Our Work

  • The North Face

    Challenge

    The North Face came to Brandigo to help them create the core identity of their brand to help them move beyond the unpredictability and whims of fashion trends.


    Solution

    Harnessing the untapped power of the existing global customer base, Brandigo researched and created The North Face’s first new endorsed brand: PlanetExplore™ by The North Face.


    PlanetExplore, a community platform that connects The North Face consumers with local outdoor opportunities, was created to give meaning, purpose and active engagement for The North Face brand. To bring it to life, Brandigo created an ecosystem that connects consumers with outdoor adventure not-for-profit brands including Outward Bound, Appalachian Mountain Club, Girls Move Mountains, Sierra Club, American Hiking Society, and dozens more. The result gave the essence of The North Face brand—Never Stop Exploring—demonstrable purpose and meaning while introducing the brand to millions of young, new adventurists.

  • Aspenti Health

    Challenge

    Burlington Labs was a well-known, regional drug testing laboratory brand, high-profile local employer in Vermont, but due to legacy public relations issues, they were acquired with a tainted public image. Brandigo’s primary objective was to develop a new brand name and identity that spoke to the mission of the organization while creating a new, resonant brand narrative that inspired an evolution away from the stigma associated with drug addiction and drug testing facilities to a more compassionate, care-based model.



    Solution

    Brandigo developed a grounded, yet aspirational, new brand positioning strategy focused on accurate, timely testing with an added emphasis on innovation, education, thought leadership and community engagement. The new brand became Aspenti Health, from the hybrid of words “Aspen” tree which is symbolic of “clarity of purpose” and “ti” which is the seventh note and “leading tone” on the musical scale. Together, they signify the unified mission of the new organization, interconnectedness, and being part of a larger mission while creating harmony for clients, colleagues and patients. Brandigo also created a brand architecture, comprehensive suite of messaging and creative assets that activated the brand both internally to colleagues and stakeholders, and to the market. Aspenti continues to experience sustained growth with a clear, powerful and well-articulated vision that resonates with key audiences. 


  • Paystri

    Challenge

    As a full-service, integrated payment acceptance and technology provider in a highly competitive space, Merchant Consulting Group came to Brandigo to help them rebrand in order to be seen as a fresh, relevant provider with state-of-the-art technology capabilities.


    Solution

    Using primary research, a comprehensive industry/ market assessment, and client workshops, Brandigo developed a fresh, yet aspirational, new brand and positioning strategy focused on a unique consultative approach to payment processing, resulting in the new brand name and brand identity, Paystri. The name came from the hybrid of words “Payments” and “Pastry” combining what they do and the importance of staying fresh to ensure the very best product, service and outcomes (such as a brand headline of “Payment Solutions. Baked Fresh”). Paystri’s re-energized brand became a clear, powerful and well-articulated, new brand that resonates within the payment space.  


  • NEJM Group

    Challenge

    Massachusetts Medical Society (MMS), the renowned organization behind medicine’s most esteemed journal, the New England Journal of Medicine, came to Brandigo for a strategy that would take advantage of its global brand recognition while expanding its product offerings to not only preserve the prestige of the Journal, but would leverage it for continued success. 


    Solution

    Capitalizing on the globally recognized NEJM acronym and working closely with the team at MMS, Brandigo conceived of, developed and introduced the world to NEJM Group. This powerful parent brand would execute upon the organization’s defined mission: “To advance medical knowledge from research to patient care, making the connections between developments in clinical science and clinical practice to improve healthcare quality and patient outcomes.”


    Through over 200 internal stakeholder interviews, Brandigo identified four main areas in which NEJM Group advances medicine. These four areas became the basis for segmenting the product offerings of NEJM Group and drove the development of a scalable brand hierarchy. 


    To launch the new NEJM Group to the healthcare community and communicate the rich 200-plus year history of this cornerstone brand, Brandigo developed a creative campaign that leveraged the creative genius of a highly regarded artist who specialized in recycling magazines, labels and assorted analog and digital media. Given access to more than 100 years’ worth of printed editions of the New England Journal of Medicine and other publications, the artist created artwork from those actual pieces from those publications that brought NEJM Group’s mission to life. The story of the creation of these images became a PR campaign itself to promote greater awareness to the group’s introduction to the healthcare community. 


    Finally, a market perception awareness study was conducted to measure market perceptions around the newly formed NEJM Group and to deliver a baseline against which the organization could annually measure perceptions and determine the success of its marketing efforts.


