Keeping the fleet as good as new at a lower cost

DHL has grown into a global organisation with more than 250 aircraft, 15,000 vehicles and over 65,000 employees in 228 countries.

Following the successful implementation of the new corporate identity on their vehicle fleet, it was our job to ensure that the image of DHL was maintained during the life cycle of its vehicles.

The development and implementation of a damage management system was completed within a five-month period and it has achieved considerable savings in costs through improved workflow, supplier management and reporting. The VIM Group also established (and operates) a full-service desk manned by experts who assess damage as well as manage the repair process. Protecting the corporate identity plays a key part and ensures that the vehicle fleet remains a respectable carrier of the DHL brand.

Advertising campaign applied to the entire fleet

DHL is a world leader in international express deliveries. The company is the market leader in sea freight services and contract logistics. DHL's international network unites more than 220 countries worldwide. As part of the communication mix supporting a nationwide campaign, DHL wanted to use all 1,200 vehicles as a mobile advertising platform; without disrupting the daily logistic processes.

DHL's fleet can be separated into three types of vehicles: cars, lorries and trailers. For each type we developed a different logistic strategy and visual approach. For the lorries and trailers we chose to apply the advertisements using panels. The additional advantage of this process was that we could pre-produce all materials and simply attach the panels to the cars - with a minimum loss of time. Within three months we had changed the look of DHL's entire fleet.

Thanks to use of panels we can now easily develop new campaigns.

Completely equip 350 shops

DHL is a world leader in international express deliveries. The company is the market leader in sea freight services and contract logistics. When the Dutch postal market was (partially) liberalised, DHL conceived the idea of 350 Servicepoints to process consumer express deliveries. The Servicepoints would have to be implemented as shops-in-shop in small stores and franchise companies.

We were asked to carry out the quick execution of the 350 DHL Servicepoints in the Netherlands at the lowest possible costs and to make sure each Servicepoint would stand out in its surroundings.

We homogenised all visual elements (lighted signage etc.). Thus we contributed to a consistent application of DHL's corporate style and enhanced DHL's brand value in every shop. Our knowledge and experience helped us to specify exactly what the requirements were for each visual element. By doing this, we could implement a sustainable interior design concept within a short period of time and at the lowest possible costs.

Online brand management tool

GM is the largest automobile manufacturer in the world with their vehicles sold in over 200 countries.

We were asked to develop an online identity management tracker system that allows key brand managers, associated staff and suppliers to organise and report on the day-to-day management of GM's combined corporate identity rollout programmes.

It has provided a central system of consistent data and reporting, avoiding errors and duplication by members of the team with a marked reduction in administration. This centralised tool is used for the four integrated franchises of Vauxhall, Saab, Chevrolet and Opel in over 8.000 retail outlets throughout the UK and Europe.

http://www.endpoint.co.uk/

Redesigning the showroom

In Australia, South Pacific Tyres (SPT) manufactures tyres locally (Dunlop) and imports and distributes other brands. Its channels of distribution are varied, from agents to licensees, franchisees and company owned stores. Recently, the organisation was bought by Goodyear Inc. (USA).

The new organisation decided on two issues: 1) change the name to Goodyear Autocare

2) refurbish the reception/customer area: to make it more friendly to female customers, to have a display/educational section to up sell non-discount products and to provide an area for waiting customers to connect to the internet.

We proposed a one-stop solution and developed and tested the it, for both outside and inside the showroom. After approval, the entire project (120+ stores) had to be rolled out across Australia in 9 months.

To expedite the process, we implemented 2 strategies: once surveyed, we documented the new external signage and the new showroom layout in 3D instead of line drawings. We used our web-based IT application to ensure that all drawings, costing, feedback and recommendations were available for all.

Now the concepts that we designed are being rolled out by Goodyear across Asia.

http://www.wiin.com.au/web/guest/credentials

New brand across network

Mitsubishi Motors Australia Ltd (MMAL) is only 1 of 4 car manufacturers in Australia; every other brand sold in Australia is imported. As their current visual identity was very conservative, MMAL commissioned a designer to create an Australian visual identity to be on par (if not better) with the other local brands.

