Id Alert 0904 Method Branding

New Identity AlertApril 2009

N E W I D E N T I T Y A L E R TApril 2009

page 2

Among the brand identities featured this month are FICO, Fiserv, StoneRiver, Axiata, OnLive, Gubb & Ellis, GLOBALFOUNDRIES, Intact Insurance, and the province of Alberta.

This issue also marks the fifth anniversary of New Identity Alert. This is the 33rd issue and over 360 brand identities have been featured (see the list towards the back of this issue). Some brands have been featured more than once, mainly due to mergers. Xerox, for example, has been featured twice since it has had two changes to its brand identity in the last five years.

Not surprisingly, a number of the companies featured no longer exist, or they have changed, as a result of mergers, or spin-off. Axiata, which is featured in this issue, “demerged” from TM, which was featured in the June 2005 issue.

Reviewing all the past issues, there were no surprises. Some of the trends noted in past issues are quite visible, such as spin-offs from large global (and well branded) companies adopting amateurish brand identities.

There were, no doubt, interesting brand identities launched in the past five years and have not been featured. One reason for missing them is that some companies decide to launch brand identities without issuing a press release and attempt to keep the new brand identity out of the public limelight.

Is this the correct strategy? It is hard to find a compelling rationale for such a move. Virtually every reason that would compel a company to rebrand would also make it try to communicate this as widely as possible.

There are basically four reasons most corporate brand identities are created. One reason is that there has been a merger or major acquisition; a subsidiary or business unit is divested; a new start-up or joint venture is launched; or there has been a major change in the direction or focus of the company. Each one of these reasons warrants the company to explain to its stakeholders why they have (re)branded, and what the brand means.

In the end, the colour of the symbol or style of the logotype is not the story. What the company stands for and what, if anything, has changed or is changing in the company’s behavior – these are the issues which need to be communicated. Even if the brand identity has just evolved, it behooves the company to let its stakeholders know what has, and what has not changed.

Finding these brand identities and writing about them continues to be a tremendous learning experience. It will be fascinating to explore and find the next 360 brand identities.


An occasional survey of new corporate brand identities compiled from on-line news sources by Method Branding.

page 3

OLD BRAND iDeNtit y

F ICO Fair Isaac, the company that has created a leading credit score system, has changed its name in March to FICO™, the name of its credit rating. With its head office in Minneapolis, FICO also has offices in Japan, China, Australia, Singapore, the UK and Brazil to serve its customers in over 80 countries. Its credit rating products and services are said to “increase customer loyalty and profit-ability, cut fraud losses, manage credit risk, meet regulatory and competitive demands, and rapidly build market share” and are used by many of the leading banks, insurance companies, and retailers around the world.

Comment Considering the business they are in, this is a very appropriate wordmark. Sombre colour and straightforward typography are the correct elements for this company. FICO is not responsible for the economic turmoil, but it is very much involved in the efforts of financial institutions to overcome the challenges (a kind word) that they are faced with. Solid, no nonsense for FICO is good, and is better than the Fair Isaac look. The name change also makes sense, given the strength of the myFICO brand. One wonders, though, having adopted the FICO name, why the myFICO wordmark has not been updated to be consistent with the corporate wordmark. The other question is why they have decided to maintain Fair Isaac as the legal name of the company? No rationale for this decision was found on their site. Still, this is a well done brand identity.

fico.com

http://www.fico.com



page 4

OLD BRAND iDeNtit y

F IsERv This “world leader in information management and e-commerce systems for finan-cial services” unveiled its new brand identity in February. Fiserv also announced all of its products and services would be adopting the Fiserv name. Fiserv specializes in transactional technology solutions, such as products and services for online banking, electronic billing and payment, account processing, data warehousing, card manufacturing and personalization services, high-volume laser printing and electronic document distribution and archiving. Based in Brookfield, Wisconsin, Fiserv is a Fortune 500 company and states it has 20,000 employees in 250 locations worldwide, with over 18,000 customers.

