ID Summer Camp: How trailblazing ideas and solidarity grow in nature

ID Summer Camp: How trailblazing ideas and solidarity grow in nature

The starting situation

Growing companies need a shared identity as a clear compass. That’s why we got out of the daily humdrum and out into nature with our client EIZO Technologies, the world market leader for visualization solutions in air traffic control. We all spent three inspiring days at our ID Summer Camp on the Ammersee in Bavaria. Watch the video to see what came out of it, and what Germany’s oldest boating school has to do with it.

The success story of EIZO Technologies

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Peak Performer Kids Camps Lower Franconia and Upper Bavaria: A Review

Peak Performer Kids Camps Lower Franconia and Upper Bavaria: A Review

We are committed to the Peak Performer Foundation for fostering the next generation of peak performers. In the Kids Camps, children and adolescents learn the joy of performing – through games, fun, and real role models. Christopher Spall actively supports the foundation as its Managing Director.

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Brand retreat for NIVEA: How a detox treatment brings more focus during growth

Brand retreat for NIVEA: How a detox treatment brings more focus during growth

The brand is withstanding the economic challenges of our time: NIVEA is one of the fastest-growing brands in the mass market for facial care. Their revenue increased by 5.5 percent in 2021. But can the cow be milked indefinitely? We took a close look at the NIVEA brand management for Handelsblatt magazine.

“In this current age dominated by the energy crisis, war and inflation, consumers look for brands that promise security.”

Christopher Spall
Handelsblatt magazine

Why NIVEA is considered an iconic brand

NIVEA with its 130-year history is the world’s oldest skin care brand. No other skin care brand enjoys more trust around the globe. An unsupported awareness rate of nearly 100% is a testament to this success story. It’s worth it to dig down a few levels and take a look at the inner workings of the brand.

NIVEA has a clear positioning on skin care. Very few brands can express their essence so clearly in just one word. The brand is getting some help from an old culture code: an archetype that clearly anchors the brand. In this case, it is the archetype of the caring mother. It provides orientation, from new product development to the direction of brand communication. In the brand’s marketing, for example, women aged 30-50 are seen much more often than what is usual in the cosmetics industry. This archetype of the caring mother is also what makes NIVEA especially popular with families.

In addition, the brand is always clearly recognisable. The brand colour blue, the iconic logo and the round shape are expressions of exceptional reliability. Particularly interesting: The product lines often appear as identity variations, e.g. NIVEA BEAUTÉ, NIVEA SUN or NIVEA MEN. All sub-brands consistently support the umbrella brand NIVEA.

Why is NIVEA a top brand particularly in times of crisis?

Crises are when strong brands reveal their true potential. They are trust magnets and guarantee revenue. That’s good news for Beiersdorf and especially for the brand NIVEA.

What pitfalls must be avoided?

In the past, the NIVEA brand has been bloated to an incredible size – over 500 products. Excessive diversification muddies the clarity of a brand profile, which in turn negatively impacts attraction. High time, then, for a brand retreat.

The Handelsblatt picks up on this statement in the article “Beiersdorf: Weniger Produkte, mehr Marge” (Fewer products, greater margin).

“Nivea needs a detox treatment.”

Christopher Spall
Handelsblatt magazine

Consistency is more important than creativity

When it comes to brand success, consistency is more important than creativity. The CEO of Beiersdorf AG, Vincent Warnery, understands this. Hence, the corporation decided to strengthen the global presence of the brand: In the future, product launches and marketing campaigns are to be controlled globally to a greater extent. Fewer, but better and larger product launches and campaigns are planned, he says.

To support and implement this new strategy, a separate executive position was established: As “President NIVEA”, Grita Loebsack took on global responsibility for the brand in December 2021.

2 things that are now crucial for the brand NIVEA

  • Concentration on few but clearly positioned products that have the potential to become the market leaders in their segments
  • Focus on key innovations

Is NIVEA going green?

Like all brands, NIVEA is addressing the two great megatrends of our time: sustainability and digitisation.

Example: dynamic messaging for NIVEA SUN: Consumers are informed about the right type of sunscreen based on weather data and their personal usage behaviour. Then they receive direct offers for matching products.

However, consumers expect more from a market leader like NIVEA.

The skin care pioneer should play a leading role with a clear and transparent positioning on sustainability. A few social activities like establishing a Corona vaccination station and supporting climate protection projects are not enough.

