July 26th, 2016    

“The Brand Surgery revamped and relaunched our ‘night rider unlimited evening travel for £2′ brand across the Coastliner route in East and West Sussex. Vicky designed the visual branding which included advertising, leaflets and bus livery. She then carefully planned two launch events within record time in both Worthing and Brighton, carefully selecting the guest list, venue and itinerary for maximum positive impact. We’re delighted with the quality and organisation of both launches, the visual branding, the pre and post launch marketing.

Our directors are extremely busy so it is essential that we have a company like The Brand Surgery which we can 100% trust to get on with the job with minimum input from us, keeping to budget and deadlines. I am happy to recommend The Brand Surgery for their brand development and launch event services.”

Mike Watson, Regional Director, Stagecoach South


Stagecoach night rider £2 unlimited evening travel on Coastliner launch event


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June 23rd, 2016    

We are pleased to present this new logo and website for Macwear Clothing and Embroidery.

Macwear has been in the business of workwear, school uniforms and embroidery for over 20 years and provides the highest quality in-house embroidery on many items of clothing. It offers a vast range of products and top brands including Fruit of the Loom, Dickies, Kustom Kit, Regatta, Portwest, Russells and many more. Some of the most popular items are Polo Shirts, Sweatshirts, Fleeces, Hi-viz, Jackets, Chef wear, Care and Nursing uniforms, Hospitality clothing, Sport wear. All these can be embroidered with your company name or logo as an effective way of promoting your own business or if you only require plain garments we can offer next working day delivery.

If you would like us to create an online shop for your business, email vicky@thebrandsurgery.co.uk.

Macwear e-commerce embroidery for workwear shop

Macwear e-commerce embroidery for workwear shop


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June 23rd, 2016    
stagecoach night rider

Stagecoach Night Rider launch Photo left - The Mayor of Worthing, Cllr Sean McDonald meets The Operations Director, Gordon Frost. Right - Campaign design to launch Night Rider which was used on bus livery and promotional merchandise.

You may know that we have designed bus livery for Stagecoach South and Stagecoach North East in the past.

Stagecoach South asked The Brand Surgery® to relaunch its Night Rider ticket and asked us to organise the launch and design some new bus livery for the Pulse buses to promote the new service.

We have excellent experience of event management and marketing and bus route branding so we had no hesitation in helping. We invited interested stakeholders and partners including Worthing Borough Councillors and Officers. We wrote the press releases, arranged promotional merchandise, designed the logo for the bus branding, designed the bus livery, leaflets and advertising.

The event was an amazing success.

If you would like The Brand Surgery to organise a service or product launch for you, then call Vicky Vaughan on 01903 824229 or email vicky@thebrandsurgery.co.uk.

Merchandise for Stagecoach Night Rider ticket

Merchandise for Stagecoach Night Rider ticket


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June 21st, 2016    
Logo design for Lelliotts Blinds and Awnings

Logo design for Lelliotts Blinds and Awnings

One of our latest logo designs is for Lelliotts Blinds and Awnings. Our client wanted to celebrate Lelliotts 135th birthday in style, so who were we to refuse? We hope you like the new stylish logo.

As with all logo projects, we complete a number of hours of market and competitor research before we go to the drawing board. This ensures that our clients’ logos are future-proofed. Many of our clients including Worthing Town Centre Initiative, Casa Ciro and West Sussex Credit Union are still using logos we designed ten years ago! The number of hours research we complete depends on the logo design/corporate identity package you opt for.

Testimonial from Lelliotts Blinds: Vicky Vaughan very quickly understood our requirements to update and design our new company logo which had been the same for decades! We discussed many aspects to ensure we achieved the image suitable for our business. Vicky was very creative and imaginative and we are very happy with the end result as she clearly listened to and understood our requirements. All this was achieved very efficiently, within budget and on time which all helped the process very smoothly. I wouldn’t hesitate to recommend The Brand Surgery® for all your marketing requirements.”

The Brand Surgery wishes Lelliotts an amazing year ahead …

Please contact us on 01903 824229 or email vicky@thebrandsurgery.co.uk to discuss your logo design and corporate identity requirements.


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May 10th, 2016    

I was recently asked to speak at the Adur and Worthing Food Expo about restaurant marketing and branding. The event focused on food intolerances and it was an amazing day organised by Andy Sparsis of Proto Restaurant Group, Sharon Clarke of Worthing Town Centre Initiative and Adur and Worthing CouncilsYou can see my talk at #awfoodexpo on YouTube.