Comment The new wordmark is better than the old one. But how good is it? Compared to the FICO wordmark, the new Fiserv wordmark looks solid, but it also looks dated even if it is in orange, a colour in vogue for the past couple of years. For a six character name (including the letter i) the lettering style could have been less condensed, giving the name more breadth, even if it meant losing some of the verticality of the wordmark. There is not much excitement in the new word-mark. One only has to look at the brand identity for StoneRiver, a spin-off from Fiserv (see next page) to see the possibilities of what could have been. Even if it did not have a symbol, the new brand identity would certainly have benefitted from something more than simply a period following the name.

fiserv.com

http://www.fiserv.com



page 5

OLD BRAND iDeNtit y

sTONERIvER Following the sale of Fiserv Insurance Solutions to a private equity firm, the company’s new name and brand identity was launched at the same time as former parent Fiserv launched its own brand identity at the beginning of March. StoneRiver provides software and processing solutions to the insurance industry, from insurance companies, agents and brokers to pharmacies. Based in Brookfield, Wisconsin, StoneRiver has offices across the United States.

Comment Is it coincidence that the name of the company that manages the equity fund that made the acquisition is Stone Point Capital (the brand identities do not look alike)? While it is not clear why the name StoneRiver was selected, it is nonetheless a strong, evocative name. The symbol with its overall shape and internal shapes accentuate the meaning of the name. The result is a brand identity that retains whatever brand equity it had with Fiserv being blue, and yet created a warm, friendly look with blue and grey: something one would not expect. The logotype is also very legible, a marked improvement over the old Fiserv. The interesting question, now, of course is which is more successful: the new Fiserv or StoneRiver brand identity? While the new Fiserv web site is stronger than StoneRiver’s, and without being privy to what transpired in both board-rooms, the StoneRiver symbol and logotype have more subjective appeal.

stoneriver.com

http://www.stoneriver.com



page 6

PAReNt BRAND iDeNtities

DetAiL

GLOBALFOUNDRIEs AMD and the Advanced Technology Investment Company (ATIC) announced at the beginning of March the launch of their joint venture, GLOBALFOUNDRIES, a semiconductor manufacturing company. The company will provide AMD with manufacturing, as well as offer services to third-party customers. The company is headquartered in Silicon Valley’s Sunnyvale with facilities in New York state, Texas and Germany.

Comment At first glance, the digital globe and logotype is attractive. The globe is expertly rendered, with gradients in all the small dots which vary in size and shape according to their position on the globe (see the detail to the lower right). However, with the lettering style for the logotype, one is reminded of Arthur Andersen, the global accounting firm that collapsed in disgrace following the Enron debacle. Granted, these are different industries, but why draw the inevitable comparison? If they had opted for a different colour palette, with a different lettering style, they would have landed in a much better place.

Also confounding is why the company uses GLOBALFOUNDRIES in capital letters in the text of its communications. GlobalFoundries in upper and lowercase letters is much easier to read. Just as logotypes in lowercase letters should not be set in lowercase in text, it is also absurd to write the company name in capitals letter in text, just because that’s the way it appears in the logotype (the exception being acronyms).

globalfoundries.com

http://www.globalfoundries.com



page 7

OLD BRAND iDeNtit y

AxIATA Following its “demerger” from TM in April 2008, Axiata launched its new name and brand identity at the beginning of April. The company is a key telecommunications company in several Asian countries, including Malaysia, Indonesia, Sri Lanka, Bangladesh, Cambodia, India, Singapore, Thailand, Pakistan and Iran. Some of the mobile brand names it operates under include Celcom, XL, Dialog, AKTEL, HELLO, Idea, Spice M1 and MTCE. Based in Malaysia and with over 25,000 employees, Axiata claims it has close to 90 million mobile subscribers in Asia.

Comment This is a reasonably well executed brand identity. One can tell by the care that was taken to align the symbol’s longest vertical to the edge of the last letter a, and how the angle on the letter t aligns to the diagonal of the symbol. The symbol itself is fine, but not inspirational, ground-breaking or even striking. The bird-like symbol for TM is a more exciting icon.

