redesign and Whitstable Bay is now supplied to China, Hong Kong, Mexico and Italy. It is also served in Wetherspoons, reaching a much younger demographic and in a growing market, the brand's volume sales still managed to massively outperform the market average. Off the back of its success, a Whitstable Bay Black brand extension was launched.
Glitter Berry first launched a number of years ago and with little change to the packaging design, has re-launched every year since in the heart of the Christmas party season, when competition for soft drinks sales on shelf is fierce. For 2014, Britvic were looking for a fresh approach to stand out and capitalise on the sales potential of the festive season.
By redesigning this limited edition product, J2O Glitter Berry At Home channel sales increased 30% year on year with a 20% higher rate of sale. Out of Home channel sales increased 49% year on year, with a 71% higher rate of sale. The new design inspired by the glamour and opulence of the art deco period and magic of winter, resulted in new users to the adult soft drinks category. Impressively, 69% of Glitter Berry's solus buyers had not purchased adult soft drinks prior.
Tanqueray No. Ten
By: Design Bridge
Diageo had created super-premium gin with the launch of No. TEN in 2000, but years later the category dynamics had changed unrecognizably, leaving No. TEN behind. With the emergence of a large number of small batch artisan distillers the brand was losing share. The brief was to redefine the positioning and redesign the primary packaging to bring the brand back to growth in the highly crowded market.
The new design, inspired by cocktail shakers from Art Deco’s heyday, has well surpassed expectations with a value growth of 32%, compared to global category growth of 0.2%. There has also been 350% growth in category investment - the renewed energy in Tanqueray No. TEN has given markets confidence and attracted increased investment for future years to further increase brand growth. 343,821 bottles have been sold since launch and the brand’s share of the super premium gin segment has increased by 30 basis points.
The Finest Tea Collection
By: Lewis Moberly
Newby Teas had high quality, award-winning products, but their packaging failed to reflect this. Aiming to gain distribution and sales in Waitrose, in addition to establishing Newby Teas as a brand leader in the premium tea market, a redesign was undertaken.
With a new range name, ‘The Finest Tea Collection’ and by linking it to ‘The Chitra Collection’ in a beautiful new pack design, it has elevated the brand. Since the redesign, the range is now stocked in 284 Waitrose stores and is served in many of the world's most prestigious hotels. Online sales have shot up, increasing nearly threefold via Newby's website. In only two months, the redesigned range achieved record-breaking sales, in comparison to the previous design beating 12 months worth of sales by over 20%.
By: Williams Murray Hamm
Popular with small, independent retailers, JuiceBurst was missing a massive opportunity by having no presence amongst large convenience retailers. In order to achieve significant retail listings and drive growth, the agency defined a target audience, positioning and offer for the brand, created new impactful packaging and built deeper consumer engagement via the pack. One overarching idea was developed to connect the packaging to social media and digital content, with fruit being dramatically detonated becoming the central motif of the design.
Since re-launch, JuiceBurst has become one of the nation's fastest growing beverage brands. In a market declining by -9%, the brand is growing at 93% year on year. There has been an amazing 75% annual profit increase and distribution has increased from one to nine national retailers. JuiceBurst's adoption of Blippar makes it the world's first digitally interactive soft drinks pack and it was the second most Blipped brand in the UK with over 500,000 consumer interactions.
Johnnie Walker Global Gifting
By: Design Bridge
Johnnie Walker identified an opportunity to achieve scale in gifting with a global initiative for a value added pack. By carefully selecting artists to collaborate with, a powerful design bringing to life the brand’s ‘Striding Man’ was created. Crucially, the gift packaging has been successfully embraced by culturally diverse markets for key gifting periods around the world such as Christmas and Chinese New Year.
The first collaboration in 2013 with photographer Marcel Christ saw a massive increase in unit volume globally and the following two collaborations with artists have also achieved incredibly strong growth; for every pack sold in 2012, nine were sold in 2013. From a base of 45 markets engaged in the global campaign in 2012, there are now a total of 95 markets. Cost efficiencies have also been achieved and with the 2015 edition, design budget cost 34% less than the previous year.
Johnnie Walker Houses
Having traditionally been perceived as a mass brand in China, Johnnie Walker aimed to make their whisky brand synonymous with luxury by creating a luxurious brand experience space. Designed to enthrall, captivate and convert the ultra-VIP audience from being simply whisky curious to becoming whisky evangelists, the Johnnie Walker House in Shanghai has been an outstanding success.
