More control over print

Implementation new brand name

Campaign launched with alpinists

With more than 5 million customers, more than 9,000 employees and 5 billion euro's turnover, Nuon is on of the key players in the Dutch energy market. Nuon produces and distributes gas, heat and electricity.

Nuon asked us to examine how they could their fleet of 1,000 vehicles and the eye catching plants effectively to carry campaign material. We developed a scenario in which the fleet can be used for campaigns without disrupting regular business.

We applied the campaign to all vehicles within three days. Furthermore, we dressed the plants in Amsterdam and Diemen with prominent campaign images.

Improved visibility of visual identity enhances safety

The Toronto Hydro Corporation comprises six municipal utility companies, with two business units, 28 offices and 211 locations. It is the second largest municipal corporation in energy supply in North America.

The branded assets of all six companies had to be united in one new visual identity. This included the entire fleet livery and the development of new signage and wayfinding for improved visibility and enhanced road safety. We worked very cost-effectively and realised structural savings, for example by (re)negotiating contracts with suppliers.

In control of your Corporate Identity

Waternet is the first water cycle company in the Netherlands. Waternet is the result of a merger of Waterleidingbedrijf Amsterdam and Dienst Waterbeheer en Riolering in 2006. At that time, the corporate identity was developed and implemented in a very short time. Therefore it was insufficiently polished and secured, resulting in the company losing control of its corporate identity.We were asked to write a report on how Waternet could regain control of its corporate identity, two years after the implementation.

We identified the current visual appearance and the underlying processes. We concluded that the visual identity was applied in different ways in different places, and that there was ambiguity about guidelines. Unnecessary hours were also spent on looking for materials (internal and external). We put our findings into a plan, realised a consistent implementation of the visual identity and designed a brand portal. The result: Waternet saved on internal and external hours.

Mark Companjen, Chief Communications Waternet: ‘We are very satisfied, we have complete control of our corporate identity, now and in the future, thanks to NykampNyboer.’

Focus on the brand

Aegon is a multinational specialised in pensions, life insurance, asset management, non-life insurance, health insurance, funeral plans, savings and investment. The organisation pursues an active brand policy, for example by focusing on sponsoring. Aegon wants these sponsorship activities to be more productive by enhancing the visibility of the company's logo at all locations.

We were asked to analyse the existing light signage at the Aegon locations and advise on enhanced visibility. We drafted a revision of the basic structure, new innovative lighting techniques and a new text and logo. We developed a prototype and tested it extensively.

The results: readability increased by 35%, energy consumption decreased by 65% and the costs of maintenance decreased by 60% (the new technology is less susceptible to failure).  This new technology is applied at 25 Aegon locations. Aegon recovered the costs of its initial investment within a couple of years.

Supervision towards a new Brand Portal

Co-ordinate the brand identity in a bank merger

Postbank and ING Bank Nederland have been known as ING since 2009. With this merger, ING unites the capabilities of both banks and benefits from the brand awareness of ING. Both banks have been given a new brand identity that suits the new positioning of ING.

We have supervised the rebranding process in several areas. The challenge was to perform a smooth rebranding process within various business units. We analysed the situation, advised ING on how to proceed and partly managed the rebranding programme and designed the project organisation. We supervised parts of the creative process and had an overall co-ordinating role. We implemented the actual programme of change - for instance the light signage at all principal and district office locations - within several business units.

A new visual identity within seven weeks

KPN is the largest provider of telephony, internet and television services for the consumer as well as the business market in the Netherlands. To bring up-to-date KPN's new brand position, shifting from operating as a traditional telecom provider to being a full service multimedia company, KPN developed a new visual identity.

We were asked to develop and implement the new visual style in complete secrecy until the day of the launch seven weeks later. We divided the project into:

Phase one: everything leading up to the launch. We were leading in managing the project. Our target was to apply the corporate identity to the most visible carriers: six buildings and 350 vehicles.

Phase two: everything after the launch. Now we focused on collaborating extensively with a large group of KPN employees. So the actual implementation of the new brand identity was done by the KPN people themselves; with existing suppliers, within existing contracts, fitting within the rebranding budget. The result: huge involvement with the new branding and a firmly embedded identity within the organisation.