It is noteworthy that even though Axiata “de-merged” from TM, it was somehow still compelled to stay within the TM colour palette. The symbols are in the same colour range and the logotypes are virtually the identical blue. The characters also mimic the TM logotype, with the “shoulders” of the x and t also curved. It really seems that Axiata did not want to stray too far from its former parent.

axiata.com

http://www.axiata.com



page 8

ONLIvE A new company was launched the third week of March, after seven years of “stealth” development. OnLive is “a revolutionary, on demand video game platform delivering the latest and most advanced games instantly, on any TV via a sleek, inexpensive MicroConsole, or on almost any PC or Mac.” Many games from the leading video game companies will be offered, including games from Electronic Arts, Ubisoft, Take-Two Interactive Software, Warner Bros. Interactive Entertainment, THQ Inc., Epic Games, Eidos, Atari Interactive and Codemasters. Based in Palo Alto, CA, OnLive was founded by Steve Perlman, credited on the OnLive web site as the inventor of QuickTime, WebTV and as holding over 80 US patents. The OnLive Game Service is expected to launch later this year.

Comment Though the symbol is hardly a unique, original concept (see Grant Thornton, New Identity Alert, April 2008) this is still a well done brand identity. The Mobius loop idea is certainly appro-priate, given the core idea that video games can be played from existing televisions or computers without having to invest every few years in new game consoles. This is yet another orange brand identity, though the colour that appears to be on the web site is subjectively more interesting than the copper symbol colour used on a white background. The logotype is reasonably contem-porary and in general this brand identity is corporate and straightforward. One has to think this is a deliberate decision which will give the video games, with their decidedly more aggressive looks, more “visual” space.

onlive.com

http://www.onlive.com



page 9

OLD BRAND iDeNtit y

INTACT INsURANCE With the close of the sale of its home, auto and business insurance subsidiary, ING Canada announced in late February that the subsidiary was changing its name and brand identity to Intact Insurance Company. Following the approval of the name change by its shareholders, the holding company ING Canada Inc., will be renamed Intact Financial Corporation. ING Canada claims it is one of the 60 largest Canadian publicly-traded companies, and Intact Insurance is the largest insurance company in the country. Based in Toronto, the company has 6,700 employees offering insurance under the Intact Insurance, belairdirect and Grey Power brands.

Comment The President and CEO of ING Canada was quoted as saying, “We have the unique opportunity to launch a new brand that speaks to what consumers are looking for from an insurance company, and a brand that reinforces our custom-er orientation.” This is then a missed opportunity. One wonders how they could go from the regal (and quirky) lion symbol to this amateurish word-mark. With financial institutions in trouble around the world (granted Canada’s financial institutions have escaped the calamities of their international peers), this is not a brand identity that instills confidence in the management of the company. Were they told by their advertising agency or branding firm that this wordmark gives them a youthful, edgy look? What could have been the rational given for this? Or did the company just hand this to one of their internal desktop designers who had no idea what they doing?

intactinsurance.com

http://www.intactinsurance.com



page 10

OLD BRAND iDeNtit y

TENAYA CApITAL The venture capital unit of Lehman Brothers was sold off to an investment group that includes managers of the business. Founded in 1995 as Lehman Brothers Venture Partners, the company has raised over $1 billion, investing in a wide range of high-growth technol-ogy companies including software, consumer Internet, communications, semiconductors, electronics, and cleantech. Tenaya Capital has offices in Menlo Park, California, and Boston, Massachusetts.

Comment There is something appealing in the hand drawn pine tree as the symbol for this venture capital firm that claims to be “Partners in Growth.” It takes the brand identity away from the formality of the Lehman Brothers wordmark. It’s unfortunate though that the logotype is not as successful. The word Tenaya is just big and bold, with no finesse and the word Capital virtually disapears given the light weight of the characters and the colour it’s in. There will be more new brand identities that are born as a result of these troubled times. Given that the demise of firms such as Lehman Brothers has a significant impact beyond those immediately affected, (employees, shareholders, customers, suppliers, etc.), we should hope that other brands to be created from this mess will be more successful, both in terms of their brand identities and of their success in the marketplace.

tenayacapital.com

http://www.tenayacapital.com



page 11

OLD BRAND iDeNtit y

T IETO Late last year this Finnish-based IT company launched its new brand identity, shortening its name to Tieto. Founded in 1968 as Tietotehdas, it merged in 1999 and became TietoEnator. With about 16,000 employees, Tieto operates on 30 countries around the world, though its principal markets are the Northern European countries and Russia.