Some initial representative results are, for instance, the market launch of the first climate-neutral NIVEA products and the completely plastics-free manufacturing of all NIVEA products since the end of 2021.

Outlook

Going forward, Beiersdorf should check new products even more critically with regard to their brand fit. Main goal: Securing or strengthening the brand’s monopoly position in some market segments. A consistent “No” to dubious line extensions will hone NIVEA’s profile back to a point.

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Chameo Board: From product innovation to a strong brand

Chameo Board: From product innovation to a strong brand

What Monopoly is doing in a kitchen

The brand

True innovations are rare. We found one.

One that could potentially change an entire industry. But nobody knew how to explain the innovation – a product that is something completely new. The development of the brand identity made the crucial difference. Read the whole story behind Chameo Board®, The World’s First Tempering Cutting Board.

The goals

During the first joint workshop with the team from LENSER Filtration, we formulated the overarching core question: What makes our brand unmistakable and who is our message intended for? The preliminary working title of the product: Monopoly. An homage to the main material polypropylene and the envisioned monopoly position of the game-changing innovation. This question is what guided us from that first workshop all the way to the unveiling at the INTERNORGA trade fair for food service and hospitality.

Strong Brand Chameo Board

The starting situation

In early 2021, we received an inquiry: Brand identity development for a true innovation. A cutting board that can be kept at a constant temperature between 0-70° Celsius thanks to a heating/cooling unit. Developed and produced by the German mid-sized company LENSER Filtration from Senden near Ulm. The idea came from Managing Director Georg Börste and chef Simon Nordhoff.

The company LENSER Filtration works, as the name implies, in filtration technology for industrial applications. LENSER has a lot of experience with food-safe processing of plastics, but until now has been working far from the refined world of catering and hospitality.

 

We’re on to something big there. But we don’t actually know what it is. Never mind explaining it to others.

Georg Börste, Founder of Chameo Boards® and Managing Director of Lenser Filtration GmbH

The development process

  1. Survey among industry experts like chefs and restaurant managers and LENSER employees regarding their assessment of the innovation using a product video
  2. Carving out and condensing the crucial product features into a clear identity expressing the benefit of the product
  3. Clarification of the relationship between the new brand and the brand LENSER Filtration
  4. Development of a clear positioning and a shared vision
  5. Development of a strong brand name, a sub-line, and a strong motto
  6. Building a community in the German-speaking region
  7. Training the sales team on the benefit of the unmistakable brand
  8. Training the production staff on the new brand
  9. Support with the market launch through events and trade fairs like the INTERNORGA in Hamburg
Strong Brand Chameo Board

From positioning to chameleon

The positioning should focus the uniqueness of the product innovation to a point. The result of the workshop: “The first professional cooking tool that makes cooling, warming and cutting possible – anywhere.” With this clear focus, the next step was to find a name that can convey this positioning. The company chose the brand name Chameo Board® with a matching chameleon as a signature image. Why a chameleon? The product adapts to its ambient temperature – it can cool as well as warm, and it can do it anywhere. The image of the chameleon picks up on this idea and translates the positioning. The name is complemented by the sub-line “The First Tempering Cutting Board”, and together with the motto “Changes The Way You Cook” expresses the disruptive character of Chameo Board® to a tee.

 

The result

At the leading food service and hospitality fair INTERNORGA in Hamburg, we unveiled Chameo Board® with the project team on 30.04.2022. The professional crowd at the fair received the innovation enthusiastically, not only because we were one of the few exhibits in the hall that actively approached visitors. Rather, every single person working the booth was able to clearly communicate the benefits of Chameo Board® thanks to the brand identity we had developed, the positioning expressing the advantages, the understanding of their role as a sophisticated pioneer, and several communication training sessions. Now the path is clear for the vision of Chameo Board®: Every chef can present the full potential of their cuisine center stage.

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Peak Performer Kids Camps Lower Franconia and Upper Bavaria: A Review

Peak Performer Kids Camps Lower Franconia and Upper Bavaria: A Review

We are committed to the Peak Performer Foundation for fostering the next generation of peak performers. In the Kids Camps, children and adolescents learn the joy of performing – through games, fun, and real role models. Christopher Spall actively supports the foundation as its Managing Director.

Your journey to a distinctive brand starts here

EIZO Technologies: From technology company to strong brand

EIZO Technologies: From technology company to strong brand

The brand

EIZO Technologies is a medium-sized technology company based in Geretsried, south of Munich. The approximately 100 employees at the site design, conceive and manufacture special monitors for special purposes such as air traffic control, industrial applications or buses. Since 2009, the medium-sized company has been part of the Japanese EIZO Group, one of the world’s leading suppliers of monitors and displays.

