— Our identity gives us the answer to what we do, how we do it and why we do it. It is the foundation and starting point for all essential development and communication processes of a company. With a clear identity we can make these processes more effective and efficient. By conveying a clear self-image internally, we simplify strategic processes at management level and employees can make faster and better decisions within the scope of their activities in a self-determined manner. Externally, a clearly perceivable identity achieves an authentic and unique positioning in the minds of clients and offers important identification opportunities for new employees.
— Change processes only work if enough managers and staff are willing to leave existing thinking patterns. This works when there is high level of suffering or through a good vision that motivates managers and employees. Nobody wants to wait for a serious level of suffering, such as the threat of insolvency. A motivating vision, on the other hand, can be developed and communicated relatively easily with the help of a clear identity. Once the vision is based on your own identity, all measures can be derived from it and communicated in a convincing way. This secures all investments in the change process and provides orientation and support for leaders and managers in times of reorganisation.
— Yes, we even have to if we still want to be successful in the future. We need to know who we are and what we stand for - as a person, as a company, as an employee, as an entrepreneur, as part of a team or as the driver of a new idea that is looking for more supporters. Only a clear attitude and taking responsibility helps us to maintain our focus in the increasingly complex world of work and to be perceivable with a clear profile.
— We follow a holistic, methodical approach. The size of the company, the industry or the respective business model are not very relevant. The perspective is just a little different. With our identity-oriented approach, we help smaller companies and start-ups to build up a clear profile quickly and independently and to make decisions in quick succession. In the case of larger companies, the focus is usually first on making grown values visible and developing a clearer profile that is equally attractive to customers, employees and investors.
— For highly demanded skilled workers, in addition to salary, topics such as working atmosphere, leadership culture and the profile of the company are of particular relevance to the decision. The "cultural fit" is coming into focus. So if you want to attract and retain good employees, you can make a conscious and strategic investment in the topics of culture, leadership and corporate brand with a clear identity. With our holistic approach, we support this process with identity-oriented measures along the entire candidate and employee journey.
— Today, the core value of a company consists largely of the knowledge and commitment of its employees. If you want to increase the value of your company, you have to start here. Instead of looking at organisational charts and business process definitions, it makes more sense to look at the needs and issues of your employees in order to bind them to the company, to motivate them or to complement teams with suitable characters. With the help of a clear identity, essential motives can be addressed and diverse points of identification for retaining and attracting employees can be clearly communicated.
— In business design, different competences are combined with each other. Consulting, management and design flow into each other to develop an identity, a product or a service. Entrepreneurial, economic and design aspects have equal value during the process and protect against the risk of a too one-sided view of the task to be solved. Concepts emerge that are comprehensible from every angle. This leads to higher commitment and faster, widespread application.
— Content, concept, form and aesthetics.
— Personality and attitude are important. You should be critical and self-critical, not a fellow swimmer or yes-man. You should have the courage to take risks, be prepared to seek, challenge and rise above yourself in every project. This can and often is very painful.
—Madonna has to reinvent herself again and again to be able to exist! A designer must continue to develop, but not forget who he is, what he stands for and what he believes in. He should always be on the lookout: for himself, for new information or new knowledge. He must never stop learning, because development is a constant process.
— In order to make identity holistically visible, different points of view and patterns of thought must come together. In addition to the integration of other disciplines, interdisciplinarity is also important to us within the design team. Of course everyone is allowed to focus on a few design disciplines, but they must fundamentally have an openness to the big picture and the overarching story. In the end, the most meaningful channels must always be created, and not just this or that, just because one prefers to deal with them.
— The process is our inspiration. It is a challenging work in which we search, research, study, document, evaluate, criticize, discuss and do this again and again. Until we have developed the respective identity with a unique visual language.
— Good design makes identities visually experienceable. It embodies the essential aspects of a brand and thus reinforces all other identity-creating measures of a company. Furthermore, people like to engage with the new, the beautiful and the aesthetic. Good design ensures natural attention and saves investments in measures that are only designed to artificially increase perception.
— No. We can understand that companies want to be sure before entrusting an agency with an profound brand relaunch or similar projects of this dimension. However, the quality of the cooperation and the methodical approach can also be evaluated well via smaller, remunerated test projects. And for larger projects to be successful, it is much more important to have a common vision and a regular, in-depth exchange. To this end, we take a lot of time for briefings and rebriefings before the actual start of the project in order to achieve a common view of the upcoming process and to optimally plan the available resources. The subsequent cooperation is then characterised by continuous exchange and an agile way of working.