Efficiently applying brand identity on fleet

Sharing marketing information worldwide

Randstad Holding nv is an international business service provider with subsidiaries in Europe, North America and Asia. With 2,670 branches, the Randstad Group is one of the largest companies in the world in the field of flexible work. To manage the quality of service, Randstad strives for uniformity in its processes and a consistent and powerful visual identity - anywhere in the world.

We were asked to create an interactive online platform for Randstad's marketing professionals, enabling them to share their knowledge and experience and apply marketing innovations globally. The platform should fit within the existing Randstad brand portal.

First we mapped the various communication processes, target audiences and the desired functionality. Then we selected a software partner: Microsoft Sharepoint. We seamlessly integrated this software with the existing Randstad brand portal. Randstad Interactive, the name of the new online platform, was realised in a short time.

Implementing signage and way finding across Europe

US stationery giant, Staples, announced the takeover of Dutch wholesaler Corporate Express in June 2008. This takeover made it possible for the company to enter the B2B market for office distribution in Europe. The completed acquisition of Corporate Express by Staples, the world's largest office products company, resulted in a combined annual revenue of $27 billion.

As a result of this takeover, Corporate Express had to be rebranded to Staples. We were contracted to manage and implement the complex process involved in the required changes of Corporate Express facilities and assets throughout Europe. The project involved 35 facilities in countries like Germany, France, Italy, Spain, Norway, Poland and United Kingdom. VIM Group's activities included surveys, visual packs, planning applications, production and installation. Using advanced web-based applications and its international delivery network of experts, the company was able to manage the project centrally and implement locally.

This approach assured achieving both brand consistency and cost efficiency, two important objectives of any rebranding exercise. We also advised Staples' management on potential visual improvements based on their standard communication value criteria. The result has been a successful transition and clearly improved brand experiences during stakeholder visits.

Brand on the road

Cable and multimedia company UPC, the European cable division of Liberty Global, is a supplier of services for television, broadband internet and telephony. It is UPC's mission to make multimedia applications and telecommunications accessible to all consumers. To visualise the message, UPC developed new visual identity.

We were asked to manage the logistics surrounding the implementation of the rebranding of UPC's 100-vehicle fleet. Initially, only the logo was to be replaced. In our opinion this was not enough to support UPC's new mission. We suggested putting images of people on the vehicles, along with the logo. UPC agreed.

For the planning, co-ordination and realisation of the implementation, we mapped the entire fleet. It could be divided into three categories. Collaborating with the design agency, we produced three images for each category. These were translated into line art and produced by a supplier UPC had worked with previously.

Smooth rebranding through intensive co-operation

Cable and multimedia company UPC, the European cable division of Liberty Global, is a supplier of services for television, broadband internet and telephony. It is UPC's mission to make multimedia applications and telecommunications accessible to all consumers. To visualise the message, UPC developed a new visual identity.

We were asked to manage the complete implementation of the new visual identity - in the Netherlands and in other countries where UPC is active. We set up a project management group composed of our own specialists and employees of UPC. This group developed the project plan, the budgeting and translation of the visual identity to specific elements. Subsequently, the team carried out the total co-ordination and implementation of the rebranding. We developed a special toolkit with which the new identity could be effectively introduced.

Co-operation between UPC and NykampNyboer in the project management group was excellent and this not only resulted in a smooth implementation; we also improved several internal processes and realised significant savings in costs for several style elements.

Recognisable across Europe

USG People delivers specialised employment services across Europe (1,500 offices). The brand portfolio of USG People comprises several strong brands including Unique, Start People and Content. The organisation wanted the corporate identity of the various brands to be uniform across Europe.

We were asked to implement the corporate identities of the various brands in all countries where USG People is active, making sure that all style elements, including light signage, window materials and foils meet the centrally set standards.

We put two of our most experienced project managers on the job. They reduced the complexity and size of the operation to manageable proportions. We appointed a project manager for each brand in each country and supported them with a central brand portal. Furthermore, we standardised the lettering and foils of all locations and ensured that the light signage and other materials could be bought centrally. This yielded significant structural savings.

Savings by improved logistics

Avans Hogeschool is the result of the merger of Hogeschool Brabant and Hogeschool 's-Hertogenbosch in 2004. The college offers courses to 18,000 students in Breda, 's-Hertogenbosch and Tilburg.

