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Case Studies

Leeds College of Music Brand Update

Client

Leeds College of Music

Project Launch Date

April 2009

Design Disciplines

  • Branding
  • Digital
  • Exhibitions
  • Graphic
  • Internal
  • Service / Information

Industry Sector

  • Arts
  • Education

Summary

With our long-standing client, we entered into the next chapter of the relationship by looking once again at the College’s brand and created a new, still distinctive identity for the UK’s Contemporary Conservatoire.

Problem

In 2009 LCM needed to move away from their established acronym, and revert to their full name ‘Leeds College of Music’. The existing branding, whilst being very successful and winning a DBA Effectiveness Award in 2008, was not portraying the diversity of offer and the competition was seen as very much catching up.

Approach

Our approach was to create a bold and impactful identity, seen as groundbreaking in the higher and further education sectors, by combining a new logo with vibrant colours and impactful photography. We developed a brand that fits with the College’s core brand values of progressive, unique and distinctive. The words ‘Leeds College of Music’ took on a free form, appearing as stacked type in a variety of different fonts, to represent the diversity and eclecticism of the College. This was combined with a suite of low-fi imagery created by shooting to film and polaroid, giving the new brand a retrospective, yet modern feel.

Result

Since the introduction of the revised branding, Leeds College of Music has saw 93.5% of its undergraduates find jobs or further study in 2010/11, making it the No 1 Yorkshire HE institution for graduate employment. The BA Music Production course was particularly successful with 1,915 applications for only 268 places.

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NHS Direct

Client

NHS

Project Launch Date

January 2009

Design Disciplines

  • Branding
  • Digital
  • Graphic
  • Internal
  • Service / Information

Industry Sector

  • Health
  • Public Sector

Summary

NHS Direct is a revolutionary health service, the first in the world to be delivered via the Internet, interactive TV and the phone. Our brief was to develop a new brand expression for NHS Direct, to clarify just how accessible the service is and what patients should expect from it. Our brief was to significantly raise awareness of the service.

Problem

NHS Direct needed to express its ‘omnipresence’. They needed to make it clear that the British public could expect to access the service anywhere and everywhere. It was also important that we continued to position the service clearly within the NHS, although NHS Direct was keen to express an identity which was very much their own.

Approach

‘We’re here’ became the articulation of the omnipresence of NHS Direct and we chose a humble balloon to carry this message and reinforce the NHS brand colour. The idea was to create a stock of brand new imagery that would give an instant snapshot of contemporary British life, through which this simple and ubiquitous presence could silently float, carrying its simple message. The simplicity of the branding enabled a series of flexible, cost effective campaigns to be run, specifically targeting socio economic groups where awareness was low.

Result

A year after launch, spontaneous awareness increased from 28% to 37%, and prompted awareness increased from 80% to 87%.

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Prozone

Client

Prozone

Project Launch Date

August 2009

Design Disciplines

  • Branding
  • Digital
  • Service / Information

Industry Sector

  • Business to business (B2B)
  • Education
  • Leisure

Summary

Prozone was already considered the best in the business of the provision of performance analytics and insight, and was working with some of the biggest names in football including Real Madrid and Arsenal. Half of the games analysed by Prozone in 2008 were International, and they had ambitious plans to expand further into the world market and other sports.

Problem

Whilst the name Prozone was very well known and strong, the branding and communications of the business were seriously lagging behind. It was our job to bring the Prozone brand experience in line with the sophisticated technology and analysis they offer to clubs, and communicate the huge scale of their ambition. The existing branding was acting as a hindrance rather than an asset.

Approach

Our approach was to develop a powerful and credible brand that captured Prozone's confidence, reputation and position as thought leaders in the industry. The brand identity was applied to the key on and offline communication channels and within a very short time it had the impact they were looking for - securing a handful of new Premiership clubs clients including their holy grail, Manchester United. The branding included advice on tone of voice, which has helped the brand to be credible and help establish it in a number of Asian, European and US markets.

Result

EBITDA up from £3M in 2009 to £3.2M in 2010 (with their first ever profit of £0.4m), and projected to rise to £5.5M in 2011. Website traffic up 35% since launch. Secured Manchester United as a key client, and agreed a league wide deal with Major League Soccer (USA).

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Smith and Nephew

Client

Smith and Nephew

Project Launch Date

June 2009

Design Disciplines

  • Branding
  • Digital
  • Graphic
  • Internal
  • Service / Information

Industry Sector

  • Business to business (B2B)
  • Health

Summary

Global healthcare business Smith & Nephew manufactures healthcare products across a wide range of applications specialising in wound care. Long established and trusted, the company realised that its key competitors all had consumer facing brands that were powerful and stood for something in the mind of the consumer, whereas they were very much a B2B brand.

Problem

Having created new global branding, there was clearly a need to communicate this internally and to ensure everyone within the UK parts of the business understood what the branding stood for and how they could play their part in brand development.

Approach

The single minded proposition we developed was ‘helping people reclaim their lives’ and this was a major shift in thinking for the company, to think in terms of customer benefits rather than product. Our job was to communicate this internally and to key customers, explaining why Smith & Nephew was changing and what it actually meant in day-to-day dealings with the company. We devised an effective raft of brand communications that included brand reminders, posters, brand values cards and a branded kite for everyone to take home and regain their own lives! We also developed a two-tiered approach with target-driven communications for larger customers and strategic work for the broader audience.

Result

Huge impact on culture, delivering a new way of behaving. Renewed appetite for growth throughout the company. More confidence and commitment in the workforce and a positive affect on share price up 200% in the 6 months after launch.

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Southbank Centre Brand guidelines

Client

Southbank Centre

Project Launch Date

May 2010

Design Disciplines

  • Branding
  • Digital
  • Graphic
  • Internal
  • Service / Information

Industry Sector

  • Arts
  • Leisure

Summary

Following a rebrand, Southbank Centre appointed Thompson Brand Partners to help implement their new identity, support the in-house design team in how to best apply it and to resolve a number of practical problems it had thrown up.

Problem

The practical issues had contributed to low levels of support for the brand internally and key stakeholders were clearly not fully behind it. It was our job to galvanise support, and provide tools and assistance to ensure consistent branding going forward.

Approach

To achieve this we worked with the internal teams to identify and address the issues, providing worked through solutions and multiple examples to ensure similar difficulties would not crop up again later. We also developed an internal briefing process for new projects, which helped the internal team raise expectations with their internal clients and put a greater emphasis on the creative solutions. Once all of the rules had been resolved, we encapsulated everything in a set of clear, pragmatic guidelines and installed new templates for the team to use.

Result

Internal support for the brand has significantly increased over the last six months, culminating in an inspiring advocacy piece to be launched in mid 2011, which followed extensive internal consultation. The brand is now seen as a significant asset rather than a barrier to success.

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