Comment In the launch press release, Hannu Syrjälä, the company CEO is quoted as stating, “A new and unified brand is a visible sign of the changes in our company. The new name is short, simple, and reflects our sharper focus and the idea of ‘less is more.’” Well, the name has been shortened, but what happened to the idea of less is more? Why create a brand identity that has several colour options, plus a reverse look that uses bands of colour tone? Less is more does not translate to a complicated brand identity system. Even with that, the new brand mark does not “reflect a sharper focus.” One reads the name out of the “shadow”, not the characters themselves, which are white. The look generally feels dated, with its type treatment looking like it was created in the 1970s. For a company with global ambitions and working in a field that is reinventing itself at an ever-faster pace, a brand identity more focused and innovative would have served it better.

tieto.com

http://www.tieto.com



page 12

OLD BRAND iDeNtit y

GRUBB & ELL Is In the middle of March, this global commercial real estate company launched its new brand identity. Grubb & Ellis states it is one of the largest and most respected commercial real estate services and investment companies, with more than 130 owned and affiliate offices worldwide, offering property owners, corporate occupants and investors comprehensive integrated real estate solutions, including transaction, management, consulting and investment advisory services supported by proprietary market research and extensive local market expertise. Based in Santa Ana, CA, they also claim to currently manage a portfolio of more than 225 million square feet of real estate.

Comment This is a definite improvement over the previous brand identity. The symbol is much better, with the “bridge symboliz(ing) how Grubb & Ellis connects the needs of clients with the various real estate services and investment programs the firm provides.” The bridge is simple, and yet has a real sense of movement; of “getting from here to there.” The logotype is also a definite improvement. It is very legible, contemporary, yet is also timeless and has more gravitas than the old logotype. The use of yellow and black main-tains the equity built by the old brand identity, and here again, the new yellow is better than the pale colour used before. The only criticism is the use of their tag lines, locked up to the brand identity. The result would have been a stronger brand identity had the tag line not been tucked in so close to the name.

grubb-ellis.com

http://www.grubb-ellis.com



page 13

OLD BRAND iDeNtit y

the OtheR OPtiONs ALBeRtA GOveRNmeNt miNistRies

ALBERTA This western Canadian province launched its new brand identity in late March. In addition to a script wordmark, they have also launched a brand identity system for all the provincial government ministries and depart-ments. With a population of over 3.5 million, Alberta has had a strong economy based on oil and gas (with the tar sands oil fields in Northern Alberta), as well as tourism, farming and ranching. The province claims its emerging economic base is in such areas as nanotechnology, biotechnol-ogy, pharmaceuticals, and software development.

The new Alberta brand highlights open, aspirational, dynamic, strong and genuine as its attributes. The core idea (and the tag line derived from it) is The freedom to create and the spirit to achieve.

Comment It was interesting to review the documents posted by the Alberta government relating to the creation of this new brand. Of particular interest were the market research reports of the testing of the various marks that had been developed. Not surprisingly, the option that was adopted for the Alberta brand identity scored the highest. What was surprising was that the second and third favourite option were eliminated from the final round of testing (the top two options to the right). And no surprise, the preferred option was preferred significantly over the other two final options. Why they tested the preferred option against the least favourite alternatives was information that was not found (or made public).

(See next page)



page 14

Still, the hand-lettered script is well done and appealing. The square at the end varies in colour, and is an obvious link to the brand identity system developed for the government ministries and departments. While it is understandable that the latter is relatively generic in look, so it does not conflict with the wordmark, the square makes no sense. It does not add anything to either the script wordmark or to the dozens of government brand signatures.