We were asked to supervise the investment in a new corporate identity and create support within the organisation. Next we were to be tasked with implementing and securing of the new identity, based on a more efficient design and procurement policy.

We split the project into three parts: design, procurement and implementing and securing. We developed digital means (style manual, template system, slides) and made them accessible to the employees. We dealt with procurement procedures and made internal logistics 'lean and mean' - Avans still benefits from significant savings as a result.

The Chairman of the Board described NykampNyboer’s approach as ‘innovative and, with the annual savings achieved, clearly adding value while maintaining quality.’

Full supervision

The Noorderpoort College is the result of a merger of fourteen schools. The Noorderpoort College is an ROC which plays a significant part in society in the north of the Netherlands, employing 2,000 staff and teaching 23,000 pupils.

We were asked to develop and implement the new visual identity within a set budget and then secure it within the organisation.

We applied signage to buildings, rationalised fourteen different print packages and implemented automation of the corporate identity at all secretarial offices. In doing so, we quickly realised a high return on the corporate identity goals, while staying within budget. To monitor its visual identity, the Noorderpoort College now actively uses ‘visual identity management' - with us as their partner.

Unity in deversity

We were asked to supervise the introduction of the new name and branding - from establishing the corporate identity criteria to their implementation. Uniting the different disciplines within the university was an important task.

We identified which carriers would have to be designed using the new corporate identity, the size of the budget and how to establish a project organisation. Then we set up a feasible project structure and a tight timetable. To get support at an early stage, we formed groups including competent colleagues, and organised opinion polls. The introduction of the corporate identity ran smoothly as there was overall support and appreciation.

Savings calculated. Savings realised.

It turned out that the calculated turning point between the cost of the corporate changeover and the savings occurred in the second year already - a good incentive to start the transformation programme. When we executed the project we concentrated on reducing the print package. We reduced 18,000 documents to just over 9,000. We standardised the forms and improved UWV's written communications with its customers.

Cost savings to date are neatly in line with our calculations.

Three organisations. One visual identity. Four months to do it.

Zilveren Kruis Achmea, Groene Land Achmea and PWZ Achmea have joined forces in Achmea Zorg. Together they serve 3.4 million insured and are one of the largest health insurance companies in the Netherlands. The three organisations need to line up their visual identities to underline the alliance.

Implement the new corporate style: one recognisable identity for Achmea Zorg. Each company will only keep its own colour profile and logo. Realise rebranding throughout the three companies on: printed materials, correspondence, fleet and buildings in four months.

We wrote an impact analysis and formed a task force. This task force consisted of people in our own company, Achmea staff and the design agency SOV. We implemented an online system for correspondence: easy to reach and easy to use for all employees, without the hassle of installing software or updating network servers. The result: one style, one organisation, accomplished at top speed.

New brand identity visualises success hospital

Secret until the day of the launch

Tergooiziekenhuizen, the result of a merger between Hilversum and Gooi-Noord hospitals, is a modern hospital with 28 specializations, training facilities for 9 medical specializations and 897 authorised beds. Tergooiziekenhuizen serves a population of approximately 247,000.

After the merger we were asked to implement the new name and corporate identity, within 18 weeks and in total secrecy. We identified the different units and processes within the organisation, took management responsibility for all budgets, schedules, and coaching of third parties, and formed a Project Board that reported at least every two weeks to the Board of Directors.

The effective decision-making process ensured there were never any delays and the people involved had up-to-date knowledge at all times. As a result we met the deadlines and spending was kept well within budget.

Claudia Zuiderwijk, Chairman of the Board of Directors of Tergooiziekenhuizen: "Without the professional and thorough approach of the team of NykampNyboer we could never have accomplished this enormous project. For almost every problem they found a solution and their knowledge and commitment was exceptional. "

Collaborating while preserving their own identity

The UMC Utrecht consists of the Academic Hospital Utrecht, the Wilhelmina Children's Hospital and the Medical Faculty of Utrecht. Three organisations; united while preserving their own identity.

We were asked to ensure optimization of processes and procedures for printing, automation and wayfinding, taking into account the individual identities of the institutions working together.