Our brief was to rollout the new brand across the 220 dealership network. We were faced with a number of challenges:

Design/Technical challenge: bearing in mind the geographical spread of the network, the visual identity solution had to be modular & interchangeable (for specific promotions).

Costings challenge: As signage contracts were leased through finance companies, variations could not be contemplated. Very detailed contracts had to be prepared, including cost control on delivery, installation and incidentals.

Communication challenge: How do you communicate with the client's representatives, local authorities & contractors efficiently? Typically by phone, faxes, emails and through our website in most instances, but also recently with streaming live video technology.

As our involvement progressed with MMAL over the years (we are into our 7th  year with them), we have been involved in a number of other projects.

http://www.wiin.com.au/web/guest/credentials

Implementing vehicle fleet graphics worldwide

TNT is a world-leading provider of express and mail delivery services, using their integrated air and road networks to deliver documents, parcels and freight safely and on time. It’s TNT’s mission to exceed customer’s expectations in the transfer of their goods and documents around the world. To visualise this message TNT decided to introduce the slogan ‘sure we can’. For TNT’s fleet this implicated the replacement of the so-called category definer ‘Global express, logistics & mail’ by this new slogan.

We were asked to develop a smart and lean & mean approach for the implementation of ‘sure we can’ onto TNT’s fleet, for which corporate budget had been made available. The challenge was to facilitate local execution whilst assuring brand consistency, cost efficiency and simple administrative procedures. To meet this challenge we set up a dedicated project website to communicate procedures, guidelines and budget forms. These budget forms could be easily downloaded and completed by local (fleet) management to request budget for the transition of their fleet. Upon completion the forms had to be send to us for obtaining approval, and approved budget forms were used as order forms for producing and shipping the requested amount of decals.

This approach worked very well, and allowed TNT to introduce ‘sure we can’ onto more then 20,000 vehicles in over 100 countries in less then a year, and to achieve worldwide brand consistency ánd cost efficiency. Sure we can!

Managing and monitoring a visual identity

Louwman & Parqui B.V. is the national marketing and sales organisation of Toyota and Lexus in the Netherlands. Toyota wants to be the most attractive car brand in the world; with matching consumer experience.

We were asked to make sure that after the successful introduction of the new style at the official Toyota dealers the level of brand experience was maintained and, if possible, enhanced.

Central to our activities was an online system that defines all work processes and tasks. Management of the outdoor signage included the placement, returns et cetera. The system records which elements are placed at each point of sale and the elements' status and condition. We assessed each assignment and reviewed them in accordance with Toyota's rules on allocation, style and appearance. Then we co-ordinated the complete implementation. The staff at Louwman & Parqui only had to approve the placement applications.

Corien Plaisier, Chief Dealer Support Unit Louwman & Parqui BV: "NykampNyboer is a full-service visual identity management office. They can do anything, and this varies from applying for local permits, conducting the tender procedures for light signage suppliers and the roll-out of installation of the signage, to providing management and maintenance. In addition, they managed to achieve a significant cost reduction. I have got to know NykampNyboer as a straightforward, pragmatic company employing nice people who are reliable and suited to do the job."

Rejuvenating a brand, and how it is managed

The merger of Alcan and Alusuisse Group resulted the 'new' Alcan, a global leader in aluminium and speciality packaging. The merger afforded an excellent opportunity to rejuvenate the Alcan brand throughout the corporation. At the same time, they wanted to explore opportunities to standardise, centralise and rationalise how assets were branded.

Our involvement began early in the process, helping the senior executive team prepare presentations to the board of directors to get approval for the implementation plan. We gathered and developed budget information and presented alternative implementation scenarios.

Following board approval, we assumed responsibility for managing Alcan's transition to a new stationery system for 2.000 employees and overseeing the signage requirements for 138 locations in more than thirty countries. We developed the implementation strategy and tools and created a signage system for the company, which showcased the use of their principal product - aluminium. Our tight definition of requirements and focus on rationalisation resulted in a signage program that saved Alcan millions of dollars.

