Home / Directory / The Engine Room / Case Studies

DBA Directory

Fast tracking design buyers to the most appropriate design agencies in the UK

Print version

The Engine Room

Case Studies

Balance Accountants

Client

Balance Accountants

Project Launch Date

May 2010

DBA Design Effectiveness Award Winner

Design Disciplines

  • Branding
  • Digital
  • Graphic
  • Interior

Industry Sector

  • Business to business (B2B)
  • Finance
  • Professional Services

Summary

Trading as Rogers & Co since 1977, this small accountancy practice were struggling to market themselves - they had lots of ideas but no sense of identity or image to match their personality. They needed a clear sales proposition to sharpen the strategic direction for the business in a market dominated by corporate, dull communications.

Problem

• Refresh the brand identity including proposals for a name change
• prompt a high growth turnover in next 3 years
• attract and work for like minded clients
• define a clear 'brand architecture' and new brand guidelines
• become a recognised provider of accountancy services for SMES
• create internal brand ambassadors within the team

Approach

We facilitated workshops with every member of staff to aid the buy-in process and worked with directors on the strategic implementation. We mapped the customer journey as a way of the business putting the customer at the heart of everything they do. A new customer-focused product structure was created that enabled super-easy marketing of the services by target audience. We also re-invented key brand touch points and created new ones which would create talking points and add value to the brand over time.

Result

£50,000+ of ‘new’ business was generated from the existing client base by signing them up to Boardview - all in 4 months.
£71,000 generated from new clients. A 390% increase on the previous year.

100% of existing clients have purchased more products and/or services than what they were doing before. Originally on a Quarterly Management account, these clients bought extra services after they were re-packaged during rebrand, this meant on average clients were doubling their spend for the year.

Visible improvement in attitude and confidence across employees.
Inbound enquiries rose by 30%

Expand case study information

Comoodle

Client

Kirklees Council

Project Launch Date

September 2015

DBA Design Effectiveness Award Winner

Design Disciplines

  • Branding
  • Digital
  • Graphic
  • Internal
  • Service / Wayfinding

Industry Sector

  • Public Sector

Summary

We created the new identity and bid design to clearly illustrate how and why an idea would work. Not only did The Engine Room create the brand and concept style, we also played a key part in wording and layouts for an important awards submission, presenting the document in landscape, which proved to be a small but key differentiator.

More than 150 cities from 28 nations entered the 2014 Bloomberg Philanthropies’ Mayors Challenge. Comoodle was placed in the top five and won 1million Euros in funding.

Problem

Kirklees wanted to create an online platform to benefit the Government and the region’s citizens, giving them access to ‘Stuff, Space and Skills’ within their local area. With this groundbreaking idea in place, Kirklees just needed the tools to showcase it clearly to key audiences and influencers as a credible brand.

Kirklees decided to enter the 2014 Bloomberg Philanthropies’ Mayors Challenge to gain access to vital funding that would make their concept a reality. Ex-Mayor of New York City, Michael Bloomberg, was offering four prizes of 1million Euro and one prize of 5million Euro to cities across the globe. Open worldwide to generate innovative ideas that solve major challenges and improve city life, the winners would receive the prize money to implement their unique idea.

Approach

The new name, ‘Comoodle’, was devised from the word ‘caboodle.’ We felt that ‘A caboodle of stuff, space and skills’ explained the potentially complex concept to diverse audiences and end users. We created the new identity and bid design to clearly illustrate how and why their idea would work, using connected illustrations and imagery used to represent the sharing and collaboration concept. Not only did The Engine Room create the brand and concept style, we also played a key part in wording and layouts for the submission, presenting the document in landscape, which proved to be a small but key differentiator.

Result

Kirklees Council and Comoodle won a 1million Euro funding injection in the 2014 Bloomberg Philanthropies’ Mayors Challenge.

Comoodle could now roll out as a campaign in Spring 2015, creating new opportunities to optimise spending and resources in the region.

The new brand and bid documentation beat larger cities across the globe such as the Amsterdam, London, Brussels and Madrid.