— Branding is first and foremost about the development of a brand. The most important characteristic of branding is differentiation. Concrete messages, associated emotions and individual stories are then essential elements to be designed. Innovative, credible and as unique as possible.
— Open-mindedness and a methodical approach. It is about exploring and getting to know the most important and, above all, special facets of one's company. It is about real content and topics from the company, the individual departments, products and services, the past and the future. On this basis, recurring patterns become recognisable that lead to exciting brand stories. Everyone in the company can tell these stories and thus contribute to brand building at various points of contact.
— The advantages clearly are in the dynamics, the scalability and their long-term effect. Those who manage their company and its brands in an identity-oriented way can adapt more quickly to changes. Since the different strategies and concepts are based on an inner, resource-oriented view, managers and employees always remain capable of acting and can quickly develop new options to different challenges with this foundation. Finally, successful brands always embody a mix of continuity and zeitgeist.
— Is it enough to know where you want to go in order to get there? Brands are not created through defined values, but through their constant and multifaceted representation on a wide variety of levels. In order for the values a brand stands for to become visible and tangible, they should be experienced as often as possible at the most diverse points of contact. This requires concepts and possibilities that all people in the company can apply. Only this creates identification, orientation and economic success.
— Within the framework of identity-oriented brand management, everyone in the company can be involved with the brand. We develop identity and brand together with all participants in close coordination and in comprehensible steps. This creates a great understanding already in the development process of what subsequent steps and future action alternatives can look like. We then support the further work on the brand through targeted training, coaching or permanent support services.
— People represent brands and identify with them. In many areas, the most important point of contact with the customer is still the people in the company. They shape a brand. Only when they identify with the identity can they also represent a company's products and solutions to others in a brand-oriented way. A brand connects. It forms the bridge, so to speak, between people in the company and its stakeholders.
— Every identity can become a brand, regardless of whether it is a product, a company or a project. A corporate brand often forms the central foundation for everything else. Since companies often earn money through a whole bundle of different products and services, it usually makes more sense to focus on the corporate identity first. Not only can it be used to create different products and services that fit the company, it is also the point of identification for existing and new employees. If later product brands are based on the corporate identity, every investment within this brand architecture has an effect on all the brands it contains.
— Our identity gives us the answer to what we do, how we do it and why we do it. It is the foundation and starting point for all essential development and communication processes of a company. With a clear identity we can make these processes more effective and efficient. By conveying a clear self-image internally, we simplify strategic processes at management level and employees can make faster and better decisions within the scope of their activities in a self-determined manner. Externally, a clearly perceivable identity achieves an authentic and unique positioning in the minds of clients and offers important identification opportunities for new employees.
— Change processes only work if enough managers and staff are willing to leave existing thinking patterns. This works when there is high level of suffering or through a good vision that motivates managers and employees. Nobody wants to wait for a serious level of suffering, such as the threat of insolvency. A motivating vision, on the other hand, can be developed and communicated relatively easily with the help of a clear identity. Once the vision is based on your own identity, all measures can be derived from it and communicated in a convincing way. This secures all investments in the change process and provides orientation and support for leaders and managers in times of reorganisation.
— Yes, we even have to if we still want to be successful in the future. We need to know who we are and what we stand for - as a person, as a company, as an employee, as an entrepreneur, as part of a team or as the driver of a new idea that is looking for more supporters. Only a clear attitude and taking responsibility helps us to maintain our focus in the increasingly complex world of work and to be perceivable with a clear profile.
— We follow a holistic, methodical approach. The size of the company, the industry or the respective business model are not very relevant. The perspective is just a little different. With our identity-oriented approach, we help smaller companies and start-ups to build up a clear profile quickly and independently and to make decisions in quick succession. In the case of larger companies, the focus is usually first on making grown values visible and developing a clearer profile that is equally attractive to customers, employees and investors.
— For highly demanded skilled workers, in addition to salary, topics such as working atmosphere, leadership culture and the profile of the company are of particular relevance to the decision. The "cultural fit" is coming into focus. So if you want to attract and retain good employees, you can make a conscious and strategic investment in the topics of culture, leadership and corporate brand with a clear identity. With our holistic approach, we support this process with identity-oriented measures along the entire candidate and employee journey.
— Today, the core value of a company consists largely of the knowledge and commitment of its employees. If you want to increase the value of your company, you have to start here. Instead of looking at organisational charts and business process definitions, it makes more sense to look at the needs and issues of your employees in order to bind them to the company, to motivate them or to complement teams with suitable characters. With the help of a clear identity, essential motives can be addressed and diverse points of identification for retaining and attracting employees can be clearly communicated.