'We had all kinds of information and lots of people within the organisation to help. VIM Group provided project management expertise and advice. Working with Alcan managers, they developed an implementation strategy that brought our project in under budget. In doing so, our business group managers were able to learn from the process and take over the ongoing responsibilities for managing our brand issues.' Dan Gagnier, Senior Vice President, Corporate and External Affairs, Alcan, Inc.

Managing a total post-merger visual identity change

Corus was formed as a result of the merger of British Steel and the Dutch Koninklijke Hoogovens, forming one of the largest steel-manufacturing organisations in Europe.

The new company needed immediate planning and management support for the launch of its new brand identity. Assistance was also required for the application on all their visual assets in over thirty countries within a twelve-month period. Preliminary estimates indicated over 16.000 different identity application items (ranging from a ballpoint pen to a locomotive) needed to be converted in the most cost-effective manner with the least affect on operations.

We worked alongside the design agency to save costs and meet deadlines and with Corus's purchasing team to use the potential of their group buying power to contract suppliers. Significant savings were achieved and Corus was able to remove all manifestations of the old identities and convert first-priority visual assets to the new brand identity within the timeframe.

Repositioning the brand

With 12,500 employees, Linde Material Handling GmbH, Aschaffenburg, is currently one of the world’s leading manufacturers of forklifts and warehouse technology. The company is also one of the major producers of hydrostatic drives employed in construction, agriculture and forestry, as well as in Linde forklifts. In 2006 the Linde Material Handling division was divested from Linde AG and established as a legally independent entity.

As part of a repositioning of the Linde Material Handling brand, we were commissioned to globally communicate the newly developed Corporate Design and to assure a comprehensive rollout of the brand. The foundation for the world-wide branding activities was provided by a custom designed web-based brand portal. For all sectors of the brand communication we developed a wide range of communication instruments as Best Practice examples. We made these instruments available as templates for download via the central platform.

Click here to access the BIG website

Implementing signage and way finding across Europe

US stationery giant, Staples, announced the takeover of Dutch wholesaler Corporate Express in June 2008. This takeover made it possible for the company to enter the B2B market for office distribution in Europe. The completed acquisition of Corporate Express by Staples, the world's largest office products company, resulted in a combined annual revenue of $27 billion.

As a result of this takeover, Corporate Express had to be rebranded to Staples. We were contracted to manage and implement the complex process involved in the required changes of Corporate Express facilities and assets throughout Europe. The project involved 35 facilities in countries like Germany, France, Italy, Spain, Norway, Poland and United Kingdom. VIM Group's activities included surveys, visual packs, planning applications, production and installation. Using advanced web-based applications and its international delivery network of experts, the company was able to manage the project centrally and implement locally.

This approach assured achieving both brand consistency and cost efficiency, two important objectives of any rebranding exercise. We also advised Staples' management on potential visual improvements based on their standard communication value criteria. The result has been a successful transition and clearly improved brand experiences during stakeholder visits.

Manage a global Brand Change

Improved visibility of visual identity enhances safety

The Toronto Hydro Corporation comprises six municipal utility companies, with two business units, 28 offices and 211 locations. It is the second largest municipal corporation in energy supply in North America.

The branded assets of all six companies had to be united in one new visual identity. This included the entire fleet livery and the development of new signage and wayfinding for improved visibility and enhanced road safety. We worked very cost-effectively and realised structural savings, for example by (re)negotiating contracts with suppliers.

Focus on the brand

Aegon is a multinational specialised in pensions, life insurance, asset management, non-life insurance, health insurance, funeral plans, savings and investment. The organisation pursues an active brand policy, for example by focusing on sponsoring. Aegon wants these sponsorship activities to be more productive by enhancing the visibility of the company's logo at all locations.

We were asked to analyse the existing light signage at the Aegon locations and advise on enhanced visibility. We drafted a revision of the basic structure, new innovative lighting techniques and a new text and logo. We developed a prototype and tested it extensively.

The results: readability increased by 35%, energy consumption decreased by 65% and the costs of maintenance decreased by 60% (the new technology is less susceptible to failure).  This new technology is applied at 25 Aegon locations. Aegon recovered the costs of its initial investment within a couple of years.