Against a target to break even in year one, actual net sales were US $1million over target and year two saw 60% sales growth with reduced A&P budget. The key metric for brand awareness rose from 74% to 97% and Diageo has been inspired to open 10 further Houses worldwide. An extension of the physical stores has also successfully launched online. Annual footfall has risen 20% year on year and over 20,000 luxury consumers are now welcomed annually across the China Houses. The growing network of Johnnie Walker Houses is fast becoming the world’s largest embassies for luxury Scotch whisky.
Crosse and Blackwell
Before its acquisition by Princes Foods in 2011, Crosse & Blackwell had become a tertiary brand, with no prior investment made in positioning or packaging or above the line support to nurture awareness. The challenge was to redesign the packaging and create a fully integrated campaign, which would reposition and revitalise the brand to overcome consumer perceptions of tinned food.
The solution was to go back to Crosse & Blackwell’s British roots, with a design that reflected the richness of its heritage and the quality of its ingredients. In a market with a decline of 12%, partly due to the milder winter weather, Crosse & Blackwell saw a massive uplift in sales by 6% after the re-launch. More importantly, during soup season, year on year sales increased by 18% and the redesign enabled a 58% increase to be applied to the price point. Crosse & Blackwell subsequently became the No 2 soup brand in Morrisons.
Lindt Master Chocolatier Collection
By: DewGibbons + Partners
Recognizing the increasing importance of formal gifting in the UK, Lindt had high hopes that its new Master Chocolatier Collection would not only be successful in its own right, but that it would help their overall market growth in this category. As one of the main influencing factors in the shopper’s purchasing decision, the package design was considered critical in order to achieve stand out against all the other formal gifting offers.
Against a static market, the Master Chocolatier Collection is a UK success story. The elegant, understated packaging appeals to discerning customers. It has been the main driver of Lindt's +2.3pt formal gifting market share growth and is now the fastest growing company in the category with market share rising by over 45%, with its closest competitor growing by just 27.9%. The sales value target for the collection was smashed by 48% and design fees were recouped within just 16 weeks.
Lick Frozen Yogurt
By: This Way Up
Looking to drive sales in mainstream retail, niche frozen yoghurt Lick required a new brand to spearhead its growth. Having enjoyed a cult following, the Lick founders recognized the need to invest in new brand to maximize appeal and impact on shelf.
By updating the current logo and making the mouth and tongue the focus of the brand; a fun, modern and impactful pack design was created. Following launch, sales increased from £100k to £600k in just one year and market share grew from 1% to 6%. The re-launch generated a massive increase in market distribution with national listings, including 95 Waitrose Stores and 540 Sainsbury’s stores amongst many others. Facebook followers are up from 2,000 to 30,000 and a year after the new design launched, £294,000 was raised on crowd cube for marketing, additional staff and operational capital. The investment level generated was 50% above the target.
Changing the Perception of Health and Wellness
Challenger start-up brand Strong Nutrients needed to compete against established and popular brands, as well as private label brands, in the vitamins, minerals and supplements sector. With a desire to challenge consumers' perceptions of health and wellness, the resulting premium design has exceeded expectations on every level.
With no additional marketing, promotion or sales support, market distribution is double the original target and profits are three times the original objective. Strong Nutrients achieved a prestigious Selfridges listing in only 10 months and as a testament to the strength of the design, the brand has been able to launch with an average price point three times more than that of the competition. A return on investment was recouped in just six months and off the back of the success, the brand has been able to launch five new variants, whilst the design has provided a strong platform for new product development.
Twinings Signature Blends
Twinings wanted to reframe consumer perceptions of their 300 year old brand and extend into new premium/luxury channels through the launch of a super-premium range. ‘Signature Blends’ is a collection of 14 crafted presentation cases, inspired by the surprise and delight that comes with the first sip.
The range has surpassed original expectations, not only shifting perceptions but also making a positive contribution to the value of the brand. The concept and design for ‘Signature Blends’ has enabled a retail price point six times normally seen in grocery, for an equivalent quantity of Twinings premium tea, and has been a game changer gaining listings in luxurious retail environments including Harrods and Selfridges. New perceptions have been so successful that Twinings is now able to stretch from grocery through to super premium, from retail to out of home. The range has achieved listings in 13 international markets since launch and expects further distribution growth in coming years.