The goals

Clearly position the brand, enable growth outside of the traditional air traffic control market, and create a guideline for a presence within the Group that leverages its own strengths and is consistent with the EIZO umbrella brand.

Strong brand EIZO

The starting situation

Anyone who has worked with EIZO Technologies knows what is special about dealing with customers and developing customized products. This is what first made the medium-sized company the world market leader for monitors in the air traffic control sector. However, as a subsidiary of the Group, the scope for highlighting this special feature as a brand is limited. It is important to show what is special and at the same time not to dilute the Group brand. The core question of the project here was: how can we make it so that the brand can also help generate growth outside of air traffic control? This required a positioning that extends far beyond the air traffic control market. So what does EIZO Technologies unmistakably stand for?

The clarity that working with Spall.macht.Marke has brought us is the basis for our growth today and tomorrow.

Andy Kürz, Managing Director EIZO Technologies GmbH

The development process

  1. Extract what makes EIZO Technologies special at its core with the help of our ID analysis
  2. Developing a strong brand identity and strategic guardrails that guide the way forward
  3. Elaboration of the unique customer positioning
  4. Derivation of clear guidelines for sales, marketing, production and development
  5. Creation of a unifying brand promise
  6. Determination of medium-term goals from the identity of the brand
  7. ID Innovation: development of innovation ideas and sales approaches for the different markets with the help of the brand identity

The EIZO Technologies Standard

The result

Although EIZO Technologies, as a medium-sized company within the group, has limited room for maneuver as a brand, we have managed to get to the heart of the special features:

“Thought differently. Made possible.”

This is not only the developed credo of EIZO Technologies, but also sums up the special spirit. When you come to EIZO Technologies, you don’t just get monitors, you get visualization solutions outside the standard. And exactly what customers can expect from working with EIZO Technologies is clearly stated in the EIZO Technologies Standard. This means that the company will become less dependent on its dominant market position in air traffic control. The positioning opens doors into further markets where visualization solutions outside the standard are in demand.

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Peak Performer Kids Camps Lower Franconia and Upper Bavaria: A Review

Peak Performer Kids Camps Lower Franconia and Upper Bavaria: A Review

We are committed to the Peak Performer Foundation for fostering the next generation of peak performers. In the Kids Camps, children and adolescents learn the joy of performing – through games, fun, and real role models. Christopher Spall actively supports the foundation as its Managing Director.

Your journey to a distinctive brand starts here

The Zapf Daigfuss Story: From the world’s oldest sand-lime brick plant to a strong brand

The Zapf Daigfuss Story: From the world’s oldest sand-lime brick plant to a strong brand

The brand

Zapf Daigfuss is a family-owned company and has been producing sand-lime bricks since its foundation in 1899. The company is managed by Dr. Hannes Zapf in Schwaig near Nuremberg in the fourth generation. The company has been involved in several innovations in the construction industry and is today the market leader for sand-lime bricks in Bavaria. Currently, the company employs over 130 people at 5 locations. It quickly became apparent that the way the employees dealt with customers and prospects was particularly personal and close. And although the company is active in a very old industry and is bursting with tradition, you could sense that there is an enormous will to progress in the brand. Thus, early research was conducted on hybrid bricks, which combine several materials. We were also surprised at the first meeting in 2015 that every employee, including the production people, had a company smartphone and were connected via an employee app.

The goals

Zapf Daigfuss was looking for a clear positioning to differentiate itself on the market from large brick manufacturers such as Wienerberger. At the same time, Dr. Zapf and his management team wanted to finally show what the company is all about and how future-oriented the company is. Here was particularly interesting: the brand identity should combine the achievements of four generations with the innovative spirit of today. For a clear strategy in the future.

Zapf Daigfuss Mission Masonry Stone

The starting situation

As operations expanded to five locations, it became increasingly difficult to create a common spirit among employees. In addition, the plants had different names, which made it difficult for employees, applicants and customers to get a clear picture of the market. On the market, the sand-lime brick as a standardized product is considered interchangeable. The 120 years of history alone were unfortunately not attractive enough. For true differentiation needed more than tradition and the stone – if not to sell on price. Our core question was: what makes Zapf Daigfuss distinctive?

Developing the brand out of ourselves and putting everything into two words at the end is an art!

