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We developed a brand strategy, corporate design and web design for the online marketing service provider GreenRabbit. Online marketing is a must-have for every company. For experts and consultants, this fact opens up a market with huge potential, which is also highly competitive. Those who want to assert themselves need a strong brand that convinces customers and employees and stands out from the competition. GreenRabbit – measurably better. We have met this challenge with GreenRabbit. We have developed a clear and differentiated positioning for the brand. GreenRabbit stands for “For more clicks. Leads. Business” and offers its customers profile, visibility and success in the digital environment. We have derived a visual identity for the brand from the strategic basis. The logo represents the “green bunny” in an abstract form. It is concise, eye-catching and highlights the brand in the competitive environment. The new website is clear, structured, user-friendly and focuses on the essentials.

In 2014, Jan and Fabian, the founders of a yet untitled company, noted a new trend: people conscious of their diet and eating habits were eating egg whites. A lot of them. The egg white is extremely rich in protein, and, according to some studies, contains protein of the highest quality. The problem is, of course, that you couldn’t buy egg whites anywhere in Germany — so your only option was to buy eggs and throw out all the yolks. Jan and Fabian came up with the idea to sell just the egg whites, and they approached us to work together on the product launch — which included naming, packaging, branding, website, and so on; the whole thing. There were a couple of difficulties at play here. First, the egg white — a translucent liquid — doesn’t look particularly appealing, visually speaking, so we had to come up with a way of showing the product in some other way. Second, the audience wasn’t really familiar with the product, with the idea of buying just the egg whites, so we had some explaining to do before we could convince them to buy this.

XL Axiata wanted to understand their distribution network — to get data, to get insights, to understand precisely what’s going on with their SIM card sales, and how to adjust their offers to better suit the needs of the customer in the real-world. Among other things, XL Axiata sells SIM cards throughout Indonesia, a wonderful country in Southeast Asia with a population of 264 million people living. What’s particularly interesting is the number of islands: between 16,056 and 17,508, depending on your sources. Apparently, counting islands is not as straightforward as one would think. You can quickly see that the combination of all geographical features — country size, terrain, etc. — instantly turns the logistics of delivering of your products into a logistical nightmare. XL Axiata operates only about 300 of its own retail stores, and relies on the network of third-party wholesalers, distributors and retailers to sell their SIM cards. The more entities involved, the more convoluted the process becomes; or, to put it simply, it’s challenging! There is next to no visibility, you don’t know who you’re actually selling to, how these SIM cards end up being used and what the most popular plans are.

ADB wanted to offer something their competition didn’t, and their bet was on becoming a more human, more approachable, less bureaucratic organization. The ADB’s president’s agenda was using new tech to run the business in a more efficient way, involving digital transformation and innovation to improve the processes overall. They acknowledged that the process of getting a loan is a very slow one, involving a lot of complicated paperwork, and that they needed to do better. The starting point for this project was McKinsey’s 100-page "Asia Development Report”, which acts as a summary of development progress in Asia. ADB realized that it’s too academic, too long, that nobody really reads it and that they need to do better. The audience that ADB needed to reach is a very special one: namely, government officials all across Asia. To reach them, ADB decided to move to storytelling: away from reports, to the actual stories behind the development, covering the projects’ impact on people’s lives, showing who the people behind various projects are. A related idea was to establish a community around sustainable development projects — solar farms, low-carb tech, and so on.

Mapbox is a provider of custom online maps which can be embedded in websites and applications. Naturally, the primary audience of this kind of service is developers, as they are the ones who end up using it most extensively while building a website or an app in question — and developers need detailed, extensive, up-to-date documentation to be able to work with the external platform. What this means for Mapbox, effectively, is that they need to create and maintain a huge collection of knowledge — documentation for various programming languages and for various platforms — and have both a way of displaying it in a convenient way for the reader, as well as a good way to edit and publish stuff (a content management system, roughly speaking). A set of extra challenges on this project included: - Technical legacy of many tools and frameworks used on the original American .com site - Working with stakeholders across multiple business units and regions with conflicting priorities - Identifying a structure and visual identity that matches the needs of the Chinese audience while still conforming to the existing global brand We mapped out the project and got to work.

Together with the Swiss universal bank UBS, we have developed a new integrated branch concept. The aim of the concept is to intensify client proximity in combination with digital services. Each branch is to optimize access to UBS’s global expertise and online services. The focus is on client needs. With the help of augmented reality and digital branch communication, banking products are made tangible and understandable. The client is guided through the branch structure and can discover the world of UBS. “We wanted to bring the previous paper-based brochures to life and actively communicate the stories, because UBS really does have a lot to tell. In the future, UBS clients should experience the branch as a holistic communication surface with personal closeness,” says Jens Tarnowski, the Account Director responsible at Syndicate Design. The central element of space and communication is the newly interpreted ” asset pyramid”. It is linked by a tablet to an augmented reality application and thus brought to life digitally. It illustrates the consulting process in a playful way and conveys the different stages of wealth creation in an interactive and involving way.

The initial problem that GROHE was facing was the fact that their customer support centre was overloaded with requests, which resulted in long waiting times for callers. Our objective was to find a way to reduce the load on customer support and subsequently improve its service.