In a category where consumers are prone to defaulting to the product with the best price, cooking oil brand Fry Light was finding that despite their unique spray format, 80% of consumers were only buying their product once. The decision was taken to reinvigorate the brand and pack design to deliver a healthier look and feel to appeal to a wider range of consumers beyond dieters.
The new modernized, simplified and impactful design with a logo that mimics a droplet of oil, has driven brand value up by £22.6m, generating a 18.6% increase and is achieving a 26.7% increase in unit sales. Volume sales have grown from 5.5million to 10.7million units and the brand is now the UK's No. 1 choice in the category, holding the second highest repeat purchase rate. In the last year, the new look attracted nearly 4.4million buyers and has allowed the brand to increase the price point by 31.5%.
Atlantika Brand Creation
By: Carter Wong Design
Although Ocean Trawlers’ premium UK products were the quality benchmark in the seafood industry, they were not enjoying the competitive advantage this position should have been delivering. In an industry that normally trades its products as commodities, Ocean Trawlers took a visionary approach, briefing the agency to add value to their premium products in order to become supplier of choice to their customers.
A compelling brand mark on which Ocean Trawlers’ four strong propositions around quality, traceability, certification and reliability could effectively be leveraged was developed and the launch list included a website, branded packaging, sales literature and an innovative fish fork dispenser. In the four years since launch, global sales have soared 277% from £62million to £234million. There has been a 209% increase in global volume from 11,000 to 34,000 tonnes and the business’ market share of global fish and chip shops is up 109% from 11% to 23%.
Despite being the market leader, Nestlé's Acti-V brand was in decline and faced increased tough competition from imported brands, as well as its sister brand Dairy Farm, because consumers were unsure of its point of difference and why they should pay more for it. In the year between May 2012 and May 2013 Acti-V’s sales declined by -10%.
To address this the packaging was redesigned, making the functional benefits appeal on an emotional level, whilst clearly illustrating the additional benefits of FORTIS and why this was worth the premium price. The new pack increased market share by 3.6%, without cannibalising sales from its sister brand, in a market that grew by 10%. In fact Acti-V's increased sales outperformed the market growth by 1%, actually growing the yoghurt category in Hong Kong. The brand's sales increased by 37% in one year and share of the yoghurt market grew from 6% to 9.6%.
From Hand to Heart
By: Design Bridge
Fortnum & Mason’s iconic handmade chocolate range was not reflective of the beautiful chocolates found within, making it at risk of being forgotten in an ever-changing and highly competitive luxury chocolate market. With flat sales, the design challenge was to transform the range to resonate with consumers again and to make Fortnum’s a chocolate destination once more.
Following the launch of the new packaging, which focused on the charm and originality of the Georgian period, there was 218% growth of chocolate units in the first seven months, whilst two years worth of packaging was used in just four months. 134% value growth was also achieved, which resulted in 155% profit growth. Increased footfall to the confectionary department resulted in delivering the strongest growth of any department in store, with a 21% uplift. Appealing to a younger demographic, the range also secured a host of first time mentions in younger media-outlets and enabled the creation of 16 new jobs.
Flyin’ Fox Ice Blox
Founded in 2009, a family owned business at the forefront of the small batch artisan ice block movement in Australia, saw an opportunity to strengthen their brand’s visual identity and to differentiate in an increasingly competitive marketplace.
The new identity and pack design have delivered a 94% increase in sales in just two summer seasons since launch. The pack stands out on shelf with the cheeky Flyin’ Fox character, who also serves to reinforce the brand’s approach to using the very best, natural ingredients. Increased demand has enabled the creation of four new jobs and the brand has now quadrupled in size, compared to its the nearest competitor, with consumer brand recognition at an all time high. Distribution has increased from 53 to 197 outlets and the redesign has helped Flyin' Fox maintain its exceptionally high levels of recycled and recyclable packaging materials, without any increase in overall packaging costs.
Pipers Crisp Co. Redesign
Eight years after launch, Pipers Crisps was receiving underwhelming feedback from customers and was suffering from being delisted by Harvey Nichols delicatessen. With their messaging no longer unique to the market, and losing market share, the challenge was set to reinvigorate the brand with a bold new identity and pack design.