All locations the same ‘look’

In 2007 Care Schadeservice, taking over Carflex and JB Carrosserie, became the largest damage repair company in the Benelux. Care wanted to emphasize that leading position with a new corporate identity.

We were assigned to implement Care’s new corporate identity at 70 Care locations.

We set up a phased implementation plan: first the new and then the existing Care locations. Despite the diversity in the buildings we realised a uniform ‘look’ consistent with the corporate identity. With the help of our work as project managers, the rebranding project was smooth and efficient. The corporate identity was launched in February 2008.

Managing Director of Care Schadeservice: “With the take-over we had the perfect opportunity to modernise our logo and revitalise our corporate identity. The result is formal, modern yet friendly”.

Managing a total post-merger brand identity change

Corus was formed as a result of the merger of British Steel and the Dutch Koninklijke Hoogovens, forming one of the largest steel-manufacturing organisations in Europe.

The new company needed immediate planning and management support for the launch of its new brand identity. Assistance was also required for the application on all their visual assets in over thirty countries within a twelve-month period. Preliminary estimates indicated over 16,000 different identity application items (ranging from a ballpoint pen to a locomotive) needed to be converted in the most cost-effective manner with the least affect on operations.

We worked alongside the design agency to save costs and meet deadlines and with Corus's purchasing team to use the potential of their group buying power to contract suppliers. Significant savings were achieved and Corus was able to remove all manifestations of the old identities and convert first-priority visual assets to the new brand identity within the timeframe.

Enhancing internal involvement

We developed the ‘Quality Corners’. Thirteen interactive pillars where employees who do not sit behind a PC every day can interactively communicate with Vredestein; for instance by proposing new ideas. The system automatically shares production statistics, notices and in-ternal memos. As major contractor we supervised all aspects of the entire process. From the analysis of the information-needs, a survey of all available content, to the connection with databases, building and training for use.

From day one it proved valuable. More efficiency, cost reduction on ink, paper et cetera. And: the system increases the feeling of unity among the employees.

We have for many years worked together with agencies specialised in strategy, design and marketing communication. And with success, because we seem to complement each other particularly well. Involving the implementation of a visual identity change in the process during the strategy or design phase can introduce important practical options. This results in maximum results for the client.

Here are a few testimonials of agencies, with a distinct opinion about us:

Globrands: Co-operating with NykampNyboer was a breath of fresh air. Mike Dijkstra Taurel, partner Globrands 'Result driven and friendly people, each project was well thought out, planned and professionally executed. They really brought their expertise to the table.'

Boer & Croon: NykampNyboer is really professional. Ron van der Jagt, Partner, Boer & Croon Corporate Communication 'Like no other, NykampNyboer is for us the agency specialised in visual identity management.'

Koeweiden Postma: Visual identity projects? Happily together with NykampNyboer. Hugo van den Bos, Director Strategy, Koeweiden Postma 'NykampNyboer is one of the best and as far as I'm concerned the only choice for complex organizations.

V-BAT: NykampNyboer provides both client and us with constant intelligence. John-Robin Smith , Client Director V-BAT 'Creativity is more and more recognized as a powerful business driver. NykampNyboer provides both client and us with constant intelligence, enabling the creation and implementation of leading brands.'

Kool Baas & De Quelerij: NykampNyboer know what they’re good at, and they’re really good at it too. But they also know their limits. Alfred Kool, Director, Kool Baas & De Quelerij 'They couple international expertise with a sober, results-driven way of working. I feel at home there.'

InterMaat: I’ve come to know NykampNyboer as an excellent partner. Steve Sichtman, Managing Partner, InterMaat 'I’ve come to know NykampNyboer as an excellent partner in change management, the field of work of InterMaat interim & change management part of Boer & Croon. We have run strategic projects together, such as launching the Menzis brand and creating the international PONCAT brand. Because of the working style, methodology, atmosphere and quality of the professionals at NykampNyboer, Managing Visual Performance has become Managing Organizational Performance.'

Studio Dumbar: NykampNyboer has evolved into a business that thinks and acts based on context. Tom Dorrestijn, Strategy Director, Studio Dumbar 'The core business at NykampNyboer has become more focused whilst the mentality has broadened. That is added value.'