Signage & wayfinding

The Dubai International Financial Centre (DIFC) is an onshore capital market and a financial 'free zone', situated in the heart of the city and established as part of a vision to create an environment for growth and economic development in the UAE.

Developing the area identity, signage and wayfinding has been a collaborative project with branding specialists Lloyd Northover. We have provided the signage and wayfinding components for the master-plan together with the tender documentation and construction supervision for The Gate building and six surrounding buildings and landscape areas.

http://www.endpoint.co.uk/work/casestudies/difc.html

Brand implementation & rollout services

Following the merger of Emirates Bank and the National Bank of Dubai, we were appointed to deliver a Transition Plan to rebrand the 150 retail branches and 600 ATM's across the gulf region.

We are currently in the audit stage of the project and have a project management team deployed to the client's office to facilitate the change with minimal down-time for the business.

http://www.endpoint.co.uk/work/casestudies/emirates-nbd.html

Implement new visual identity

In 2004, following the acquisition of its subsidiary Frankfurter Sparkasse, the Helaba Landesbank Hessen-Thüringen (Frankfurt am Main) consulted us on a brand change program.

The project comprised: 1) the planning and control of the implementation process, 2) the development of application-specific standards, and 3) the execution of master documents of all print media. Additionally, it was necessary to transfer the Corporate Identity rules and guidelines to a web-based brand portal, and support the in-house construction department on signage topics affecting some 100 branch offices.

Specifications of the Deutsche Sparkassen- und Giroverband and an expansion of the rulebook based thereon were the foundation of our implementation activities. The stocktaking, the determination of requirements, and the prioritisation conducted through electronic tools ascertained that 411 print items and 800 forms were to be converted by way of interactive form and document processing, publishing and editorial systems. Implementation of the top priority objectives was completed within 6 months.

Click here to access the BIG website

Co-ordinate the brand identity in a bank merger

Postbank and ING Bank Nederland have been known as ING since 2009. With this merger, ING unites the capabilities of both banks and benefits from the brand awareness of ING. Both banks have been given a new brand identity that suits the new positioning of ING.

We have supervised the rebranding process in several areas. The challenge was to perform a smooth rebranding process within various business units. We analysed the situation, advised ING on how to proceed and partly managed the rebranding programme and designed the project organisation. We supervised parts of the creative process and had an overall co-ordinating role. We implemented the actual programme of change - for instance the light signage at all principal and district office locations - within several business units.

Sharing marketing information worldwide

Randstad Holding nv is an international business service provider with subsidiaries in Europe, North America and Asia. With 2,670 branches, the Randstad Group is one of the largest companies in the world in the field of flexible work. To manage the quality of service, Randstad strives for uniformity in its processes and a consistent and powerful visual identity - anywhere in the world.

We were asked to create an interactive online platform for Randstad's marketing professionals, enabling them to share their knowledge and experience and apply marketing innovations globally. The platform should fit within the existing Randstad brand portal.

First we mapped the various communication processes, target audiences and the desired functionality. Then we selected a software partner: Microsoft Sharepoint. We seamlessly integrated this software with the existing Randstad brand portal. Randstad Interactive, the name of the new online platform, was realised in a short time.

Environmental graphics

As part of Standard Chartered Bank's global identity rollout, we worked with the bank's Facilities Management team to develop and implement complimentary sign systems for a number of their international offices and branches.

http://www.endpoint.co.uk/work/casestudies/standard-chartered.html

Recognisable across Europe

Three organisations. One visual identity. Four months to do it.

Zilveren Kruis Achmea, Groene Land Achmea and PWZ Achmea have joined forces in Achmea Zorg. Together they serve 3.4 million insured and are one of the largest health insurance companies in the Netherlands. The three organisations need to line up their visual identities to underline the alliance.

Implement the new corporate style: one recognisable identity for Achmea Zorg. Each company will only keep its own colour profile and logo. Realise rebranding throughout the three companies on: printed materials, correspondence, fleet and buildings in four months.