— In business design, different competences are combined with each other. Consulting, management and design flow into each other to develop an identity, a product or a service. Entrepreneurial, economic and design aspects have equal value during the process and protect against the risk of a too one-sided view of the task to be solved. Concepts emerge that are comprehensible from every angle. This leads to higher commitment and faster, widespread application.
— Content, concept, form and aesthetics.
— Personality and attitude are important. You should be critical and self-critical, not a fellow swimmer or yes-man. You should have the courage to take risks, be prepared to seek, challenge and rise above yourself in every project. This can and often is very painful.
— Madonna has to reinvent herself again and again to be able to exist! A designer must continue to develop, but not forget who he is, what he stands for and what he believes in. He should always be on the lookout: for himself, for new information or new knowledge. He must never stop learning, because development is a constant process.
— In order to make identity holistically visible, different points of view and patterns of thought must come together. In addition to the integration of other disciplines, interdisciplinarity is also important to us within the design team. Of course everyone is allowed to focus on a few design disciplines, but they must fundamentally have an openness to the big picture and the overarching story. In the end, the most meaningful channels must always be created, and not just this or that, just because one prefers to deal with them.
— The process is our inspiration. It is a challenging work in which we search, research, study, document, evaluate, criticize, discuss and do this again and again. Until we have developed the respective identity with a unique visual language.
— Good design makes identities visually experienceable. It embodies the essential aspects of a brand and thus reinforces all other identity-creating measures of a company. Furthermore, people like to engage with the new, the beautiful and the aesthetic. Good design ensures natural attention and saves investments in measures that are only designed to artificially increase perception.
— No. We can understand that companies want to be sure before entrusting an agency with an profound brand relaunch or similar projects of this dimension. However, the quality of the cooperation and the methodical approach can also be evaluated well via smaller, remunerated test projects. And for larger projects to be successful, it is much more important to have a common vision and a regular, in-depth exchange. To this end, we take a lot of time for briefings and rebriefings before the actual start of the project in order to achieve a common view of the upcoming process and to optimally plan the available resources. The subsequent cooperation is then characterised by continuous exchange and an agile way of working.
— Branding is first and foremost about the development of a brand. The most important characteristic of branding is differentiation. Concrete messages, associated emotions and individual stories are then essential elements to be designed. Innovative, credible and as unique as possible.
— Open-mindedness and a methodical approach. It is about exploring and getting to know the most important and, above all, special facets of one's company. It is about real content and topics from the company, the individual departments, products and services, the past and the future. On this basis, recurring patterns become recognisable that lead to exciting brand stories. Everyone in the company can tell these stories and thus contribute to brand building at various points of contact.
— The advantages clearly are in the dynamics, the scalability and their long-term effect. Those who manage their company and its brands in an identity-oriented way can adapt more quickly to changes. Since the different strategies and concepts are based on an inner, resource-oriented view, managers and employees always remain capable of acting and can quickly develop new options to different challenges with this foundation. Finally, successful brands always embody a mix of continuity and zeitgeist.
— Is it enough to know where you want to go in order to get there? Brands are not created through defined values, but through their constant and multifaceted representation on a wide variety of levels. In order for the values a brand stands for to become visible and tangible, they should be experienced as often as possible at the most diverse points of contact. This requires concepts and possibilities that all people in the company can apply. Only this creates identification, orientation and economic success.
— Within the framework of identity-oriented brand management, everyone in the company can be involved with the brand. We develop identity and brand together with all participants in close coordination and in comprehensible steps. This creates a great understanding already in the development process of what subsequent steps and future action alternatives can look like. We then support the further work on the brand through targeted training, coaching or permanent support services.
— People represent brands and identify with them. In many areas, the most important point of contact with the customer is still the people in the company. They shape a brand. Only when they identify with the identity can they also represent a company's products and solutions to others in a brand-oriented way. A brand connects. It forms the bridge, so to speak, between people in the company and its stakeholders.
— Every identity can become a brand, regardless of whether it is a product, a company or a project. A corporate brand often forms the central foundation for everything else. Since companies often earn money through a whole bundle of different products and services, it usually makes more sense to focus on the corporate identity first. Not only can it be used to create different products and services that fit the company, it is also the point of identification for existing and new employees. If later product brands are based on the corporate identity, every investment within this brand architecture has an effect on all the brands it contains.
© 2020 BETTY + BETTY
© 2020 BETTY + BETTY