Wybe Magermans

We have a new name!

WILLIAMS MURRAY HAMM AND IDENTICA JOIN FORCES IN A NEW CREATIVE AGENCY

Williams Murray Hamm (WMH) and Identica, two iconic and respected agencies in the world of branding, innovation and design, are joining forces from 28th June 2021 to create WMH&I. 

The combined agency will be jointly led by Carol Lavender as Managing Director and Wybe Magermans as Growth & Development Director, supported by Garrick Hamm as Creative Director and Chris Cleaver as Strategy & Planning Director.

Both agencies are part of the Branded Group and for the past four years have been working ever closer together. WMH&I will combine their complimentary areas of expertise to provide clients with increased breadth and depth and deliver the widest range of branding, communications and design ideas that build exceptional brands

The highly successful WMHAdaptive team will be fully integrated within the combined agency, and WMH&I will continue its role as the creative driving force within Branded.

Carol Lavender; “Both agencies have a long tradition of creating truly iconic brands through the combination of groundbreaking creativity and exceptional work. Having worked together successfully over the past four years we are now cementing our relationship and look forward to this next exciting chapter for us and our clients.”

Wybe Magermans: “It’s a fusion of big ideas backed up with beautiful craft. There is so much that unites WMH and Identica – the only question is why we didn’t do this sooner!  Before co-founding WMH our Creative Director Garrick Hamm started his career as a junior designer with Michael Peters who went on to found Identica, and several of our team have worked at both WMH and Identica in the past”.

The new company will open its doors from 28th June and will be based at WMH’s long time home in Dallington Street, London. We also have a new website at www.wmh-i.com, so please visit us there to find out more.

 

Pernod Ricard teams up with WMH for new Midleton Craft Collection

Midleton Distillery is home to Jameson – the number 1 selling Irish whiskey across the world – as well as a further six premium, global whiskey brands, each with their own story to tell. Williams Murray Hamm was asked to create an identity that brings these brands together in one collection that resonates with consumers across the globe.

Irish Distillers, a Pernod Ricard-owned company, has been leading the renaissance of Irish whiskey, with Jameson claiming its spot in the top 10 global spirits brands in 2019. Irish whiskey is projected to grow ahead of the total whisk(e)y category, and Irish Distillers wants to continue to lead this next phase in the Irish whiskey journey: premiumisation. Their portfolio of brands produced at Midleton Distillery provides an array of premium, super premium and ultra-luxury whiskey offerings, each targeting different consumers, price points and taste profiles.

Our key challenge was to define the bond that holds these seven brands together in one craft collection, whilst letting each individual brand sing in its own right. The team unearthed a unique truth about Midleton and why it exists, before expressing it through a compelling visual idea.

The source of water is always hugely important when deciding where to locate a distillery and this was the case with Midleton Distillery, where the Dungourney River passes through the distillery’s grounds. Yet this does not fully explain why these seven amazing brands all originate from this single source.

After centuries of worldwide success, by the early 1960s political and economic challenges left just three distilleries in Ireland, clamouring for prominence in an ever-decreasing domestic market. Thankfully, John Jameson & Son, John Power & Son and Cork Distilleries Company came together, to form what we all know now as Irish Distillers, relocating all of its production to the renowned Midleton Distillery in Count Cork. This historic merger safeguarded the source of amazing Irish whiskeys for generations to come.

The design of the Midleton Craft Collection brand world is inspired by water. The Dungourney River became the symbol of this source. From the flowing lines of one letter to the next in the logo, to how the water of the Dungourney has become the collection’s key colour – the river can be found in every aspect the brand world. The monogram is a double-arched bridge crossing the river, incorporating the letter “M, and for the beautifully fluid illustration WMH worked with renowned illustrator Si Scott.

WMH produced a comprehensive kit of parts that provides Irish Distillers’ local markets with full flexibility to select the brands from the portfolio that are appropriate for each market. The brand world assets include key visuals, merchandising, web banners and items for the on trade.

Laura Hanratty, Head of Prestige & Specialty at Irish Distillers says about the new Midleton Craft Collection: “We are delighted to honour the bond between our families of Irish whiskeys by showcasing where they come from. Midleton Distillery is steeped in craft, tradition and innovation and it’s a joy to see this celebrated through The Midleton Craft Collection”.

Wybe Magermans, director at WMH, mentioned: “It’s been a great challenge to work with these seven amazing brands, and find the overarching story that is relevant to both people who already drink Irish whiskies and those who are novices to the category.”