We wrote an impact analysis and formed a task force. This task force consisted of people in our own company, Achmea staff and the design agency SOV. We implemented an online system for correspondence: easy to reach and easy to use for all employees, without the hassle of installing software or updating network servers. The result: one style, one organisation, accomplished at top speed.

An uncomplicated wayfinding scheme

Dubai Healthcare City (DHCC) is an institution providing patients quality healthcare, as well as medical education and research. Aiming to be the leader in excellent medical services with their modern facilities and qualified health professionals, DHCC is located just in the heart of Dubai and considers itself as one of the successfully developing innovative projects in the region in a highly convenient setting.

We were appointed to implement a signage scheme within the first DHCC managed clinical building within Healthcare City. The multi-tenanted facility demanded a uncomplicated and concise wayfinding scheme, capable of presenting complex information in a clear and understandable format. Simplicity of management and ease of change were the priorities. This scheme will now be applied throughout DHCC.

http://www.endpoint.co.uk/work/casestudies/dubai-healthcare-city.html

Secret until the day of the launch

Tergooiziekenhuizen, the result of a merger between Hilversum and Gooi-Noord hospitals, is a modern hospital with 28 specializations, training facilities for 9 medical specializations and 897 authorised beds. Tergooiziekenhuizen serves a population of approximately 247,000.

After the merger we were asked to implement the new name and corporate identity, within 18 weeks and in total secrecy. We identified the different units and processes within the organisation, took management responsibility for all budgets, schedules, and coaching of third parties, and formed a Project Board that reported at least every two weeks to the Board of Directors.

The effective decision-making process ensured there were never any delays and the people involved had up-to-date knowledge at all times. As a result we met the deadlines and spending was kept well within budget.

Claudia Zuiderwijk, Chairman of the Board of Directors of Tergooiziekenhuizen: "Without the professional and thorough approach of the team of NykampNyboer we could never have accomplished this enormous project. For almost every problem they found a solution and their knowledge and commitment was exceptional. "

Signage & Wayfinding

Burj Views, The Lofts and Park Island are modern developments offering homes to single executives, couples and families. Each has its own podium levels featuring leisure deck, pool decks and fitness centres fit for urban living.

We were appointed by Emaar Properties to develop a wayfinding strategy, design a signage system and oversee it's production and installation for three of their prestigious new residential developments. Whilst having some structural elements in common, the aesthetics were tailored to suit the interior design schemes of each development.

Completion of all three projects is scheduled for the first quarter of 2009. These stainless steel & glass prototypes show the general form of the sign family.

http://www.endpoint.co.uk/work/casestudies/burj-views.html

Wayfinding inspired by yachts

The new Dubai Marina Yacht Club, one of the largest private yacht clubs in the world, is set in the middle of the Dubai Marina area, sitting alongside the stunning marina Walk promenade. It forms the centerpiece of what will eventually become four marinas, hosting up to 600 yachts. The clubhouse will provide members with exclusive facilities and visitors will be able to enjoy the fine dining, bistro and retail outlets.

The inspiration for signage scheme came from the yachts themselves, in terms of both form and materials; the distinctive shapes redolent of the hulls that occupy the marina itself. The scale of the signage is bold and confident, based on the principle of long range visibility, both in the external environment and across the open spaces of the clubhouse.

http://www.endpoint.co.uk/work/casestudies/dubai-marina.html

Bringing a splash of orange to Dubai

easyHotel.com is a completely new concept for hotels in the UAE. Based on a model already launched in Europe, easyHotel.com provides safe, clean, private rooms, with en suite facilities at the best possible price. Dubai's first easyHotel.com property is being built at Al Karama and is one of six planned for the Emirate.

The rooms, designed by architects Harper Downie, will be pre-fabricated at a single manufacturing site as self-contained units, which are then constructed into a hotel using a "stack, connect and stick" building concept. Each room is delivered to the hotel site fully assembled, with all internal elements included - even down to sheets and towels.

Designing the signage and wayfinding standards for the new concept was an exciting yet challenging process and is set for imminent implementation.

http://www.endpoint.co.uk/work/casestudies/easyhotel.html

Online brand management portal

The new brand is the result of two years of research, involving 18.000 consumers and costing $20 million. It is the first time in 25 years that Holiday Inn has changed the shape of its signage, and the first time since the company's launch in 1952 that the logo has been totally re-designed.