Being a ‘food intolerant’ (wheat, dairy and egg white) foodie, I want to share with you how food intolerant customers can help your restaurant to become more innovative and grow to be a strong, healthy brand.

So what is the definition of marketing?

The Chartered Institute of Marketing suggests that marketing is about satisfying customers at a profit. However, it has been proven that satisfied customers are not necessarily loyal. You have to EXCEED customers’ expectations for them to become loyal. Think about it, if you visit a restaurant and it is just OK, would you rush to go back?

There is good news for restaurants in the South East because the Office for National Statistics reveals that disposable income increased by £1500 per household in 2014/15 compared to the previous year and the South East has the second highest level of disposal income in the the UK.

However, to earn all this disposal income people have to work harder and as a result, they have less time to relax. When they do have one spare night to go out as a couple or a family, that evening is cherished. They want to feel special. They want to have the best experience and don’t want to feel like they have wasted their precious time.

Restaurant marketing is about much more than menu and advert design

Menu and advert design is classified as ‘promotions’ which is just one of the seven marketing P’s and you should only promote your restaurant once you have something to shout about. Therefore, your restaurant needs to keep adding customer value which means you need to understand what customers want. This article will help restaurants to keep customers EXTREMELY satisfied.

There is a marketing tool called PEST to help businesses to do this, however, PEST and restaurants don’t really belong together, therefore for this exercise I shall use the evolved marketing tool called STEEPLE.

How does STEEPLE work? Each letter of STEEPLE represents an element of the macro-environment which highlights potential threats and opportunities for your business. This blog explains the ‘S’ element of STEEPLE. You can watch my talk to find out about the other STEEPLE elements. I will also cover the other STEEPLE elements in future blogs.

S stands for SOCIAL. This looks at changes in trends and what happens here eventually results in new legislation.

Think demographics. Think diversity, food intolerances and celebrity chefs! Much of what we eat is down to the celebrity chef of the moment and many of them are raising issues such as sugar-overload and wastefulness.

Am I an alien?

Food intolerances and allergies are high on the agenda. This is a subject close to my heart because I have am intolerant to diary, gluten and egg white. When I was first tested, 197 out of 200 foods were fine. Wheat, casein (dairy) and egg white were no-go areas. Unfortunately these three foods appear in most every processed food and restaurant menu.

Do you know how much I crave for a huge french stick with lashings of Brie? Occasionally I relent but I regret it for days afterwards. I’ve not seen a restaurant dessert menu that is dairy, gluten and egg white free. This is frustrating because I only have to pop to Waitrose and see the almond milk and oat cream which I successfully use at home.

When I attend a function with a set menu and I advise them of my food intolerances, I am generally given the same dish as everyone else, without the sauce, which is dry and not something I look forward to. Then for dessert it is fruit salad, while everyone else is enjoying cheesecake or similar. Waitrose sell dairy-free ice-cream. It’s delicious.

Food is only 50% of the problem. Imagine you are meeting a top client at a restaurant and you ask the waiter or waitress which dishes are safe. On occasions, the restaurant staff have looked at me like I’m an alien and common comments include, ‘there’s always one!’ or ‘high maintenance’ – perhaps in jest, but still hurtful. Not a great environment for positive energy or impressing valuable clients. Needless to say I choose restaurants where I feel safe and that the attitude to intolerances is embraced. What I’m saying here is that attitude is as important, if not more important than your food. This is your chance to be a restaurant leader and see people like me as an opportunity to practice innovation.

Diversity breeds creativity

Food intolerances give restaurants an opportunity to be creative. Did you know that diversity breeds creativity? The allergen laws are becoming stricter – why wait until the laws push you into change?

I applaud restaurants like Proto Restaurant Group who have introduced separate gluten-free menus and are sensitive to customer needs.

Basically I have little time to eat out, so when I do, I want as much choice as other customers and to be treated as a valued customer – not a pain in the neck.

After being diagnosed with intolerances I ate at home for the first couple of years because I was fed up with the lack of safe food on offer. I created some fabulous dishes and launched #smileyfoodface and you can follow me on Instagram.

I wonder how many other people with food intolerances are also eating at home because they can eat more interesting dishes than they can when they are out?  The whole attitude needs to change.