Kejadonia: NykampNyboer is the standard for implementation and maintenance of corporate identities. Rob Troost, Managing Director, Kejadonia 'Professional, thinking with you about solutions, strategic sparring partner, complementing the creative world.'

Tel Design: NykampNyboer works with passion for its clients. Jaco Emmen, director TelDesign 'We share a good name, an image of quality and a striving to make a success of every job together. That creates a bond.'

Advertising campaign applied to the entire fleet

DHL is a world leader in international express deliveries. The company is the market leader in sea freight services and contract logistics. DHL's international network unites more than 220 countries worldwide. As part of the communication mix supporting a nationwide campaign, DHL wanted to use all 1,200 vehicles as a mobile advertising platform; without disrupting the daily logistic processes.

DHL's fleet can be separated into three types of vehicles: cars, lorries and trailers. For each type we developed a different logistic strategy and visual approach. For the lorries and trailers we chose to apply the advertisements using panels. The additional advantage of this process was that we could pre-produce all materials and simply attach the panels to the cars - with a minimum loss of time. Within three months we had changed the look of DHL's entire fleet.

Thanks to use of panels we can now easily develop new campaigns.

Keeping the fleet as good as new at a lower cost

DHL has grown into a global organisation with more than 250 aircraft, 15,000 vehicles and over 65,000 employees in 228 countries.

Following the successful implementation of the new corporate identity on their vehicle fleet, it was our job to ensure that the image of DHL was maintained during the life cycle of its vehicles.

The development and implementation of a damage management system was completed within a five-month period and it has achieved considerable savings in costs through improved workflow, supplier management and reporting. The VIM Group also established (and operates) a full-service desk manned by experts who assess damage as well as manage the repair process. Protecting the corporate identity plays a key part and ensures that the vehicle fleet remains a respectable carrier of the DHL brand.

Wayfinding project runs like a train

Every day NS transports about one million passengers on five thousand trips and passing some 320 stations. Wayfinding on the stations is essential and contributes to the objectives of NS: transporting passengers safely, making sure passengers travel on time and in comfort, and offering them attractive train stations.

We were asked to develop and implement a new wayfinding system at the stations.

A precondition was that the new system was tested thoroughly and could be implemented quickly at all stations.Our agreed target was to have completely developed and tested a new system within a year and have it implemented within two years.To achieve this ambitious goal, we asked for a commitment at board level and each week we met with the three design agencies taking part in the project. Thus we ensured involvement and steady progress.

Changing the brand. In one day.

Application of new pay-off 'sure we can' on vehicles

Introduction in greatest secrecy

Albert is the internet and home delivery supermarket of Albert Heijn. In 2001, Albert Heijn Home Service was renamed Albert. A new website, a new corporate identity, coverage outside the big city areas and a significant expansion of products.We were asked to identify the investment needed and to help Albert with an instantaneous implementation - in the greatest secrecy, to deter copycats.

We provided the project management to apply the new corporate identity to the fleet, to carrier bags and clothing. In the end we produced and delivered everything in one single weekend: livery on 60 vehicles, 200,000 bags, 1,540 polo shirts, 500 sweaters and 516 jackets! Albert was introduced with a big bang.

Savings exceed expectations

Coca-Cola GmbH is the German subsidiary of The Coca-Cola Company, which owns the rights to nearly 400 brands in the non-alcoholic market sector. Coca-Cola annually updates the packaging and point of sale material of all its brands.

We were asked to develop a prototype of a workflow system for the development of action and theme packaging, designing a standardised process that reduces the chance of errors, has built-in quality checks and shortens the time to market.

We wrote a workflow in which ICT plays an important supportive role and developed a working prototype to demonstrate the method, the effects and savings. Coca-Cola was enthusiastic about the prototype and adapted it, with regard to confidentiality. Due to process and quality improvements savings continue to exceed expectations.

Delivery without Distress

Deli XL is the result of the merger of De Gastronoom, GVA (Grootverbruik Ahold) and Van der Spek. Deli XL delivers ‘everything that tastes good’ and supplies thousands of supermarkets and catering establishments in the Netherlands.

Two tasks: the first was to make a survey of the financial and organisational implications of the implementation of the corporate identity on about 400 trucks and then implement it with minimal use of alternative transportation. The second was to restyle all buildings, printing and to develop means that make working with the corporate identity easier.

