Client St VINCENT’S HOSPITAL, BRISBANE

Project REBADGE, REBRAND & LAUNCH

Industry/profession Health

Background

Mt Olivet Hospital was viewed by the general public as only a place of palliative care - a legacy that the greater public found confronting...frightening even. The reality was that this represented only 30% of the Hospital's offering but still the perception persisted.

Mt Olivet was renamed St Vincent's Hospital. That was the first step.

Next came identifying its brand archetype. Contrary to the in-house view it was not the Carer.

The primary archetype was the Pioneer with a secondary of the Trusted Friend.

 

Target audience

General public, medical profession.

 

Brief

To produce branding and collateral that would illustrate the archetypes and the client-based focus to the public, the medical fraternity and staff while maintaining the essence of the Sisters of Charity charter.

It is about empowering people in their journey through life. Rejuvenating their sense of self, providing support and understanding that helps to confront challenges and overcome them - to prevail. Recognising that people have different needs and different circumstances. We call it 'wholistic' health care.

 

Legacy

Quite simply, palliative care spooked the public psyche and although 70% of its good work lay in other areas palliative care was believed to represent 100% of its offering.

 

Strategic Solution

To project a totally client-based focus.

This was not about smiling professional but about the people they cared for.

 

Creative Execution

'I prevail' summed up the entire offering very neatly...simply and unambiguously.

The patient was the hero and photography portrayed this.

 

Images

A complete photo shoot was required – it would be rolled out in two parts

1 Hero shots for use in primary positions – to address primary objectives and serve as vanguards in raising profile.

2 Secondary images to support and expand the message of each area of the offering,

 

Client FUTURE AUTO SERVICE

Industry/profession Automotive

Project TELEVISION COMMERCIAL

Background

A relatively new business - conceived in 2005

Grew to 20 centres in and around Brisbane by mid 2009.

Objective - to increase to 40 centres.

Aim - to offer more than the usual services associated with the mechanical trade.

Brief

Produce a television commercial to raise brand awareness and generate inquiry.

Target audience

General public – dominant group generation Y

Best growth potential group is women (gens X & Y)

Facilitate franchise prospects

Strategic Solution

To position Future as the auto centre that centres on you.

1 To promote Future as delivering what it promises.

2 The public will get what it expects.

Future needed to set itself apart from its competitors from the outset.

Gens X & Y primary target audiences.

Generation Y in particular is an ever-eroded TV audience. Their media is mainly the net and their phone.

Our recommendation was to:

1 Identify market segmentation

2 Run an online campaign

3 TV directs to online

Creative Execution

‘Down-to-Earth mechanics’ - the line to address existing market perception & promote Future’s USP.

To produce animated commercials – three in total targeting:

1 Generic

2 Female market

3 Male market

Client St LEO’S COLLEGE, UNIVERSITY of QUEENSLAND

Project COLLEGE WEB SITE

Industry/profession Accommodation, education, catering, conferences/events

  

 

Background

The College had an existing web site produced some four years earlier. This was a site which started life as a 20-22 page HTML project expanding to a 96+page Joomla site.

St Leo’s comprises five distinct areas:

Residential

Alumni

Foundation

Catering

Conferences/events

Brief

All of St Leo’s five areas were to operate as separate sites but appear to the user to operate as one. In addition to the expected functions the site was required to:

Residential - apply online, post video, music & images.

Alumni – function to allow ‘Old Boys’ to register online and connect with other Leonians.

House St Leo’s archival material and grow the data base.

Foundation – capacity to support St Leo’s financially.

Catering – download menus online ordering

Conferences/events - online registration/ordering – this site and catering interacted with each other.

Newsletter & social networking system.

It would utilise a Content Management System.

 

Target audience

New students

Past students

Supporters

Conference organizers

Catering/function organisers

Strategic Solution

Accommodation – to a put real-world face to the offering (not generic)

Catering/Conferences – photography to allow the quality of the offering speak for itself.

Creative Execution

Create an image library. We were commissioned to photograph a defined catalogue of images over a five day period.

A web site that would maintain a balance of modern contemporary and tradition

It was to be intuitive for ease of navigation and provide a platform that would draw people to it to ever increase traffic and use.

Client COORPAROO SECONDARY COLLEGE

Industry/Profession Education

Project TOTAL IMAGE REBUILD

Corporate Profile

Web Site

Photography

Nautilus – accelerated learning program Outdoor

Background

This entire project evolved from the school enquiring about a promotional banner.

The principal, in a very short time raised the credibility, respectability and desirability of the College (and offering) by implementing curricular and school community changes that began to set it apart from other such institutions in the catchment.

 

Brief

The principal had arrived at the College two years earlier. A vision for the evolution of the College's offering was formulated and with the drive and endorsement of an energetic management team the objectives began to be realized.