  • GE Healthcare

    Challenge

    Brandigo was tasked with developing a brand story to focus on the emerging world of Precision Health that resonated with GE Healthcare’s Life Sciences target audience. With GE’s role in Life Sciences being highly complex, the challenge was to create a simplified story that could be clearly communicated around the world.


    Solution

    After extensive brand strategy research conducted in North America, China and Europe, including a competitive brand audit, Brandigo developed a powerful new brand positioning and narrative. This was brought to life with a range of story telling assets that included video, supporting client stories, graphics and icons and ultimately a new website and presentation to create the new brand experiences. 


    When Danaher Corporation acquired the Life Sciences division from GE Healthcare, Brandigo was commissioned to develop the newly evolved brand positioning, vision and purpose messaging for the new company post-GE, resulting in a Vision-Purpose Brand Matrix used by their entire global marketing and sales workforce.

  • Ahmad Tea

    Challenge

    Ahmad Tea, one of Britain’s top tea brands, was looking adjust its messaging and brand position in China to tell a better story to its target audience – and to better understand that target audience.  In a highly competitive environment – China has plenty of domestic and imported tea brands – Ahmad Tea needed to clearly differentiate in order to increase its market position.  


    Solution

    Through comprehensive market research that included qualitative and quantitative elements, as well as a competitive audit, Brandigo helped Ahmad Tea identify the target audience (Gen Z, Female) and come up with multiple brand and marketing approaches. Brandigo identified an open marketing opportunity in fruit tea and mixed tea + ingredient drinks – a hot trend in China. 

     

    After testing and validating the approach through consumer testing, Brandigo implemented the campaign through an innovative “fruit couple” campaign that included Chinese social media, creative assets highlighted by an interactive personality test, and overall channel management. The campaign enhanced Ahmad tea’s brand leadership in the fruit tea sector. Refreshed visual design and entertaining online activities helped grow brand awareness among a younger Chinese generation.


  • VAMA (ArcelorMittal)

    Challenge

    ArcelorMittal is the largest steel producer in the world. Their new company in China, a newly branded joint venture between ArcelorMittal and a major Chinese steel producer, was built to manufacture high-end automotive steel for the expanding Chinese auto market. They engaged Brandigo to refine and re-position the brand to better attract key automotive producers in China.  


    Solution

    Brandigo started with a brand research project that captured the key value drivers of the brand, along with a competitive audit. Through interviews and workshops with all key stakeholders, as well as the target audience, Brandigo re-defined the brand position and key message, along with the development of a dynamic, vibrant visual identity that captured their position as a high-end auto-related brand. In a market that is mostly defined by images of steel coils – this new brand stood out in the market and created a strong buzz. 


    Brandigo continued to work with the brand, creating all key marketing collaterals and internal communications material for the new brand.


  • nThrive

    Challenge

    Three newly acquired healthcare brands, MedAssets, Precycse and Equation Health were brought together representing a new company with offices in 10 cities and over 4,000 employees. Brandigo’s challenge was to seamlessly rebrand the three distinct organizations together, and all in a tight four-month period in order to capitalize on market opportunities and satisfy client demands. 


    Solution

    Driven by the brand purpose, Brandigo led the development of the Vision and Mission, using personal stories to help get to the core of why the team leaders had chosen to guide this new entity and what drives them. Insight from extensive research, including both qualitative and quantitative internal and external research and competitive brand audits, were used to build the basis for the brand strategy. 


    Many competitors in the health care marketplace created significant positioning overlap. The Brandigo team knew, that to stand out, identifying a “differentiated sweet spot,” a unique place that only the company can own would be a priority. In the case of this new entity, the space in which they operate is known as the “end-to-end” revenue cycle. Several competitors have staked claims within this space, so this new company would create its own niche and create a new market terminology that only they could use. “Patient-to-Payment” was born, something the new company could own with its unique set of services and technology to build upon, perfectly aligning with the new company’s vision.


    The new name of this visionary organization would reflect its mission – nThrive, which Brandigo created by the combining “thrive” or the level to which this new organization would exponentially raise the financial and operational performance of their health care provider clients to help them thrive, with the mathematical term of “to the nTh degree” to convey how the new organization was transforming healthcare.  


    The new brand generated a buzz in the healthcare arena, capturing the attention of colleagues, clients and the healthcare public. 


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