Johnson Matthey Colour Technologies had identified that a rebrand would highlight its expertise and experience in the market, give it a new sense of purpose after years of restructuring in the UK, and give staff something positive to focus on.
The company had identified its brand values – innovation, passion, empowerment and teamwork - at the Immersion Day. It had also come up with a mission to build new technology around more environmentally friendly applications and look for new customers for colour technology in sectors such as aerospace, automotive and nanotechnology. And its vision is that ‘our customers’ first thought for colour is Johnson Matthey Colour Technologies,’ says Cartlidge.
But the rebrand was a complex task, as Lionel Hatch, Creative Director and co-founder of The Chase, explains: ‘It was a tricky brief. How could this division of Johnson Matthey – a world leader in its field – have a brand identity of its own that would sit within the parent’s global identity? Another complication was that the division’s products are very varied and, strictly speaking, never seen by the public. They produce very high spec products which at one end of the spectrum are used to decorate ceramics and at the other end are crucial to the safety of aeroplanes.’
The project took 18 months and represented a considerable financial investment. The Chase’s solution was to create a high level identity that can be applied to products as well sub identities for product groups such as automotive, decorative ceramics, flat glass and decorative precious metals. It also developed an identity for individual stand-alone products.
‘All the products share a basic commonality,’ explains Hatch. ‘Different powders are all compounds of atoms. So, using scientific diagrams and microscopic photos, we invented a visual language for the division.’ This symbolises the technology behind the products and the different images that are used represent the various product categories.
There are now electronic interactive colour charts using a system of icons to make navigation easy and there’s a visual connection between the high-level identity and specific products.
The Chase created templates so that Johnson Matthey Colour Technologies can make changes to the material itself rather than having repeated and costly amendments made by external designers. The business has had to invest in Apple Macs, but the investment will be repaid in the long run.
With a new identity in place, Johnson Matthey Colour Technologies has seen a real impact on the business. ‘It’s a culture change – we’re living the brand values in a way that we have never done before,’ says Cartlidge. He adds that the rebrand has also made things easier for staff: ‘There was as much confusion about the business internally as externally and this new identity gives us something to rally around. All the sales people around the world now know what they are offering.’
The project was initially focused on the UK but is now being applied across the global Colour Technologies business. ‘It has given us the chance to show how we’ve taken the initiative. Through this project we’re demonstrating that we have moved the business forward, but the culture and visual identity is still very much Johnson Matthey,’ says Winbow.
He adds: ‘The project wouldn’t have happened without Designing Demand. The programme helped us identify what we were lacking. It’s been an enlightening experience.’
Not only has the project had an impact on the business, it also changed individuals, as Paul Cartlidge explains: ‘On a scale of one to 100, I feel my knowledge of design has gone from one to 80. For me Designing Demand is very much the beginning of a process that will add value to the business and my personal development.’ He has now started work on a professional marketing qualification.