Throughout the next three years there will be service level agreements put in place covering the look of the exterior and interior of properties.

To assist hotels and franchisee owners an online 'Relaunch Management Tool' portal has been developed by Endpoint to track progress and enable reporting to assist in the management of the world's largest re-brand.

'This is the single biggest piece of brand activity this industry has ever seen.' Chief Executive Andy Cosslett

http://www.endpoint.co.uk/work/casestudies/holiday-inn.html

Brand implementation & rollout services

Premier Inn is the UK's biggest hotel chain. When in late 2007 the strategic decision was made to rebrand to Premier Travel Inn to Premier Inn, we were asked to manage the implementation.

At the front end of the project this involved cost and time scenario planning for different re-brand options, presented to the executive team so that expectations were aligned. An extensive six-month rollout programme followed including new signage, building painting, feature illumination and reception improvement works across the 500 site estate.

Our approach ensured that the project was delivered on time and under budget whilst ensuring quality and completeness. With a clearly defined offer and strong visual identity Premier Inn are now expanding internationally. The new build pipeline has extended to sites in Dubai and India with Endpoint ensuring that brand standards are maintained and brand awareness maximised for these important growth markets.

http://www.endpoint.co.uk/work/casestudies/premier-inn.html

Unusual wayfinding problem solved

The Meydan Hotel is a 5-star hotel based around a horse racing facility along with the commercial, residential and leisure plots. It comprises high end restaurants, bars and covered parking welcoming not just its guests but also its visitors.

Unlike most hotels, the Meydan is linear in layout as it curves around the periphery of the new horse-racing track. This creates an unusual wayfinding problem in that visitors need to navigate from reception, along the ground floor thoroughfare, until they encounter the correct lift lobby to take them to their room. On race days these areas would be very crowded so careful sign placement was of paramount importance.

We proposed a colour coding system, supported by simple maps, which give a clear sense of both location and orientation. In addition to this there were complex multi-level journeys within the hotel, linking the various F&B outlets that had to be solved.

The materials, finishes and graphics were deliberately designed to be clean, clear and simple.

http://www.endpoint.co.uk/work/casestudies/meydan.html

Rollout services, UK & Europe

Innovation, design and consistency - three words synonymous with the Apple brand. But how do you apply these qualities to multiple, varied stores across Europe? We were asked to help Apple implement a roll-out format that embodies Apple's values, creating a seamless customer experience. We have developed a scalable package that can be adapted to suit various architectural locations - from Regent Street to Rome.

By achieving consistency we have helped create a retail environment that lives and breathes Apple.

http://www.endpoint.co.uk/work/casestudies/apple.html

Signage in a Kuwaiti Children's Store

A two level $30 million, 50.000 sq.ft retail shopping destination designed around the needs, dreams and expectations of families and children, Baroue combines theatre with entertainment space through the creation of a giant Sea Serpent central feature where children can play and their parents relax in an adjacent café. Working with Gensler, the global architecture & design practice, we were tasked with product design and brand implementation for the extensive signage and graphics package.

Kuwait and the Arab region's first one-stop children's and maternity store was named 'Innovative Format of the Year' at the prestigious World Retail Awards 2008.

http://www.endpoint.co.uk/work/casestudies/baroue.html

Savings exceed expectations

Coca-Cola GmbH is the German subsidiary of The Coca-Cola Company, which owns the rights to nearly 400 brands in the non-alcoholic market sector. Coca-Cola annually updates the packaging and point of sale material of all its brands.

We were asked to develop a prototype of a workflow system for the development of action and theme packaging, designing a standardised process that reduces the chance of errors, has built-in quality checks and shortens the time to market.

We wrote a workflow in which ICT plays an important supportive role and developed a working prototype to demonstrate the method, the effects and savings. Coca-Cola was enthusiastic about the prototype and adapted it, with regard to confidentiality. Due to process and quality improvements savings continue to exceed expectations.

