What drives successful design? When is a concept really finished? How do Landor designers create inspired ideas for some of the world’s largest global brands? This year, we’re sharing the inner workings of our studios around the world through our “Inside the studio” series. We’ll speak with some of our top creative minds and ask them all sorts of questions about what it takes to produce innovative, award-worthy, effective work.
We’re thrilled to announce that the Landor family was awarded four Lions at the 2016 Cannes Lions International Festival
Lois Jacobs, CEO of Landor, reflected on the extraordinary strength and talent of the Landor network: “For the past two years we have been the most awarded branding and design consultancy at the Cannes festival. This shows not only the dedication and creativity of our designers, strategists, and client managers, but also the rigor and relevance of our work.”
Peter Knapp, chief creative officer at Landor, agreed: “I could not be prouder of our work this year. We’ve taken our past Cannes legacy and built upon it, showing that year after year, we continue to be both progressive and innovative in our field.”
See below for more information about each award.
Realty developer ABIL Group (Avinash Bhosale Group) entered into a partnership with global fashion design house Versace to design interiors of its luxury residential project on Hughes Road in south Mumbai. Epitomizing a new standard of luxury, the ten units will be completed by 2019. Unobstructed view of the Queen’s necklace, luxurious amenities, iconic interiors and Italian design are some of the highlights of this project.
By Lulu Raghavan and Ruchi Gunewardene
Many brand owners think of their brands as logos or labels. Their discussions on branding would revolve around colours, fonts, layouts, designs, sizes and locations of the logo on various touch points. Seen through this traditional and limited lens, branding is equated with producing advertisements to build equity in the brand.
Whilst logos and labels are one aspect of what a brand is, it is an extremely narrow view. This approach to brand management severely limits the potential value of the brand when it is being financially evaluated as an asset that is adding value to the business. Yet, most brands in Sri Lanka are being built this way.
This article was originally published in FT Daily Sri Lanka (December 2015)
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Watch a short video with highlights from the 3rd edition with Wake Up With Landor.
By Lulu Raghavan
I’m hugely relieved that Google has finally changed its brand identity after 16 years. I have often struggled when a client has asked why they should change their logo if Google hasn’t. Now I have solid ammunition to evangelise the case of brand identity change to stay relevant. And nothing like the endorsement of its importance from one of the world’s most iconic brands!
The latest changes to Google’s brand identity are not the first since its inception, but this big change represents many key learnings for brands, especially those contemplating such a change themselves.
1. Your brand identity must be fit for purpose at every touchpoint
Today’s most agile brands constantly seek fresh ways to deliver their brand promise in new platforms, new channels, and with new audiences. Just think of Nike and all its innovations, from the FuelBand to the Nike Training Club app. As the brand goes from one platform to another across offline and online touchpoints, consistency is key. Google’s journey from a basic search tool on a web browser to an ubiquitous presence across screens of all shapes and sizes necessitated the brand reconsider how it was showing up at these various touchpoints. Google needed a coherent, consistent, and recognizable identity that would look fantastic from the smallest Android watch to the largest possible digital screen. Its identity had to maintain its integrity in high and low bandwidth scenarios. Continuous abstraction to the simplest core and flat design were the need of the hour.
2. As the experience of your brand evolves, so must your identity
Google is no longer just a search engine. Google Now has taken the brand into a whole new realm of artificial intelligence, as have other initiatives like voice powered search, Google Glass, and so on. We experience Google in many more ways than before. This calls for more than just a distinct logo but also distinct and recognizable visual language that is fluid enough to create variety yet differentiation at every touchpoint. Google has taken its recognizable four-colour identity and created much more ownability by creating a simple yet stunning identity system. From the powerful G of the favicon to the animated dots that let you know your voice search is happening, this is as much a creative decision as it is a strategic brand choice to unequivocally own these four colours.
3. Think two steps ahead
When you make an identity change, think of what the next (or the next few) evolutions might be like. See where Nike and Apple have take the swoosh and the apple. They are the ultimate shorthands for the ultimate brands. I can well see Google’s identity ultimately becoming just 4 coloured dots. Can you see where your identity will go next?
4. Stay resilient and focused on your objective despite resistance to change
As you steer your brand through change, you will find resistance popping up in all quarters, both internally and externally. Once you have decided to change, stick with it. Many times, people are more resistant to the idea of change than the change itself. As long as you have solid business reason to change your identity, there’s no reason you should listen to the skeptics, nostalgists, and naysayers.
This blog was originally published by Impact magazine (September 2015).
Read similar articles on: landor.com/thinking
By Lulu Raghavan, Fernando Leira, Emma Beckmann, Doris Ho, and Karen Attyah
With political and economic chaos in Brazil and Russia, growth slowdowns in China, and inflation in India and South Africa, many speculate the BRICS nations have reached the end of their run as development darlings. However, these markets cannot be ignored as they still offer significant opportunities, even without double-digit GDP growth. The bloc is home to 40 percent of the world’s population, 20 percent of the world’s gross product, growth rates higher than their developed counterparts, and most important—a rapidly expanding middle class.