Dr. Hannes Zapf, General Partner Zapf KG

The development process

  1. Development of the Zapf Daifuss DNA: The top performances of 120 years and the strengths of the acting persons of today merged to the Zapf Daigfuss brand core
  2. Development of a unique positioning and a clear strategy for the future
  3. Training of brand pilots who communicate the common spirit and identity of the brand across all plants from office to production
  4. Establishment of a strong employer brand for the targeted approach of applicants
  5. Empowering managers to exemplify the shared identity with clear standards

The DNA of Zapf Daigfuss

The DNA of Zapf Daigfuss

The result

  • More visibility
  • More identification
  • More turnover
  • Easier personnel acquisition
  • Less time wasted on ineffective marketing

The “Mission Mauerstein” condenses all the DNA from more than 120 years of history and the drive of the employees at Zapf Daigfuss. So it’s about more than sand-lime bricks. The masonry block category opened the space for a lot of innovation and brought differentiation to the market.

But the Mauerstein mission was much more: Suddenly, the employees’ sense of connection increased, since they were all on the same mission. It was not only on the trucks that you could read Mission Mauerstein from 2017. From answering machine text to targeted marketing activities and training for truck drivers, the shared identity was implemented step by step.

After 3 years, Dr. Zapf wrote us a letter describing how Mission Mauerstein had changed the company and its reputation. That’s when we realized we had created more than a short-lived marketing campaign. We had developed a long-term compass and identification anchor, for employees and customers.

But we went one step further and conveyed the Zapf Daigfuss spirit to applicants. Under the menu “Jobs for progress makers” we show applicants what is special about Zapf Daigfuss as an employer. Since then, the employer brand has facilitated access to personnel and clearly explains why someone should work at Zapf Daigfuss of all companies:

“Zapf Daigfuss is the first address for doers who are looking for a personally familiar working atmosphere and tangible progress in northern Bavaria.”

The bottom line is that the company has now been working with our brand identity and strategy since 2016.

But what makes us especially happy is that Dr. Zapf still writes a handwritten card every Christmas describing the progress that has been made possible by our work.

Thank you dear Mr. Dr. Zapf for your connection and appreciation! And continued success on the masonry mission!

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Peak Performer Kids Camps Lower Franconia and Upper Bavaria: A Review

Peak Performer Kids Camps Lower Franconia and Upper Bavaria: A Review

We are committed to the Peak Performer Foundation for fostering the next generation of peak performers. In the Kids Camps, children and adolescents learn the joy of performing – through games, fun, and real role models. Christopher Spall actively supports the foundation as its Managing Director.

Your journey to a distinctive brand starts here

The noticeable upswing of Almdudler

The noticeable upswing of Almdudler

In an interview, Thomas Horak (International Sales Manager) explains the noticeable upswing of Almdudler in southern Germany. And also reveals why this success has nothing at all to do with an advertising campaign.

Thomas Horak

We have doubled sales of the Almdudler glass bottle.

Thomas Horak

For many German beer garden visitors, Almdudler is an “old acquaintance” that has not been seen so often in recent years. Since this year it is different. The brand is once again much more present in southern Germany. Why is that?

On the one hand, we have strengthened the sales team to generate more visibility in the market and stand out better. On the other hand, we have redefined the focus. Away from the watering-can principle and toward very focused market cultivation.

And what exactly does that focus look like?

We come from Austria. The logical next step is southern Germany, especially Bavaria and Baden-Württemberg. And thanks to the strengthened sales team, we can also operate more comprehensively in urban areas such as Munich, Nuremberg and Stuttgart, and not just selectively serve individual customers as before.

How did this clear compass come about?

This is precisely the focus that emerged from our brand positioning project together with Spall.macht.Marke. The aforementioned sales strategy is only one important part of the brand strategy. In this way, we want to bring the redefined brand onto the road and make it more visible again.

Almdudler, the original that brings people together

How would you describe Almdudler’s new brand positioning?

In one sentence: Almdudler is the original that brings people together. This sentence applies to all areas of the company. In addition, our new brand values help us to better decide what suits us and what does not. Thus, in sales, we primarily go to the very sociable gastronomy, e.g. beer gardens. In southern Germany, probably the best place to bring people together. A focus that brand positioning has given us.

So what do your results look like in the first year after you sharpened Almdudler in the German market?