Since the redesign, which draws out the unique, quirky elements that make Pipers distinctive, business has soared and ROI was achieved in just ten days. Pipers saw a huge sales increase of nearly £4million in three years and a 46% turnover increase on the previous year, after being on the shelf for just one. The redesign was the only variable factor impacting the business, enabling it to achieve a whopping 25% year-on-year growth.
By: Springetts Brand Design Consultants
Under threat from retailer own-label products and in danger of being withdrawn by their largest single customer Waitrose, confectionary brand Monty Bojangles required strategic and creative thinking to completely re-present their chocolate truffles offer. Not only did the redesign ensure they gained own-able brand equity, but the design allowed the business to restructure the Retail Selling Price and deliver an amazing gross profit increase.
The successful redesign, which has the proposition ‘Curiously Moreish Little Taste Adventures’ at its heart, retained the critical Waitrose listings and improved retail distribution by securing Tesco, Co-op & Morrisons as new customers. Having had historically limited market penetration, the business can now viably offer seasonal product formats, positively affecting seasonal retail sales. The redesign has enabled the development of new product formats previously unavailable to Monty Bojangles and chiefly the Taste Adventures Assortments has achieved AYR listings in Morrisons.
Saffola has operated in the Indian food marketplace for 45 years and in 2010 extended into the expanding breakfast category. However the jump into the complex category was hasty, and with ineffective shelf impact, Saffola’s market share quickly began to suffer. The decision was taken to reinvigorate the brand and packaging in 2013, to transform it into a heavyweight contender in the breakfast space.
After the new design launched, with the creative idea of ‘Young at Heart’, Saffola achieved the brand’s highest ever market share of 15.2%. The design continued to propel growth in the overall oats category, achieving a 21% market share just one year later. The biggest growth came in the flavored oats category, where Saffola captured a strong market share of 40% after re-launch and now holds a leading market share of 67%. Saffola Oats has become the highest distributed oats brand in the country and a U.S. $20 million business.
Australia's number one muesli brand was facing increasingly tough market conditions, which resolved them to strengthen their position in the category by redesigning their packaging. The aim being to retain their market leadership position, as well as but also growing their value share of breakfast products.
With a fun and approachable personality, a focus on ‘gourmet cookbook’ style photography, and a striking on shelf display format; the new packs flew off supermarket shelves. A 21% jump in baseline unit sales was achieved over a period of 26 weeks following the launch and Carman's has successfully retained their number one spot in a progressively competitive market. They are on track to grow market share of muesli from 27% to over 30% and the new design also provides brand architecture for growth beyond muesli, with key design elements forming the basis of a refresh across the rest of the portfolio and NPD products.
By: Springetts Brand Design Consultants
The frozen seafood category was struggling and had undergone a program of cost cutting and value offering which had an adverse impact on consumer perceptions of the Young’s brand. To convince consumers to shop their frozen products again, the key challenge for Young’s was to bring taste back to the freezer and address the brand’s particular problem of ‘Who believes a fisherman can cook them a tasty fish dish?’
Insight highlighted that a metaphor was needed to connect great fishermen with great seafood. The design solution connected the Young’s brand back to the shore alongside packaging featuring an iconic and emotive landscape of Grimsby, the brand’s hometown. As well as having had a direct impact on sales in an incredibly challenging market, the new ‘Sea to Shore’ brand identity has had a hugely positive response from consumers, customers and employees who feel tremendously proud of Young's and Grimsby.
By: Springetts Brand Design Consultants
Goodlife's new repositioning and brand design has challenged the vegetarian frozen food’s category convention of light 'healthy' looking packs, opting instead for brand semiotics to evoke real, hearty food and resonate with a new, much-wider audience. This category changing reframing of the 25 year old brand has delivered fantastic results with total sales up 66% in nine months.
Waitrose were so excited by the new brand story, they put Goodlife into all their stores and took all six lines compared to just three lines in 2014. In independents, sales have increased 54% year on year despite Goodlife having an 82% to 144% price premium over their aggressively promoted competitors. During product testing research, the packaging scored a massive 8.3 out of 10 in top box appeal - norms are in the 6 to 6.5 range. The unconventional vertical pack format stands out on shelf and Waitrose have now required it of other brands in the freezer.
Happiness is Whitworth’s
Independent sugar distributor, Napier Brown’s brand 'Whitworths' had been neglected for many years with low pricing mainly driving consumers’ decision to purchase. But through rebranding as a home-baking ingredient rather than a commodity; they re-engaged consumers, grew sales from £8 million to a phenomenal £48 million in 3 years and brought employment opportunities to a deprived area of Yorkshire, hiring an additional 80 staff.
