Lowe

We helped a real estate company champion people as the most valuable asset in real estate.

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Challenge

In 1972, Lowe Enterprises was founded as a private real estate development, management, and investment company based in Los Angeles. Since then, the company has expanded into new offices around the country, building a broader range of properties and offering a wider range of services.

With growth came opportunity, but also difficulties communicating the company’s unique market position. New business units had been established, however its visual identity and communication assets (e.g., website) had become dated, and were no longer an accurate representation of the company’s culture and services.

As part of an initiative to establish a more cohesive identity, Lowe Enterprises changed its name to Lowe, and partnered with Innovation Protocol to evolve the brand for its next generation of growth.

Insight

In the midst of adopting a more unified business strategy, the company was also transitioning leadership to a new team, and needed to define its story in terms of the strengths of the company more broadly. This meant evolving from a benefactor and regionally driven brand, to a brand driven by its core values, competency, and ideology.

A deep audit of Lowe’s place in its ecosystem revealed that the company’s primary strength and differentiator lay in its people, who were recognized as bringing a special blend of innovative development and attentiveness to the needs of each unique customer, tenant, and local environment. It was based on this insight that we built the Lowe brand around the idea of Real Estate Beyond Buildings.

Solution

With a new strategic position, we developed new verbal and visual systems, as well as corporate brand guidelines to bring this message to market. These included a new articulation of the brand story and corporate values, a new visual identity, and the launch of new assets based on that identity, including a new website.

Outcome

Lowe successfully launched its new brand, which has been embraced enthusiastically across its branches nationwide. The website was redesigned and Lowe is actively developing content and assets based on the new brand system and guidelines.

Restaurants On The Run

We repositioned a food delivery veteran for the new era in food delivery.

Challenge

Restaurants on the Run delivers restaurant food through a proprietary, web-based ordering system. The company grew to become one of the nation’s largest restaurant food delivery services.

Restaurants on the Run relied heavily on promotions and discounts, as well as its reputation for customer service.  However, with competition intensifying, relying on functional benefits had the potential to commoditize the company.

Insight

We uncovered a critical differentiator that became the foundation for a new brand story – the company’s sophisticated use of data to ensure order accuracy.  This was casually referred to internally as Foodgistics (Food + Logistics).  The company did not celebrate the extent to which the intellectual property addressed a key consumer need while also increasing the company’s value as an acquisition target.

Solution

Restaurants on the Run’s consumers, who were largely business meeting coordinators, placed high value on the order customization process management – which was built directly into the company’s technology platform.  However, Restaurants on the Run never took credit for its technology investments and how they enabled a great customer experience.  We created a brand story that promoted the importance of this proprietary technology when selecting a food delivery vendor.

We then updated the verbal and visual brand systems to refocus Restaurants on the Run’s strategy. The website, brochure, logo, and sales sheets were redesigned in accordance with the new brand system.  We also created brand guidelines to ensure that future communications would be on-brand.

Insight

Following completion of the brand program, Restaurants on the Run was successfully acquired by Chicago-based GrubHub, and positioned as a new offering, GrubHub for Work.

Seven Lakes Technologies

We helped a technology provider redefine expectations in oil and gas software solutions.

Challenge

Since 2009, Seven Lakes Technologies has offered analytics and workflow software for oil operators. However, the company’s growth faced several challenges due to a severely depressed oil and gas market.

To expand its market reach, Seven Lakes Technologies planned to release a new flagship data analytics and actions engine, which would transform how large oil and gas companies access and use their information.

Seven Lakes Technologies needed a brand strategy to claim its position as a technology leader in oil and gas and introduce new offerings.

Insight

Although the Upstream Oil & Gas industry includes large, legacy organizations with their own proprietary data analytics solutions, nimbler companies are disrupting the status quo.

Our Discovery uncovered several opportunities.  Oil and gas management technologies were hard to use and manage, and required highly technical assistance to advance.  The pace of oil and gas production has accelerated and required increasingly dynamic information processing to act in a timely manner.  And the oil and gas solutions industry was made up of industry mining veterans that migrated to tech, whereas Seven Lakes was born a technology company that focused it technical savvy on oil and gas.

There was a clear opportunity for Seven Lakes to build a brand around its ability to amplify the impact of technology leadership in oil and gas companies.

Solution

We conducted full discovery research, defined a new brand position aimed at both business objectives and customer desires.  With a differentiated direction for the brand, Seven Lakes Technologies could engage oil and gas industry customers of all sizes by speaking to the importance of not only their data, but the people who capture, share, and act on it.  This empowered workforce used data-driven decision-making to maximize efficiency in both up and down markets.

We created supporting brand verbal and visual systems to guide marketing communications, and developed over 150 name recommendations for its new platform-as-a-service offerings.

Insight

Seven Lakes Technologies successfully re-launched its corporate brand at the same time as its flagship software platform.  Based on the frameworks and assets delivered, Seven Lakes successfully redesigned its website and established its market position within a single quarter.

Synagro

We helped an industry leader rebrand and prepare for acquisition.

Challenge

Synagro is the largest wastewater treatment operation in the U.S., with over 30 years of industry-leading experience. After many strategic acquisitions, Synagro expanded its portfolio to become a full-service, end-to-end product and solutions provider for wastewater treatment, waste disposal, and the production of new products from recycled waste.