They could have easily used another simple shape to link the wordmark to the ministry signatures. For example, the official flower of Alberta is the wild rose. A simple shape based on the rose would have been a more meaningful option than a generic square.

There is also much to commend about this brand identity, including some spectacular images that have been used in the Alberta Brand book and web site. These photographs are not just of breathtaking vistas in the Rockies, but cover a variety of subjects.* Overall, there is much to commend, just that “darn” square…

(See next page)



page 15

* It has just been revealed (to much ridicule in Canada and Great Britain) that one of the images is not from Alberta, but from a beach near Bamburgh Castle in Northumberland, U.K. (see the page from the Alberta brand book and an ad to the right). The Alberta Minister of Tourism apparently first told reporters her department had nothing to do with the rebranding campaign, that it was done by an Edmonton public relations firm.

Since then, the Alberta government has apologized, posting on its blog an explanation, saying: “At one point in the narrative we men-tioned our regard for people in other places, and in that place we used the only image that did not come from Alberta. Intentionally.”

“Then we screwed up… We took images from the narrative, and used them as standalone still pictures on our website. And along the line, we grabbed that one, solitary image that was not from Alberta and added our nifty new ‘Alberta’ signature.”

“We’re sorry.”

Sure, this image clearly communicates that Alberta cares about the rest of the world? One wonders, in that case, what their definition is of the world. This was poorly thought through and executed.

alberta.caalbertabrand.comalberta.ca/blog/home.cfm

http://www.alberta.ca

http://www.albertabrand.com

http://www.alberta.ca/blog/home.cfm



page 16

OtheR BRAND iDeNtities

L IvERpOOL The British city, familiar around the world as the birthplace of the Beatles, launched its new brand identity at the end of March. The brand is part of a 15-year vision to improve the lives of every resident. This includes efforts in increasing employment creation; increasing the city’s population by building more family homes; making Liverpool one of the cleanest, greenest and safest cities in the UK; to improving the health of every resident by reducing levels of obesity and the number of people smoking. The new brand identity is intended to promote Liverpool around the world.

Comment As with Alberta, Liverpool uses a hand-lettering script for its name, which gives the brand identity a human, friendly look. However, this brand identity is a puzzle. First, it is an imitation of the brand identity they had to mark Liverpool as the “European Capital of Culture” in 2008. Second, featuring what one has to presume is the Liverpool skyline does not make sense for a brand identity that is targeting stake-holders around the world. It is meaningless. To further confuse matters, the brand signature is used in a wide variety of colours. While one could not expect the city to use the likeness of the Beatles for their brand identity, there are many options that they could have used to align them-selves with the emotions and visual language that is evoked by the Beatles, and still have something that is unique to Liverpool and is visually fresh and contemporary.

liverpool.gov.ukliverpoolcitybrand.com

http://www.liverpool.gov.uk

http://www.liverpoolcitybrand.com



page 17

L IsT OF BRAND IDENTIT IEs FEATURED As stated earlier, this issue marks the fifth anniversary of this newsletter. Below, and on the next three pages, is a list of all the brands that have been featured so far in New Identity Alert. We hope that you have found the newsletters interesting and topical.