We mapped the entire fleet - measurements, specifications and damages. The result was a detailed record of costs that helped DeliXL to take the most important decisions. We co-ordinated the 21 co-operating suppliers and accomplished a flawless re-branding program. Addressing the buildings, printing and fleet, we united all new guidelines and specifications in a digital corporate identity system.

Completely equip 350 shops

DHL is a world leader in international express deliveries. The company is the market leader in sea freight services and contract logistics. When the Dutch postal market was (partially) liberalised, DHL conceived the idea of 350 Servicepoints to process consumer express deliveries. The Servicepoints would have to be implemented as shops-in-shop in small stores and franchise companies.

We were asked to carry out the quick execution of the 350 DHL Servicepoints in the Netherlands at the lowest possible costs and to make sure each Servicepoint would stand out in its surroundings.

We homogenised all visual elements (lighted signage etc.). Thus we contributed to a consistent application of DHL's corporate style and enhanced DHL's brand value in every shop. Our knowledge and experience helped us to specify exactly what the requirements were for each visual element. By doing this, we could implement a sustainable interior design concept within a short period of time and at the lowest possible costs.

Premium Beer is sparkling with reduced costs

Royal Grolsch NV is a publicly traded brewer. As part of its strategy Grolsch distributes beer through 'Grolsch catering outlets': bars, restaurants and sports clubs that can be recognised by Grolsch advertising elements.

We were asked to optimise management and maintenance processes so that of each catering outlet it is known which advertising elements are made and what the state of maintenance is.

We implemented an online system to manage all aspects of outdoor elements. From light signage to parasols, placement and promotions to dealing with failure and outage, preventive maintenance and permits.

This system also provides supplier management, registration of placed elements, billing and quality-control. We review contracts and Grolsch, only needs to approving applications; saving time, money, energy and annoyance.

Guarding the appearance of a quality brand

Thorough project management for global restyling

We were asked to manage the worldwide implementation of a new visual identity. We were to:

• ensure active involvement of senior management,

• analyse global cost savings,

• identify internal and external support for the project,

• design clear procedures, and implementation scenarios.

Together with the design and marketing agencies and Heineken's communication department we worked on the design process taking into account the technical feasibility and quality optimization of the various applications. We developed guidelines, tool kits and suggested rationalisation, standardisation and centralised purchasing to save costs.

A simple and versatile document system

Strengthens marketing local dealers

Millions of visitors knowing their way around

The Jaarbeurs in Utrecht is an important location for business, communication and entertainment. The Jaarbeurs organises and facilitates almost 100 fairs each year.

We were tasked to design a way finding system that enables thousands of daily visitors to find their destination on the fairgrounds without having to look for it.

We analysed the flow of visitors, identified necessary signage elements and indicated dynamic and fixed text lines per component. We designed technical possibilities and made a selection of suppliers. Following the tender procedure, we supervised the production and installation of hardware and software. With more than 60 way finding elements we realised one of the largest electronic way finding systems in the Netherlands.

Managing and monitoring a corporate identity

Louwman & Parqui B.V. is the national marketing and sales organisation of Toyota and Lexus in the Netherlands. Toyota wants to be the most attractive car brand in the world; with matching consumer experience.

We were asked to make sure that after the successful introduction of the new style at the official Toyota dealers the level of brand experience was maintained and, if possible, enhanced.

Central to our activities was an online system that defines all work processes and tasks. Management of the outdoor signage included the placement, returns et cetera. The system records which elements are placed at each point of sale and the elements' status and condition. We assessed each assignment and reviewed them in accordance with Toyota's rules on allocation, style and appearance. Then we co-ordinated the complete implementation. The staff at Louwman & Parqui only had to approve the placement applications.

Corien Plaisier, Chief Dealer Support Unit Louwman & Parqui BV: "NykampNyboer is a full-service visual identity management office. They can do anything, and this varies from applying for local permits, conducting the tender procedures for light signage suppliers and the roll-out of installation of the signage, to providing management and maintenance. In addition, they managed to achieve a significant cost reduction. I have got to know NykampNyboer as a straightforward, pragmatic company employing nice people who are reliable and suited to do the job."