As Synagro grew, communications became fragmented, focusing on the technical aspects of managing waste challenges at an individual product level rather than communicating the value of the broader organization to its stakeholders and diverse customers. Misaligned marketing materials produced by individual departments created challenges with customer comprehension, industry perceptions, and the ability to gain new clients and cross-sell.

Insight

During our discovery process, we learned that Synagro did more than treat wastewater but was not getting credit for its vast offerings, and that its competitors all communicated on a technical, almost scientific, level.

Solution

We created a new brand position around the synchronization of people and planet – synchronizing outputs from population growth with the health of the planet.  This was a position Synagro could own, with a new meaning behind the company’s name (synchronized growth).

We developed a new visual system and design executions based on this new position, drawing inspiration from the natural human-to-plant cycle that’s reinforced through Synagro’s offerings. The system focuses on imagery that captured images of the Earth that were relatable to their buyers, and environments where Synagro impacts the environment, rather than focusing on facilities and function.

Design and strategic executions included a new website, marketing collateral, creation of case studies, building social media strategies, event and space design, and multiple direct marketing materials. This visual strategy helped differentiate Synagro from competitors as well as introduce a new way of viewing what it does.  As a result, Synagro’s employees were proud to talk about where they worked.

Result

To better communicate its range of products and services, we reduced the brand architecture from thousands of offerings to four key categories: Cleaning, Transforming, Producing, and Reusing.  This created a framework audiences could easily remember, and facilitated an increase in cross-selling because sales professionals were able to talk about the extreme breadth of offerings in a simple way.

Ultimately the rebranded company and refined portfolio were successfully acquired by a private equity firm.

Diocese of Orange

We helped the Catholic Church create cohesion with a unified brand voice and design system.

Challenge

The Diocese of Orange is one of the largest and fastest growing Catholic communities in the nation with 62 parishes and numerous programs, services, and schools in Orange County, California.

The Diocese of Orange purchased the Crystal Cathedral and its surrounding 45 acres with the intention of creating a central campus for Catholicism in the West.

That same year, the Diocese launched a capital campaign to gain financial support for the new property. While the marketing materials focused primarily on the functional aspects of the physical property, there was no mention of the property’s purpose or how it related to the Diocese at large. For the capital campaign to be successful, the Diocese recognized that both the property and the Diocese needed a defined purpose and identity.

One barrier to achieving this was that active Catholics had strong relationships with their community parishes and priests, but little interest in connecting with those outside of their immediate place of worship. As a result, each parish focused its communications on its own congregation. It therefore became increasingly difficult for audiences to understand and support the Diocese.

Insight

Through in-depth research including 60+ interviews with clergy, lay leaders, and parishioners, we learned that the vernacular of local and global Catholicism can be isolating. In an effort to unite Catholics of all ages, ethnicities, and socioeconomic backgrounds, we re-established the Diocese of Orange’s core mission as an institution that leads individuals on their own, highly personal faith journey.

The Crystal Cathedral – renamed the Christ Cathedral – was positioned as the beacon of faith in Orange County, the physical space where audiences could experience their own journey of faith together.

Solution

Armed with a clarified purpose and meaning, we developed a new visual identity, brand architecture system, and messaging strategy for both the Diocese and the Christ Cathedral property. The systems were treated as a “family of brands” with shared visual assets, voice, and tone to reinforce their relationships to each other.

Result

The brand systems were applied to numerous websites for the Diocese of Orange and Christ Cathedral, as well as all subsequent marketing campaigns.

 The Diocese of Orange also conducted two waves of brand equity research to measure awareness, opinion, and perceptions among Orange County Catholics of the Diocese institutions and key leadership. The first research phase was run prior to investment in the brand programs, and the second wave was run after the brand program was executed.

There was a sharp increase in awareness, positive opinion, and foundational perceptions of the Diocese and its leaders. This increase was most pronounced among young and engaged Catholics, who were key to the Diocese’s growth and success.  The quantitative research also validated the positioning of the Christ Cathedral property, and instructed individual parishes on how to drive engagement within their own communities.

Conqur Endurance Group

Bringing clarity and purpose to a growing brand portfolio of athletic events.

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Challenge

A subsidiary of McCourt Global, LA Marathon LLC is an organization that produces running events throughout Southern California including the Los Angeles Marathon, the Santa Monica Classic, and the U.S. Marathon Olympic Team Trials.

Since the corporate brand shared the same name as its most well-known event, it was difficult for audiences to understand that the organization was more than just the Los Angeles Marathon. As a result, audience recognition remained stagnant and the organization struggled to grow its portfolio through new partnerships and sponsorships. The organization needed to elevate its identity above its signature events.

Insight

Our branding engagement began with in-depth field research into the experience of LA Marathon LLC’s events – attending, cheering, and even participating. At these events, we also conducted qualitative interviews and learned that the act of running wasn’t what unified participants, sponsors and supporters.  Rather they were united by the feeling of individual grit and mutual support that comes with endurance.

Solution

To put the spirit of endurance at the forefront of the brand, we renamed LA Marathon LLC as Conqur Endurance Group. The new name was supported by a new visual identity, website design, and brand messaging platform based on the tagline and rallying cry, “Triumph in Motion,” which encouraged participants, partners, and the brand itself to use endurance as a channel for inspiration, training, and celebrating human connection.