April 2004-April 2009

AARP Feb 2007

Abelica Global Dec 2007

Abitibi Bowater Dec 2007

Access Dec 2006

A-Channel Sep 2005

AEP Networks Mar 2005

Aeroplan Jun 2004

Aéroports de Paris Sep 2005

AfghanMark Feb 2007

Aflac Feb 2005

AGC Feb 2007

Agility Dec 2006

Air Canada Dec 2004

Air France Feb 2009

Air Mauritius Feb 2009

Aker Solutions Apr 2008

AkzoNobel Jul 2008

Alberta Apr 2009

Alcatel-Lucent Dec 2006

Alliance Boots Oct 2006

Alltel May 2005

ALM Feb 2005

Amegy Bank Mar 2005

America Online Dec 2004

American Medical Association Sep 2005

Ameriprise Financial Jun 2005

Anheuser-Busch InBev Nov 2008

ArcelorMittal Jul 2007

ASBBank May 2005

Assurant Apr 2004

AT&T Jan 2006

Atlanta Nov 2005

Avago Technologies Jan 2006

Avanquest Feb 2007

Aveos Nov 2008

Avis Budget Group Oct 2006

Axiata Apr 2009

Azingo Feb 2008

Baird Dec 2006

BASF May 2004

Baskin Robbins Nov 2005

Bausch & Lomb May 2004

Belden Oct 2006

Belfast Sep 2008

Bell Canada Sep 2008

Better Place Sep 2008

Bharti Nov 2008

Bladex Sep 2004

Blue Run Ventures Mar 2005

BNSF Mar 2005

Bombay Stock Exchange Oct 2005

Booz & Company Jul 2008

Bosch Group May 2005

Boys Town Dec 2007

Bravo Mar 2005

Brocade Feb 2007

BRP Sep 2004

BSG Feb 2006

CA Jan 2006

Cambria Suites Mar 2005

Canadian Institute of Chartered Accountants Oct 2007

Canwest Feb 2008

Capgemini May 2004

Capital One Feb 2008

Cardiac Science Apr 2008

Carestream Health May 2007

Caribbean Airlines Dec 2006

Cartus Apr 2006

CCTA Oct 2004

Ceridian May 2004

Ceva Logistics Dec 2006

CFA Institute Jun 2004

Chemtura Sep 2005

Chevron Jun 2005

Chorus Feb 2008

Chrysler Oct 2007

Ciena Dec 2004

CIMB Group Oct 2006

Cingular Dec 2004

Cinterion Jul 2008

Cisco Oct 2006

Citigroup Feb 2007

Citroën Feb 2009

Clear Source Mar 2005

CNIB Jul 2006

CNW Goup Mar 2005

Colonial Life Feb 2008

Comfort Inn Mar 2005

Connex Feb 2005

Cooper Tires Nov 2005

Cornell University Dec 2004

Covidien Jul 2007

CRA International Jun 2005

Credit Suisse Jul 2005

CSC Nov 2008

Current TV Sep 2005

Cybertrust Feb 2006



page 18

Daiichi-Sankyo Oct 2005

Daimler Oct 2007

Days Inn May 2007

DC Comics Jun 2005

Delta Air Lines May 2007

Deluxe Apr 2008

DetNorske Jul 2008

DG3 Feb 2008

Dijji Jan 2006

DMA Nov 2005

Docdata Apr 2008

Dr. Pepper Snapple Jul 2008

Econolodge Sep 2008

EDF Sep 2005

Elektrobit Jul 2007

Embarq Feb 2006

Emdeon Sep 2005

Emergis Feb 2005

EQT Feb 2009

Ersol Jul 2007

Eurail Dec 2007

Europ Assistance Jan 2006

Exensys Oct 2005

Experian Dec 2007

FedEx Kinko’s May 2004

Fiat Group Nov 2005

FICO Apr 2009

Fido Nov 2008

FIFA World Cup Jul 2006

Fiserv Apr 2009

Free Library of Philadelphia Oct 2005

Fujifilm Oct 2006

Gavilon Apr 2008

GE Jun 2004

Gennum Apr 2008

Genpact Oct 2005

Genworth Sep 2004

GeoEye Feb 2006

Glitnir Apr 2006

GLOBALFOUNDRIES Apr 2009

Global TV Jan 2006

GO Jul 2007

Golden Telecom Dec 2006

Google Sep 2004

Grand & Toy Feb 2007

Grant Thornton Apr 2008

Group 4 Securicor Sep 2005

Group NBT Mar 2005

Groupe Aeroplan Sep 2008

Grubb & Ellis Apr 2009

GS Holdings Apr 2005

GS1 Mar 2005

Habitat for Humanity Jun 2005

Hancook May 2004

Hanwha Dec 2006

Harland Clarke Apr 2008

Helio Nov 2005