The collection will see its launch later this spring across the Irish, UK and US markets.

Click here for full case study.

Why success shouldn’t change the octopus

Octopus Energy’s widely reported £3bn deal will catapult the energy business from a start-up into one of Europe’s biggest renewable energy investors and fastest growing energy suppliers. Octopus is now targeting 50 million customers in the UK by 2027 and has plans to increase its new renewables division to generate as much clean electricity as it sells.

This kind of trajectory means that it will soon lose its start-up badge. How will this affect the brand?

In the UK, 41% of households switched their energy provider in 2020. People generally shop between the Big Six, led by British Gas, EDF and E-on and currently excluding Octopus Energy. The trigger to switch is more often than not price, with decisions being made easy by the plethora of price comparisons sites. This price war is hard to keep up with for any business. Start-ups attempting to take part in such a war and who solely focus on a price message will inevitably erode their brand’s value over time. For example, AirBnB, who instead of focussing on cheap rooms focussed on local experiences overcame the problem of brand erosion.

Messaging is not the only consideration; many people will think that now is the time for Octopus to rebrand. Many modern start-ups, from Twitter to Deliveroo, reinvent after extra funding is secured. Perhaps they feel that a more ‘grown-up’ brand is required to appeal to a wider audience. This however does not have to be the way. Ryanair has hardly changed, and its brand experience is as unslick as when it started. From its advertising to the on-board experience, the brand’s non-design is considered and there to reassure passengers that they are not paying for any unnecessary fluff they would be paying for with the big, shiny airlines.

With growth comes change. The temptation to evolve everything is sometimes a hard one to resist, from what brands say, to the way they look. But change can be destructive.

Firstly, even if price was the initial reason for the switch to Octopus, the brand needs to remind its customers that they’ve made the right choice beyond a cheap deal. Customers need to constantly recognise Octopus as one of the flagbearers in the fight against climate change. They need to be repeatedly delighted by meaningful promotions and see how the business uses its influence in other areas through brand partnerships. Octopus should leverage its current feel-good factor and build salience. Only then will it be able to change its customers from bargain-hunters to fans that show loyalty beyond reason.

Secondly, Octopus Energy would be making a mistake to shed its current identity. Many people who have come in contact with Octopus Energy often site how much they love the way the brand interacts with them – from Constantine, their loveable octopus mascot, to personalised waiting music (which is based on what was No.1 in the charts when you were 14). Having said that the brand can come across as a little one dimensional. It sings one purple note, which isn’t always in tune and its visual assets don’t seem to work well in the digital space. Nonetheless, there is a lot there for Octopus’ marketing department to maximise. Could the octopus mascot come more to life – meerkats spring to mind?

Octopus Energy should be wary of not losing its sense of self. Its brand has quirks that are based on social values and its wish to do things differently. This does not mean Octopus should keep things as they are. The business needs to galvanise what it has and say it better and louder.

From musicians to politicians, everyone can fall victim to their own success. Similarly, thriving challenger brands can grow into exactly the thing they were originally rebelling against. Octopus Energy is an exciting player to watch in a hugely important sector. Let’s hope they can continue to use their business growth for good.

Author: Wybe Magermans, as originally published in MarComms News

The Role Of Creativity In A World After Covid

As governments across Europe announce their post-lockdown plans, people are slowly starting to dream of a sunnier life. This hazy optimism may well keep us going through isolation but how might we prepare for what’s coming. For every CEO who is banking on a potential economic boom, there is an economist with a grim outlook. Many of us in the creative industry who struggled through 2020, will be wondering how much need for our skills there will be, or will creativity have become a nice-to-have luxury.

The good news is that business needs us, be it hospitality, retail or any other sector that has been radically altered by the pandemic and business-as-usual-thinking does not apply anymore.

Whenever pubs do reopen, drinkers will be lining up three rounds at a time to minimise visits to the bar, which will make for pretty long queues of (hopefully vaccinated) people. What is the innovative service solution to getting the new customer service right?

The thought of shopping might be anxiety inducing right now, is it possible that shoppers might soon expect a radically different approach to product display? Something that limits their exposure to the next contagious devil’s spawn.

Governments might find it even more difficult to maintain discretionary services and balance the books. Where a pre-pandemic response may have been to slash and burn, what is the solution in a society that is now far more aware of its neighbours? Who will be the creative thinker that will encourage central or local governments, who are inherently uninventive, to change the way they service their communities?