The new brand strategy, rebranding and packaging design introduced an entirely new concept to the sugar category and was essential in persuading three out of the top four retailers to stock Whitworths. Sales volume grew by 93% and value sales increased by 489%, in a market that declined by 11% in the same period. 73% of sales are incremental to the sugar category and impressively the range can command an average 70% premium per KG over everyday packet sugar. Tereos bought Napier Brown in May 2015 off the strength of its performance.
Creating Britain’s Number One Gluten-Free Brand
Genius is an established presence in the UK’s gluten-free sector, but its previous identity was created pre-launch when it was a niche product in a rapidly developing market. Five years on, it needed to respond to growing market pressure and rebrand with the aim of becoming a household name in mainstream bakery, without alienating its passionate, gluten-free consumer base. The design solution amplified Genius’ bright, warm and inspirational personality and provided a platform on which to build its mass-market credentials.
The rebrand was so successful it enabled Genius to become the first gluten-free brand to go mass market. Within one year Genius became listed by every major UK supermarket and is now sold in seven countries. Exceptionally the thousands of additional distribution points Genius secured were within multiple retailers, including Tesco Express. Genius' rebranding has persuaded retailers to change established merchandising practices with Sainsbury's and ASDA, integrating Genius products alongside mass-market bakery products.
Gold—Household Goods & Home Construction
Buster Plughole Care
Buster’s investment in design has elevated it from obscurity to a serious category contender in the last decade. However, the UK plughole category was still dominated by mega brands and despite having four principal products, Buster was heavily reliant on one of these for 80% of sales. With the aim of creating a platform for sustained growth, a compelling brand proposition was required to persuade consumers to buy all of its products and offer further appeal to retailers.
In a sector where consumers are normally faced with a wall of power graphics, Buster challenged category norms and contrasted with simple, calm design and a change of tone, becoming No.1 plughole brand in the UK market and reducing its heavy reliance on sales of one of its products. Sales are up over 50% in a market growing by 13.9% and listings have been secured in five new international markets. The workforce has increased by 20% off the back of the success.
Collect + Brand Strategy & Identity
By: 400 Communications
Providing a dynamic alternative to out-of-date delivery models, Collect+ offers a simple and convenient way for people to send and receive parcels. With the aim of targeting additional growth and to stand out in a dull and commoditized sector, the business decided to evolve its brand.
By redefining its entire brand experience, the company has moved into profitability for the first time and is handling hugely increased volumes of parcels, at levels significantly higher than the industry average. Collect+ has been able to expand its store network by 20% and the sales personnel are now able to communicate in a more consistent, cohesive, confident manner. This has enabled them to win more high profile customers and contracts, expanding the business’s client base with retail brands such as John Lewis, Very and M&S. Customer satisfaction levels and Net Promoter Scores are up significantly and engagement has improved with the company's Twitter followers increasing 650% between November 2012 and 2015.
A Step Forward for a Plimsoll Brand
A new footwear brand aimed at young festival goers, required brand and packaging which would capture the playful nature of their product; encouraging purchase without the need for further marketing investment.
POP Village’s new bold and distinctive logo captures the spirit of youthful optimism and the playful packaging format attracts attention. On the back of the branding and packaging alone, POP Village managed to secure a pop-up retail space in Sheffield's Meadowhall Shopping Centre and wholesale distribution to over 20 independent retailers in the UK, Ireland and South Korea. POP was able to sell all of its stock in half the anticipated time and sell double the amount of shoes forecasted in the first six months; 3,235 pairs against their original target of 1,500 pairs. They were also able to launch equally successful sub brands for children a year ahead of schedule, with 437 pairs of shoes sold in the first nine days.
TIGI Xmas 2014
By: Casa Rex
Premium hair care brand TIGI wanted to create something unique in the hugely competitive festive packaging market and set about developing new visual identity, packaging and an in-store visibility system for its 2014 Christmas campaign.