Hexion Jun 2005

Holiday Inn Dec 2007

Holland+Knight Oct 2004

Hotpoint Jun 2004

Huawei Jul 2006

ICE Feb 2006

Idearc Dec 2006

IdenTrust Apr 2006

IFRA Feb 2008

InBev Dec 2004

Independence Air May 2004

Industrial Alliance May 2007

Inegrys May 2007

Innospec Jul 2006

Innovene May 2005

Intact Insurance Apr 2009

Intel Jan 2006

International Business Leaders Forum May 2007

Intuit Jul 2008

I-play May 2005

JDSU Oct 2005

Jockey Jul 2006

Johnson Controls Oct 2007

Kayak Feb 2006

KerrMcGee Feb 2006

Kikkoman Jul 2008

Kmart Sep 2004

Kodak Feb 2006

KPN Apr 2006

Kraft Foods Feb 2009

Kraton Jul 2006

Kruger Dec 2006

Kumho Asiana Apr 2006

KYB Nov 2005

Lanxess Mar 2005

Laureate Jun 2004

LedgeNet Feb 2008

Lime Sep 2005

Linspire Oct 2004

Liverpool Apr 2009

Logica Apr 2008

London 2012 Jul 2007

LoyaltyOne Sep 2008

LPGA Oct 2007

LS Cable Apr 2005

Luminant Energy Jul 2007



page 19

LV= Jul 2007

LycoRed Feb 2006

MAN Oct 2004

Manpower Apr 2006

Manroland Jul 2008

MasterCard Worldwide Oct 2006

MBNA Mar 2005

McMillan Jul 2008

MedAvant Jan 2006

Mega Jul 2006

Memorex Nov 2008

Mentum Oct 2007

Meridian Credit Union May 2005

Migros Bank Feb 2006

MillerCoors Sep 2008

Mitsubishi UFJ Mar 2005

Mittal Feb 2005

Mobile 365 Oct 2004

Molson Coors Mar 2005

Morrisons May 2007

Mosaic Oct 2004

Movenpick Dec 2004

Movistar May 2005

MTV2 Mar 2005

MWV Apr 2008

NASDAQ OMX Apr 2008

National Honey Board Mar 2005

National Jewish Health Sep 2008

National Sep 11 Memorial & Museum at the World Trade Center Oct 2007

National Starch Mar 2005

Navilyst Medical Sep 2008

NBC Universal Jun 2004

NEI Apr 2008

NetApp Apr 2008

NewPage Sep 2005

Nielsen Feb 2007

NIK Software Apr 2006

Nokia Siemens Networks May 2007

Norway Post Nov 2008

Nova Scotia Apr 2005

Novelis Feb 2005

NTT DoCoMo Apr 2008

Nuance Nov 2005

Nulogx Apr 2006

NV Energy Nov 2008

NXP Oct 2006

NYC2012 May 2004

OLG Jul 2006

OnLive Apr 2009

openreach Oct 2005

Oreco Apr 2005

Oslo Jul 2005

Oslo Børs VPS Sep 2008

OTP Bank Feb 2007

OZ Sep 2008

Pacnet Feb 2008

Palm Sep 2005

Pantone Dec 2006

Parallels Dec 2007

Payless ShoeSource Oct 2006

PDL BioPharma Feb 2006

Peel District School Board Oct 2005

Pepsi Feb 2009

PGA Feb 2008

PGI Nov 2008

Philips Sep 2008

Pironet NDH Apr 2005

Pittsburgh Glass Works Sep 2008

Plantronics Sep 2005

Poet May 2007

Power Stream Sep 2004

PPR Mar 2005

Prague Stock Exchange Nov 2005

Preferred Hotel Group Jun 2005

(Product) Red Feb 2006

Prysmian Nov 2005

Qantas Oct 2007

Quark Apr 2006

Quark Oct 2005

RCN May 2005

Realogy Apr 2006

Reckitt Benskiser Feb 2009

Red Bee Nov 2005

Reynaers Aluminium May 2007

Ricoh Jun 2005

Rogers Centre Mar 2005

ROHM Semiconductor Feb 2009

RSA Apr 2008

SAB Sep 2004

Safeway May 2005

Safran Apr 2005

Samy-Sega Sep 2004

Sanofi-Aventis Oct 2004

Sears Oct 2004

Shriners Hospitals for Children Dec 2007

SK Nov 2005

SNCF May 2005

Sodexo Feb 2008



page 20

Sofitel Dec 2007

Sony Ericsson Oct 2006

SourceMedia Apr 2005

Southern LINC Mar 2005

Spectrum Brands Mar 2005

Spice Telecom Jan 2006

Spirit Areosystems Sep 2005

Sprint Jul 2005

St Paul Travelers May 2004

St. Jude Medical Jul 2008

StoneRiver Apr 2009