The world has changed, the creative industry can be certain that opportunities won’t come in the same shapes or sizes. It is only the agile creative who is able to spot new openings and trends, in order to adapt what they offer. You can already see this happening with branding agencies starting to provide social media content for their clients. And with moving image producers growing their creative teams to go direct to end-clients, cutting out traditional (and less agile) advertising agencies in the process.

As lockdown is lifted, we are going to get busy. Afterall, it is creative thinking that clients continue to come to agencies for. From redefining customer journeys to advising local authorities, from creating new products and reinventing existing ones, creativity will play a key role to economic survival.

There is much to do.

Author: Wybe Magermans, as originally published in MarComms News

Going back to a ghost town

Since the Mayor of London declared a state of emergency on 9th Jan, Zone 1 Londoners have been living in “28 Days Later”. The centre of London has turned into a ghost town.

The latest UK lockdown closed everything apart from the essentials and the government’s strong advice to stay indoors continues. But of course, people still need to get out. The result of this need is that we are once again promenading like we did in the 18th and 19th centuries, packing out suburban parks and other local open spaces in huge numbers, leaving Central London rather sad and empty.

The burbs are back

This reinvigoration of open and green space is also affecting where we want to live. The PropCast of The Advisory is a weather report that shows levels of ‘buyer demand’ in UK housing markets. Their latest forecast shows Central London as cold as the Arctic, whilst property demand in the suburbs and further out is not only rising in the UK but in other European countries too.

The lockdown will eventually ease and vaccines will reboot (some) of our old lives. But how likely are we to return to our love of the dense and smoggy inner city now we’ve had a taste of what’s on the other side of the hill?

In order to bring back residents, workers and visitors, local authorities and property developers will need to reinvent central areas into remarkable destinations. A strong brand will both increase the value of property assets and support the tenants and retailers within. Too many destinations however currently rely on cliché messages that do not reflect the authentic personality of a place.

A sense of place

Look at The City for example, London’s financial heart, where currently the only activity is the hustle and bustle of hard hats and high-viz jackets. New glossy towers of glass and concrete are still going up. This nonstop global development ready for the arrival of ubiquitous shops, restaurants and buildings leaves less and less distinction between London, Frankfurt or New York.

Leadenhall Market in the City by contrast offers origin and heritage – when you visit you know precisely where you are in the world. In the City’s maze of narrow passageways, Leadenhall Market opens up as an oasis. This unique feature could be more prominently used as a vehicle for visitor attraction.

Focus on what matters

There are areas of focus, which may seem obvious but combining and applying them in a meaningful way is less so.

1. Digital
Online will very soon be our primary shopping channel, with in-store purchases becoming a secondary consideration. Retail destinations will never be able to compete with the endless product selection and always-on nature of online shopping. But how technology is used to deepen relationships with people before and after a visit is something that Local Councils and property developers should be considering now.

2. Experience
Often developers will focus marketing efforts on the launch of a destination, forgetting that any space needs to continuously evolve and surprise visitors. Innovative destinations are already incorporating elements that regularly reframe what each place and space is about. In its simplest form this could mean keeping 10% of your retail space open for short-term experiential elements, such as concerts, classes or even pop-ups that provide a level of entertainment that cannot be successfully replicated online.

3. Sustainability
Consumers are beginning to demand true sustainability from their favourite places. This means that treating sustainability as a part of CSR is no longer enough. The Nordic Citycon shopping centres have as their motto: “We believe that operating sustainably is a key cornerstone in creating long-term value”. They apply this principle to the way their destinations connect to public transport, how they approach the community and their commitment to continuous improvements on CO2 emissions, energy use and waste in all of their operations.

Think differently

Our cities have undergone dramatic changes before of course. It wasn’t a virus but racism that drove the White Flight of the sixties, the mass exodus of white people from areas becoming more racially diverse. Although this phenomenon was most apparent in the States, it happened across Europe too. While many businesses stayed, it wasn’t uncommon to find entire downtowns with little street life after 5:00pm. The new Millennium then saw a return of downtown population growth. It was innovative thinking that created New York’s High Line, Paris’ Velib bike scheme and London’s Silicon Roundabout all of which have helped to completely reinvent each city centre. With the mass roll out of vaccines, hope is on the horizon. Now is the time for reconceptualisation. It’s creative vision that will once again repopulate our ghost towns.

 

Author: Wybe Magermans

Originally published in Marketing Communications News

 

 

The power of creativity in delivering change

On 21 February, Wybe Magermans will be speaking at an evening by the Change Management Institute.