I’d be interested to hear of other restaurants that are safe for people with food intolerances. Please call Vicky Vaughan on 07909 693172 or email vicky@thebrandsurgery.co.uk and I will help to promote you.


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March 20th, 2016    
How to generate the best ideas
With organisations striving to achieve more with fewer resources, how can you keep generating the best ideas?

Brainstorming is a fantastic approach to creating new ideas and marketing strategies to overcome problems and challenges, however, it is essential that your brainstorming team is made up of the right people to avoid ‘group think’, otherwise team members will agree with each other; constraining ideas rather than generating them. This article helps you to set up the most effective brainstorming team.

Before I begin, there has been much debate over the term ‘brainstorming’; Epilepsy Action conducted a survey and 93% of people with epilepsy didn’t find the term offensive and accepted it as mainly positive. This article is written with the positive context in mind.

Did you know that face-to-face groups can actually generate fewer ideas than individuals?

Therefore, it is recommended that you encourageindividual team members work on their own ideas first and then join the brainstorming group to combine and develop each member’s ideas (Osborn, 1953). Developing ideas in teams in general, promotes more dynamic ideas (Stoner, 1961), therefore, a dual approach is recommended.

A diverse brainstorming group develops the very best ideas …

Rushing straight into a brainstorming session with no preparation can result in group members failing to reach their potential because of apprehension and fear of embarrassment which is a barrier to effective brainstorming (Milliken, Diehl & Stroebe, 1987, Gibson & Vermeulen, 2003). Not only will the brainstorming sessions be lacking in trust, lack of investment in understanding team members may damage employee relationships and harm organisational culture in and out of sessions.

Did you know that creativity can be stimulated by increasing the demographic diversity of the brainstorming group?

Although it may seem natural to create brainstorming teams from employees who have previously bonded, research has shown that pre-formed groups may offer fewer ideas because they are more likely to agree and conform with their peers (Phillips, 2003). They may also be reluctant to share ideas in case they are negatively judged by their group members (Camacho & Paulus, 1995).

Brainstorming teams are more effective when they include a few members from four or more demographic groups; they are more likely to pay attention, learn and stimulate each other and resulting in a wider range of ideas: “People tend to be more accepting of different ideas and information when it comes from people who are different rather than similar to oneself” (Phillips et al., 2004). Brainstorming teams which consist of two demographics can adopt a ‘them and us’  group culture.

Members from different organisational departments will also add to the diversity of the group, for example, if you ask your team to discuss an idea, an accountant would add a financial perspective, a designer would have a creative perspective and so on. They would all have different priorities and approaches which helps to ensure that ideas are scrutinised from all angles.

Ensure your team feels psychologically safe

“Creativity at the group level requires that group members feel psychologically safe to express one’s ideas” (Diehl & Stroebe, 1987; Edmondson, 1999).

Your employees are as important as your clients and you should take time to discover how their strengths will contribute to the group dynamics.

If you are facilitating a brainstorming session, it is essential that you know the best way to contribute to your team and how to get the best out of your brainstorming team. Executive coaching is an effective tool to develop these skills.

How do you know if your ideas are the best?

Success of your brainstorming team can be measured by the willingness of team members to express ideas, the ’sense of belongingness’ and the amount of interacting with the members of the team. Creativity at group level is typically measured by the sheer number of ideas a group is able to generate in a fixed amount of time (Brophy, 1998).

You can only measure the strength of ideas once they are implemented and innovation can only happen once you implement ideas. Flexible organisations are not afraid to takes risks and test new ideas; they venture into exciting new pastures and disrupt the market.

Measure ideas generated by your team against your company mission, vision and values – do they align closely? If not, there is a chance that you are not promoting the organisation values clearly in which case you should develop an internal marketing communications plan.

If you would like to develop your leadership skills and learn how to get the best from your team, call me, Vicky Vaughan, Chartered Marketer and Executive Coach, on 07909 693172 or email vicky@thebrandsurgery.co.uk.