Suntrust May 2005

Super 8 Sep 2008

Susan G. Komen for the Cure Feb 2007

Swiss Life May 2004

Swisscom Dec 2007

Symbion Health Jan 2006

Symetra Sep 2004

Syniverse Apr 2004

Sysco Nov 2008

2ergo Jul 2008

3SY Feb 2006

TAP Portugal Apr 2005

TBS Jun 2004

Telenor Apr 2006

Telent Feb 2006

Teridian Oct 2005

Tenaya Captial Apr 2009

The Bank of New York Mar 2005

The Bank of New York Mellon Oct 2007

The CW Oct 2006

The New School Sep 2005

The Paley Center for Media Jul 2007

The Standard Apr 2005

Thomson Reuters Apr 2008

Thomson Jul 2006

Teito Apr 2009

TM Jun 2005

Tomorrow Jul 2007

Tourism Toronto Jul 2005

Tourism Vancouver May 2005

Tourism Victoria, BC Apr 2006

Towers Perrin Sep 2004

Transat Sep 2004

Travelers May 2007

Travelocity Apr 2004

Travelport Oct 2006

True May 2004

TW Telecom Apr 2008

Tyco Electronics Jul 2007

UDR May 2007

Unilever Jun 2004

United Way Sep 2004

Unum May 2007

USAid Feb 2005

VakifBank Sep 2008

Vale Dec 2007

Valeo Oct 2004

Vallent Mar 2005

Vancouver 2010 May 2005

Vauxhall Jul 2008

Veolia Environnement Jan 2006

Visa Apr 2005

Visiqor Dec 2004

Visit London Apr 2004

Vistec Jul 2006

Viterra Oct 2007

Vivendi Jul 2006

Voca Dec 2004

Vodafone Nov 2005

Walmart Jul 2008

Western Digital Dec 2004

Westnet Oct 2005

Windstream Communications Jul 2006

Wolters Kluwer Apr 2005

WORLDHOTELS Mar 2005

WorldSpace Feb 2006

Wyndham Worldwide Apr 2006

Xerox Feb 2008

Xerox Oct 2004

Yellow Pages Association Dec 2004

Yogen Früs Apr 2008

Zune Oct 2006



page 21

Please contact us if you have any comments about the corporate brand identities featured in this issue, or if you wish to alert us to new identities that have been just launched or are about to be launched. We also welcome receiving the names and e-mail addresses of anyone you think would be interested in receiving this newsletter.

And if you have a branding challenge, we would of course be pleased to meet you and discuss how your brand can be effectively leveraged to its maximum potential.

ABOUT METhOD BRANDING A design firm with extensive experience, we work with a wide variety of clients including corporations, government agencies, not-for-profit organizations, start-up companies and others.

We work collaboratively with other communication agencies and firms, and collaboratively with our clients, to create compelling solutions. The brands and branded communications (brochures, annual reports, etc.) we create endure and build value. Bringing together the science and art of branding, our solutions are engineered to elicit the desired responses from stakeholders, building maximum brand value for our clients.

Note: The brand identities and trademarks in this document are the property of their respective owners. They are used here solely for information purposes.

© Method Branding, 2008

Thank you to Jim Hynes for his proofreading and wise counsel.

[email protected]

[email protected]

Philip UngerPresident and Creative Director

366 Adelaide Street W.Suite 207Toronto, OntarioCanada M5V 1R9

416.597.1114 tel416.596.0807 fax

methodbranding.com

mailto:[email protected]

mailto:[email protected]

http://www.methodbranding.com

Documents

Id Alert 0904 Method Branding