Diageo is the world's leading premium drinks business trading in over 180 markets.

After demonstrating the breadth of our capabilities, we won the contract to develop and install the environmental graphics for their global headquarters in central London.

Further to the success of this we were commissioned to work with architects Aukett on the entire signage package for their brand new, award winning European headquarters in Park Royal, West London.

Henrietta Place and Park Royal Headquarters

Diageo is the world's leading premium drinks business trading in over 180 markets.

After demonstrating the breadth of our capabilities, we won the contract to develop and install the environmental graphics for their global headquarters in central London.

Further to the success of this we were commissioned to work with architects Aukett on the entire signage package for their brand new, award winning European headquarters in Park Royal, West London.

http://www.endpoint.co.uk/work/casestudies/diageo.html

Premium Beer is sparkling with reduced costs

Royal Grolsch NV is a publicly traded brewer. As part of its strategy Grolsch distributes beer through 'Grolsch catering outlets': bars, restaurants and sports clubs that can be recognised by Grolsch advertising elements.

We were asked to optimise management and maintenance processes so that of each catering outlet it is known which advertising elements are made and what the state of maintenance is.

We implemented an online system to manage all aspects of outdoor elements. From light signage to parasols, placement and promotions to dealing with failure and outage, preventive maintenance and permits.

This system also provides supplier management, registration of placed elements, billing and quality-control. We review contracts and Grolsch, only needs to approving applications; saving time, money, energy and annoyance. 

Thorough project management for global restyling

Quality coffee in a quality environment

Starbucks is the world's number one coffee shop with more than 5,000 coffee shops in over 30 countries. Each shop's appearance is seen as one of the critical success factors for the 'Starbucks experience'.

A new brand identity within seven weeks

KPN is the largest provider of telephony, internet and television services for the consumer as well as the business market in the Netherlands. To bring up-to-date KPN's new brand position, shifting from operating as a traditional telecom provider to being a full service multimedia company, KPN developed a new visual identity.

We were asked to develop and implement the new visual style in complete secrecy until the day of the launch seven weeks later. We divided the project into:

Phase one: everything leading up to the launch. We were leading in managing the project. Our target was to apply the corporate identity to the most visible carriers: six buildings and 350 vehicles.

Phase two: everything after the launch. Now we focused on collaborating extensively with a large group of KPN employees. So the actual implementation of the new brand identity was done by the KPN people themselves; with existing suppliers, within existing contracts, fitting within the rebranding budget. The result: huge involvement with the new branding and a firmly embedded identity within the organisation.

Smooth rebranding through intensive co-operation

Cable and multimedia company UPC, the European cable division of Liberty Global, is a supplier of services for television, broadband internet and telephony. It is UPC's mission to make multimedia applications and telecommunications accessible to all consumers. To visualise the message, UPC developed a new visual identity.

We were asked to manage the complete implementation of the new visual identity - in the Netherlands and in other countries where UPC is active. We set up a project management group composed of our own specialists and employees of UPC. This group developed the project plan, the budgeting and translation of the visual identity to specific elements. Subsequently, the team carried out the total co-ordination and implementation of the rebranding. We developed a special toolkit with which the new identity could be effectively introduced.

Co-operation between UPC and NykampNyboer in the project management group was excellent and this not only resulted in a smooth implementation; we also improved several internal processes and realised significant savings in costs for several style elements.

Brand on the road

Cable and multimedia company UPC, the European cable division of Liberty Global, is a supplier of services for television, broadband internet and telephony. It is UPC's mission to make multimedia applications and telecommunications accessible to all consumers. To visualise the message, UPC developed new visual identity.

We were asked to manage the logistics surrounding the implementation of the rebranding of UPC's 100-vehicle fleet. Initially, only the logo was to be replaced. In our opinion this was not enough to support UPC's new mission. We suggested putting images of people on the vehicles, along with the logo. UPC agreed.

For the planning, co-ordination and realisation of the implementation, we mapped the entire fleet. It could be divided into three categories. Collaborating with the design agency, we produced three images for each category. These were translated into line art and produced by a supplier UPC had worked with previously.