Incorporating an iconic snowflake, which consisted of pieced together hairstylists’ tools, the Christmas campaign surpassed all expectations, delivering an increase in sales eight times more than the brand had experienced in previous years. What's more, the choice of materials and formats enabled the range to present a sophisticated, more premium look and feel, but with a 12% decreased spend per unit in packaging production costs, allowing the brand to improve margins without compromising quality. In testament to the strength of its design, this was the first time the US, TIGI’s No 1 market, chose to follow the Global Christmas design instead of operating independently, thereby creating one powerful global offering.
Josh Wood Guardian of Color
By: DewGibbons + Partners
With consumers increasingly trading up on their haircare and investing in prestige products, M&S collaborated with leading colorist and stylist Josh Wood to create an exclusive range of haircare products to be sold in their Beauty Halls. The resulting glamorous, yet simply designed range, with a premium appeal, resoundingly surpassed all objectives with little in the way of additional marketing support.
As a result of incredible sales in the first week, M&IS increased its original first year sales targets by over 200% and the range then went on to exceed this new target by a further 20%. The range now accounts for 40% of total M&S haircare sales - 10% more than the objective - and it has become the retailer’s second best performing haircare brand. M&S had originally planned to house the range in 121 stores, but it is now available in 213 shops.
Soft & Gentle
Having lapsed into long-term, steady decline and feeling increasingly dated, deodorant Soft & Gentle was repositioned and revitalized in 2013, soon after new owners Godrej acquired it. The results of the reinvigorated identity and impactful new packaging have been wide ranging.
17% annual sales decline has turned into 18% growth in just six months, especially impressive set against a highly competitive market. This amounts to a sales growth value of £9.3m. The brand ended the 12 months post re-launch up 6% year-on-year, exceeding its target of a 5% increase in invoiced sales. Post re-launch shopper numbers increased for the first time in three years and there was massive growth in consumer penetration. The brand has considerably increased its appeal to younger consumers and spontaneous brand awareness has increased from 8% to 10% for Soft & Gentle which is a substantial improvement considering brand awareness had been almost previously invisible.
Superdrug Facial Cleansing Wipes
By: B&B Studio
Superdrug's facial cleansing wipes were struggling in a declining market, against increasing competition and in 2011 sales fell 53%. A redesign was undertaken and the new confident brand and repackaging has since smashed sales targets by 61%, achieving a year on year sales increase of 67% in a market that fell nationally by 1.8% that year. It has also been responsible for driving own-brand beauty sales overall; attracting new customers and encouraging switching from other leading brands.
The wipes increased customer recruitment by 6000% among Beautycard holders and has achieved a fantastic 27% repeat purchase rate. Superdrug increased its market share of all wipes by 1.1% and its market share of own-brand wipes by 3.3%. As a result of the success, a premium variant with an increased price point has been introduced and a complete cleansing range will be launched, demonstrating Superdrug's confidence in the new design.
Sensodyne Complete Protection
The task was to create a compelling identity for a new premium range of oral care products, for the world's No. 1 sensitivity toothpaste brand, Sensodyne, positioning the range for everyday use rather than 'in extremis'.
Incorporating a ‘Carousel icon’, which unites the seven product benefits, the design for the Sensodyne Complete Protection range has a premium look and its simplicity goes against category norms. Since global roll out of the range started, Sensodyne's global share has risen from 7.7% to 9.4%. After just 12 weeks' sales, market share figures were already approximately 65% of the value of Sensodyne’s established Repair & Protect brand, which has been in the market since 2011. There has also been a 50% lower cannibalisation figure than forecast, with two thirds of the sales attributed to new customers to Sensodyne. Consequently, healthcare professionals are more engaged than ever, leading to a 25% increase in sales call time dedicated to Complete Protection.
Bronze—Pharmaceuticals & Biotechnology
By: Brand Union
Recognizing the opportunity to improve accessibility and market share, GlaxoSmithKline decided it was time to take allergy medicine Flonase over the counter, however the brand required an overhaul in order to stake a claim in the crowded allergy segment. Flonase was reinvented to create a game-changing brand. The new design eschews category conventions and signals to consumers that Flonase is anything but another ‘me-too’ antihistamine.
The US launch results have been excellent. One month after launch, Flonase achieved 11.3% share versus a 7.3% target. And after its first 16 weeks on shelf, it had generated almost $100million in sales to become the number one selling cough/cold/allergy/sinus liquid brand in the US. In the 12 weeks after launch, Flonase sales were more than double those for Nasacort, the only other intranasal steroid brand which had been first to market in 2014. Since then Flonase has continued to consistently outperform its competitor.