There are countless theoretical models about how an organisation can transform successfully. Yet for all the good these models do to structure change, the crux of successful transformation is centred around how people feel and behave differently. A rational approach alone isn’t sufficient.

Make sure to join Wybe, as he will be sharing key insights on how creativity helped Lamb Weston reshape from a company processing potatoes, to a $3,2bn multinational brand. One that is on now firmly on its way becoming the world’s No.1.

Wybe will be joined on stage by Leon Labovitch. An experienced business change and transformation consultant who has worked at the likes of KMPG, Shell and Sema Group, before setting up his own consultancy.

Register for tickets here!

The event is in partnership with King’s College London. The venue will be the remarkable Bush House in Aldwych, Central London. This iconic building has seen some huge changes since its opening in 1925. The Grade II listed building was originally an American-owned trade centre before becoming the headquarters of BBC World Service. Bush House’s latest purpose is that of higher education. King’s College moved in 2016, this time transforming the building into a centre of knowledge, learning and creativity.

Lamb Weston Innovation Centre

WILLIAMS MURRAY HAMM DESIGNS STATE OF THE ART INNOVATION CENTRE FOR LAMB WESTON.

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Following the creation of a new brand purpose and visual identity for Lamb Weston’s global business, WMH was asked to design the interior of an innovation centre where possibilities become reality. 

Lamb Weston, a ConAgra Foods brand, has more than 60 years’ experience as one of the world’s leading suppliers of frozen potato products to restaurants and consumers. An industry pioneer, the company planned a new, state of the art, innovation centre with co-creation spaces, fully functioning kitchens, pilot line, interactive areas and a resource for employees; in short a place where possibilities could become reality.

Having already started the building phase for the project, Lamb Weston approached long time collaborating agency WMH in March 2016 to create the overall theme and interiors. The Centre opened to employees on 24 June and to Lamb Weston customers soon after.

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WMH had previously helped Lamb Weston relaunch its new global positioning and identity: to be the most inventive potato company in the world. The Innovation Centre would express this purpose and help find new, more inventive ways of collaboration between customers and Lamb Weston staff.

Intended as a flagship Lamb Weston US building, the Innovation Centre needed to be a place that captured the imagination and be worthy of the claim ‘if you dream it, you can make it here’.

Deborah L. Dihel, Ph.D. Senior Director Research and Innovation at Lamb Weston said:

“Our new Innovation Centre is absolutely incredible. WMH was the perfect partner to help us communicate Lamb Weston’s brand promise throughout the building in a distinctive and memorable way. The design elements set the stage as soon as our visitors see us from the street, and their experiences are enhanced further as they enter and work in the space. WMH’s design communicates our history of successful innovation, yet at the same time, inspires all who enter to be futuristic, be inventive and make their potato dreams a reality.”

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Using the playful design it had created for the brand identity, WMH produced a fully sensory experience for the many spaces in the Centre.  Bright and light, visitors encounter witty and striking wall graphics at every turn. Interactive areas have been created to bring to life the history of the business, its vision and values and to relate employee stories.  Breakout rooms inspire new and innovative ways of working together.

On the experience, Garrick Hamm, Creative Director of Williams Murray Hamm said:

“We love working with Lamb Weston.  Once again, WMH has been there to help them bring their Innovation Centre to life.  Their strength of purpose, reflected in the Innovation Centre design, really encourages their employees and customers to be as inventive and imaginative as they like – the possibilities are endless”.

The Innovation Centre launched on 24 June.

 

For any press enquiries email press@wmhagency.com  or call +44 (0) 20 3217 0000.
Unless otherwise cited, © copyright 2016 Williams Murray Hamm, all rights reserved.

WMH hosts ‘An Evening with Luke Johnson’

WMH: An Evening with Luke Johnson

Thursday 4th February, Williams Murray Hamm hosted an intimate dinner with esteemed guest speaker, Luke Johnson, for friends of the business at the Haymarket Hotel, London.


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Luke Johnson is one of Britain’s most interesting serial investors.  He’s probably best known as the former chairman of Channel 4 and the man who grew Pizza Express into a household name.

He’s an author, philanthropist and hugely popular Sunday Times columnist, as well as being chairman of Risk Capital Partners LLP, the business behind Gail’s Bakeries and Patisseries Valerie.

With his wealth of entrepreneurial knowledge and maverick views, this was an evening not to be missed.

Williams Murray Hamm: Barclays, Syngenta, Way to Blue, Castrol, Fortnum & Mason, Brummells of London
For press queries, contact info@wmhagency.com