The Engine Room produced a credible brand that people instantly wanted to get involved with.

The term ‘Comoodle’ has been adopted as a verb among the team and other departments across the council.

This has in turn improved communication and relationships between the council and communities in Kirklees.

Further collaborative projects between The Engine Room and Kirklees are currently being rolled out.
Kirklees launched Comoodle to the public in February 2015, visualised by a one-day walk-through interactive exhibition through the three main areas of the programme: ‘Stuff, Space and Skills.' The tour was attended by over 150 local people and stakeholders.

Expand case study information

UK Medical

Client

UK Medical

Project Launch Date

March 2010

Design Disciplines

  • Branding
  • Exhibitions
  • Graphic
  • Internal

Industry Sector

  • Business to business (B2B)
  • Health
  • Industrials
  • IT / Technology

Summary

UK Medical are one of the country's leading distributors of high value, patient-focused medical devices to the NHS and private sector. There was confusion about who UK Medical were; there was no clear brand hierarchy or differentiation between the company and its partners' brands. The existing identity also didn't match the vision of the management team and the growth of the company.

Problem

• Develop a new and differentiating business identity which clearly mirrors UK Medical’s values and service aims.
• Diversify into new markets.
• Roll out new brand across all marketing material, website and communication tools.?• Increase web traffic to the UK medical website.
• Develop a brand hierarchy and introduce product families to segment the product range.

Approach

We worked with UK Medical to define a new brand position within the marketplace. This included, competitor research, customer feedback and brand strategy sessions. The resulting brand identity challenges customers to think differently about what UK Medical do. Visually, it's very different from everyone else; UK Medical are now a much more attractive proposition to potential customers and suppliers. The exclamation mark represents the attention to detail that is inherent in everything that UK Medical does. Magenta is the adopted corporate colour, and differentiates from all the blue that was predominant within the industry. It perfectly fits the 'attention' concept.

Result

UK Medical acquired new business from new market sectors, and sales targets were met ahead of schedule. Cross selling of products has also improved.
Web traffic to the UK Medical website rose from 300 to almost 1000 unique visits per month in the first 12 months since rebranding.
At their first post-rebrand exhibition, UK Medical achieved double the previous year’s sales leads.
New brand has had a positive effect internally on staff and stakeholders, and three years down the line, UK Medical are considered serious players in a market dominated by large US businesses.

Expand case study information

Xercise4Less

Client

Xercise4Less

Project Launch Date

January 2012

DBA Design Effectiveness Award Winner

Design Disciplines

  • Branding
  • Digital
  • Exhibitions
  • Graphic
  • Interior
  • Internal

Industry Sector

  • Health
  • Leisure

Summary

In 2009, the management team made the strategic decision to position the business in the emerging budget gym sector and ‘Xercise4Less’ was born.

The Engine Room began working with Xercise4Less towards the end of 2011 on a new communications strategy. Up against some incredibly tight deadlines around new club openings, The Engine Room turned the entire brand project round in approximately three months.

Problem

The managing director was anticipating a high rate of new registration sign ups following the rebrand, generating an increase in turnover and customer numbers in the first few months of launch. “The brand has exceeded all our expectations. We broke the record for new registrations within three weeks of launch. The brand has given us the confidence to push our growth aspirations further in the market and we’re seen as a much more credible player with both suppliers and competitors.”

Xercise4Less had an identity and communications strategy that had served to get the business up and running but was dated, lacked any sort of personality and certainly wouldn’t have had the differentiation required for dramatic growth. The club wanted to be seen as the number one choice for value; low-cost fitness but with high quality facilities. The business needed a brand that not only represented that, but would also appeal to a very wide target audience from teens to the retired.

Approach

Much of the early stage work was spent on defining a position for the brand - what place would it hold in the market? Their current identity was primitive and dated, it spoke ‘low-budget’ and not a lot of ‘high-quality’. Following a number of insight sessions with the gym managers and directors across all Xercise4Less sites, The Engine Room developed the following:

• ‘The People’s Gym’: a positioning statement and reflection of the business’ values – Xercise4Less is for everyone – old, young, fit and unfit. You choose to go to the gym on your terms, with no pressure or prejudice to ‘fit in’. This will play an important part of what the business is and why it is different - it will also help guide future products and services.