The mission was clear but the manner in which to get there required clarity and objective (not subjective) execution.

The offering was excellent so the projection and promotion of it required a professional approach that would do it justice.

 

Target audience

Parents, students, other schools

 

Strategic Solution

To have a private enterprise feel about it rather than a government approach.

To adopt a clear warm, organic direction - approachable in a word.

To present the offering as desirable, special and quality education but not elite.

All collateral to stand apart visually from anything else in the market.

 

Creative Execution

A words and pictures exercise

Photography – fresh and very human was pivotal.

Typography – strong and clear.

 

Supporting statement

I've spent many years working with education and the one thing is all too common. Although institutions see themselves as different to others they tend to promote 'more of the same' with either mixed or sanitized messages with no desirable or discernable USP...and too often speak to teachers or the education department.

The principal knew her business but equally knew when to engage assistance and expertise.

Client QUEENSLAND THERMO KING

Industry/profession Transport/logistics

Project  Marketing & sales collateral.

  

Background

The client provided eight brochures produced in the US and wanted them to be reproduced.

They were very American, appeared outdated and looked like they'd been designed by engineers.

I felt they spoke to other engineers and not the target audience.

 

Brief
we rewrote the brief advising the client that first the brochures need to be 'Aussiefied' with imagery and messages that reflected Australia, they should be simple absorb and easy to scan, the layouts had to be 21st century and they should work as a suite.

 

Target audience

Government, bus services, trucking

 

Strategic Solution
Conduct a brand archetype session with senior management.

The archetype was revealed as EVERYMAN – the bloke next door, trusted friend.

To position and promote QTK as delivering on what it says and then backing that up...or ifs, no buts!

'you want to run your business...we'll get you running and keep it that way'

 

Creative Execution

This manifested in the form of the line 'When you're alone you're never on your own'

This statement says QTK delivers on equipment and support.

Client INFRONT SOLUTIONS

Industry Print

Project  RESTRUCTURE THE COMPANY’S OFFERING

 

Background

The company started out 8 years earlier as a colour copy (including desktop publishing) and direct mail shop and had done rather well.

Now, it had just bought 20+ year old A2, 6 colour Heidelberg press. This was a whole new ballgame.

The challenge, as I saw it, was that the town already supported numerous A2 presses and my questions were:

What was the incentive for the market to deal with us and not stay where they are?

Can we deliver according to their expectations?

Who was our current market?

What did the market think of InFront?

Management could see that as its print clients grew in business sophistication the need for a more comprehensive range of services would be necessary. If InFront could not meet that need then clients would look elsewhere with the potential of taking their print with them.

 

Brief
An interesting gig.

On my arrival I found that there was no brief, no business plan and no marketing plan.

 

Legacy

The Company didn't acknowledge value in strategy, ideas and concepts and to this point was virtually giving them away.

These were subsidized by print production which is not a rare thing in the print world.

No clear definition of roles or areas of skill & experience.

The Company thought it was listening to the client...but only in part. A higher degree of understanding and experience and service delivery by InFront was required to take most clients toward their objectives and to grow InFront.

 

Strategic Solution

Go from tactical to strategic.

To reposition the company as a genuine, effective one-stop shop.

To repackage, rebrand and launch an offering that went beyond a print shop and would be attractive to the market that would not normally consider an ad agency yet required more than a design studio could offer.

The Company's offering was now changed and it became InFront Integrated Solutions.

This meant a restructure in what the company offered and how it would deliver on its promise.

Access to new revenue streams, previously off the radar, were now on the scope

 

Creative Execution & infrastructure

Avoid the marketing stereotypes used by printers and clichés engaged by ad agencies.

What was done?

This was no longer purely about sales targets and the mindset that drives that. I call that being a waiter.

InFront was now not purely a print shop, a creative house or an agency. A new entity was evolving.

The offering included Strategy, Campaigns, TV, Radio, Press, Print, Web, Design, Illustration, Photography, Digital, Offset, POS, Large Format, Direct Mail.

This was addressed from a point of consult, plan, achieve.

InFront had become about advice, not order-taking.

It was imperative a whole host of changes be implemented long before the creative department could fire into action.

Define roles within the company.

Sales reps became account managers

Produce support materials to assist account management.

Implement a creative department job & costing system

Define the services and their fees.

Increase fees and charges in line with the dictates of each service.

Revamp the corporate ID and apply it right across the Company.

Produce a corporate profile & capability statement

Produce marketing & services collateral

Produce a web site

Produce a new suite of stationery

Redefine & restructure the client/company relationship and its conduct

Formalise terms & conditions of trade

Charge realistic fees for the work engaged by clients.

Categorise each service for invoicing and better tracking.

Train all those involved in the new processes.

Take a proper brief & deliver what the company promised.

Change the Company culture

Supporting statement

I stayed with InFront for two years.