At the end of the first year, I can say that we have impressive growth in the German market. We stand out in the market and are perceived as a growing, credibly positioned brand. For example, sales of the original Almdudler glass bottle have doubled, and this in a declining soft drink market.
Internally, too, the new brand positioning has created a momentum of its own. Everyone is at full throttle because there is clarity and an inner certainty that we are doing the right thing.

Courage to focus is important

What advice can you give to other brands that are in a saturated market and are looking for a strong boost?

The most important thing for me is courage to focus. Finding out what you stand for. You shouldn’t try to be “Everybody’s Darling”, but act with character and a strong brand personality that finds favor in the right places, but also excludes one or two. Therefore, we have decided to focus on daytime catering. We are a daily brand. A brand for the whole family We bring people together. That’s why we’re golden in daytime catering.

How do you approach the core that should shape the brand at all touch points? How can we imagine this in practical terms?

We first spent a lot of time listening to opinions and perceptions about the brand and collecting the most diverse aspects. All divisions of the company were involved. Business customers and end consumers were surveyed. So a very broad range of opinion. This was a central key to success. We also purposefully cut certain things that were only sometimes mentioned in order to be able to focus on the nodes that emerged. These were subsequently defined, sharpened and a common understanding developed. With this common understanding, e.g. about our focus and the values of our brand, it was easier for us to act from a brand perspective and to set decisive activities.

The good thing about the consultation was that there was no golden book

How did you perceive the role of the consultant. Does the consultant come in there, open his golden book and say “This is it. Work with it”? Or how?

The good thing about the consultation was that there was no golden book, it was an open, collaborative process. Of course, this process had to be moderated, and someone was needed to give us direction and point out new aspects. And the result that is at the end of the process has not been predetermined, but is really our result.

Now you are out and about with customers in sales day after day. What tools have you been given to apply the new brand strategy in everyday life? How does it work when the consultant is no longer involved?

We have very good support from our marketing. One is a small booklet containing the brand positioning and our jointly defined brand principles. I always have this in the car for quick reference. We have also designed a brand book for our international distribution partners to bring them even deeper into the world of Almdudler and explain to them how to interact with the brand. This involves a great deal of openness, as we pass on a great deal of brand know-how. But this is the only way we can drive the brand’s success abroad.

What did it look like at the end of the collaboration? Was there a thick Leitz folder or book with all the guiding principles?

Of course, there were many extensive results. But certainly the key was that we broke this down so that people who don’t deal with brand strategy every day can work with it. Our brand card fits in any wallet and explains on a few pages and in a few sentences what the Almdudler brand stands for. Even someone who has never had anything to do with the brand will immediately understand what makes us special.

We want to get into the everyday life of the Germans

What can we expect from the Almdudler brand in Germany next year?

We’ve been doing well for the last year, but we’re not there yet. We will definitely maintain the focus we have set ourselves and create even more availability for the Almdudler brand in Germany. We want to get into the everyday life of the Germans. We want to become even more visible. We want to put even more emphasis on gastronomy. We want to bring together not only Austrians but also Germans and be represented in everyday life. For us, everyday life means increasing availability and being available wherever people expect Almdudler.

Do you think there’s a realistic chance that Almdudler will eventually find its way into the minds of Germans not just as a vacation drink, but also as an everyday beverage?

Definitely. Almdudler is of course very strongly associated with the feeling of vacationing in Austria. But it is precisely this positive brand experience that we now want to bring home, to Germany, even more strongly, so that people here also have fun with the brand.

One last question, Mr. Horak. Looking ahead five years, what headline would you like to read about Almdudler in a leading trade magazine in the beverage industry?

I’d love to read, “Almdudler is a major player in the German soft drink market whose strength comes from staying true to its core.” I think this honesty and consistency are the keys to success. The market is flooded with new brands and drinks all the time. With our history, honesty and naturalness we have a very big chance to read exactly this headline. We just have to stay true to our brand.The nicest thing would be if you could read there: Free Democrats provide creative impetus in the Bundestag.

The interview with Thomas Horak was conducted by Christopher Spall.

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Image source: almdudler.com

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Peak Performer Kids Camps Lower Franconia and Upper Bavaria: A Review

Peak Performer Kids Camps Lower Franconia and Upper Bavaria: A Review

We are committed to the Peak Performer Foundation for fostering the next generation of peak performers. In the Kids Camps, children and adolescents learn the joy of performing – through games, fun, and real role models. Christopher Spall actively supports the foundation as its Managing Director.

Your journey to a distinctive brand starts here

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