• A new identity system and logo incorporating a ‘heart’ icon subtly hidden in the ‘4’. We distinctively chose yellow as a stand out colour palette in the sea of blue and green in the market.
• A flexible brand architecture: this can be utilised to suit different customer groups, segmenting the mass-target audience in order to rollout a more personal approach to sales. This was explored to sell products and services through specifically branded marketing material, for example, expanding the ‘Xercise4’ master brand into individual concepts and sub-brands, i.e. Xercise4Women, Xercise4Students.

• Improved touchpoints: the gym interior would benefit from some more sophisticatedly designed interiors such as the use of graphics and imagery on wall space, printed literature and merchandise.

• The identity was launched internally to all staff and management before being rolled out during the middle of January, coinciding with the opening of the new Leeds site.

The new X4L identity represents ‘the people’s gym’ and exposes a brand new concept...

Xercise4Fun Xercise4Happiness Xercise4You Xercise4Life

Xercise4Less are able to appeal to a wider audience with both their image and communication, as the brand now has a feminine hierarchy as part of the new concepts which effortlessly appeals to females, in turn broadening their audience.

Xercise4Less now have ten sites throughout the UK with over 160 employees and plan to expand to 100+ before 2016. They have invested heavily in their communications strategy since the rebrand and have been able to create new services that had never been offered to their customers before, such as online class booking systems and an interactive exercise app.

Result

Turnover
Turnover increased by 120% in 2012 (£1.8m) compared to the previous year and is predicted to increase by a further 60% (£2m).

2010 -2011 (JULY)
3 clubs
2011 - 2012 (JULY)
5 clubs
2012 - 2013 (PREDICTED JULY)
10 clubs

Turnover increased by 140% (£1.4m) during the period of January – July during 2012, compared to the same period in the previous year (pre-rebrand).


Sales (Membership)
X4L have gained over 69,000 new members
This is a result of the new clubs opening throughout 2012 and 2013, resulting in a sign up growth of 561% since 2011.

Before the rebrand, X4L operated just three clubs in Yorkshire.
Within the first six months of the rebrand they opened a further two clubs.

Membership sign ups grew at an average of 70% across 2 existing and
1 new club within 12 months of the rebrand.


A record breaking 5000+ signed up to both the Leeds and Wakefield clubs within the first month of them opening under the new brand.

During the first 12 months of rebrand, unique visitors to the website grew from 73K to over 260K and page views increased by 660%.


Expansion
In 2013, X4L now operates 10 clubs across the UK spanning 82,000 members, currently growing at a rate of 4,000 per month.

The club originally planned for 40 clubs to open by 2016; they are now projecting 100+ and growing at a rate of 60%+ in turnover year on year.

X4L @ Tesco
In July 2013, it was announced that the planned expansion of Xercise4Less Health Clubs comes with the addition of a new partnership with Tesco Supermarkets who are to rollout the first in-store 31,910 sq ft facility. Never having been done by any other retailer, or gym, the combination of the two is a unique concept in the UK.

Tesco’s decision process involved looking at the market and narrowing it down to two companies. Xercise4Less were considered for the partnership over and above their closest competitor, due to the strength of the brand and shared values such as the ‘people’s gym’ concept developed by The Engine Room which contributed substantially to Tesco’s new ‘healthier lives’ campaign.

The first site will be in Stockton-on-Tees, where Xercise4Less already operates one club, and with the deal expected to expand, it could potentially add another 50 clubs onto of the already 100+ projected for throughout the UK.

The gym, which is to create up to 50 new jobs, employing people from the local area, is to reside in the mezzanine floor of the existing Tesco store, with Tesco’s existing electrical and clothing Tesco stock being re-organised and housed on the ground floor. It is expected to open in October 2013.

Expand case study information