references

  • Brewer MB (1991), The social self: On being the same and different at the same time. Personality and Social Psychology Bulletin, 17(5), 475-482.
  • Brophy DR (1998), Understanding, measuring, and enhancing collective creative problem-solving efforts. Creativity Research Journal, 11, 199-229.
  • Camacho LM & Paulus PB (1995), The role of social anxiousness in group brainstorming. Journal of Personality and Social Psychology, 68, 1071-1080.
  • Diehl M, Strobe,W (1987), Productivity loss in brainstorming groups: Toward the solution of a riddle, Journal of Personality and Social Psychology, 53, 1, 497-509.
  • Edmondson A (1999), Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44, 350-383.
  • Gibson C & Vermeulen F (2003), A healthy divide: Subgroups as a stimulus for team learning behavior. Administrative Science Quarterly, 48, 202-239.
  • McGrath J E (1984), Groups: Interaction and performance. Englewood Cliffs, NJ: Prentice Hall.
  • McGrath JE (1997), Small group research, that once and future field: An interpretation of the past with an eye toward the future, Group Dynamics, 1 (1), 7-27
  • McGrath JE (1984), Groups: Interaction and Performance, New York: Prentice Hall
  • Milliken FJ, Martins LL (1996), Searching for common threads: Understanding the multiple effects of diversity in organisational groups. Academy of Management Review, 21(2), 402-433.
  • Osborn, AF (1953). Applied Imagination. New York: Charles Scribner’s Sons.
  • Paulus B, Yang HC (2000), Idea generation in groups: A basis for creativity in organizations. Organizational Behavior and Human Decision Processes, 82, 1, 76-87.
  • Perry-Smith, JE, Shalley CE (2003), The social side of creativity: A static and dynamic social network perspective. Academy of Management Review, 29, 89-106.
  • Phillips,KW (2003), The effects of categorically based expectations on minority influence: The importance of congruence. Personality and Social Psychology Bulletin, 29, 1, 3-13.
  • Phillips KY, Mannix EA, Neale MA, Gruenfeld DH (2004), Diverse groups and information sharing: The effects of congruent ties. Journal of Experimental Social Psychology, 40, 497-510.
  • Phillips, KW, Northcraft G, Neale M (2006), Surface-level diversity and information sharing in groups: When does deep-level similarity help? Group Processes and Intergroup Relations, 9, 4, 467-482.
  • Shelley CE, Gilson LL (2004), What leaders need to know: A review of social and contextual factors that can foster or hinder creativity. Leadership Quarterly, 15: 33-53.
  • Stoner JAF (1961), A comparison of individual and group decisions involving risk.,Unpublished Master’s Thesis, Massachusetts Institute of Technology
  • Strobe W, Diehl, M, Abakoumkin G (1992), The illusion of group effectivity. Personality and Social Psychology Bulletin, 18, 643-650
  • Williams K, O’Reilly C (1998), Demography and diversity in organizations: A review of 40 years of research. In B. M. Staw & L. L.


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March 8th, 2016    
Rebranding with confidence

NPFSynergy conducted a survey where 69% of people perceived rebranding to be a waste of money. If your charity is changing direction and is reaching out to a new donor segment, you may need to rebrand, so how can you do this without being perceived to waste donor money?

If your charity has recently merged, or is looking to add a new service, or your existing brand is causing confusion, then you may have no choice than to rebrand. Coupled with the fact that “The culture of the voluntary sector has become predatory rather than collaborative … this culture had helped to increase the gap in the sector between the largest organisations and the grass-roots ones.” (www.thirdsector.co.uk, 2012). This means that when your charity is applying for funding, your branding must clearly communicate how it will make the most impact”. Rebranding must reflect your USP and it must be done carefully to reduce the risk of donors thinking you are wasting their hard-earned money on a rebrand.

However, rebranding should be done with care.

We all know that a rebrand is much more involved than a new logo design. A rebrand involves all elements of your organisation – from creating new vision, mission and values to align with your objectives and marketing strategy, engaging stakeholders including staff,  volunteers, donors and service users to promote  buy-in and promote your new brand. Margaret Wheatley in her book, Finding our Way: Leadership for an uncertain time, says: “People Support what they Create” so all stakeholders must be involved from the start. This will reduce rebranding costs for charities long-term because your stakeholders will be cascading your vision and you reduce the risk of wasted marketing budgets.

Charities are scrutinised much more heavily than private companies, therefore, this lack of trust may result in lack of employee engagement (Lee F, 2009). Involving staff from the start of a rebranding project will help to promote trust which will result in enhanced service user experience.

Branding to attracting donations

Money is tight. Therefore, before people donate, they want to know exactly where their money is going.

Many charities have become increasingly dependent upon their success in the donor market. The donor market is split between the consumer, public sector and corporate sectors. Competition for the donors’ market seems to have heightened in recent years so your charity brand needs to work hard to attract your chosen market. Charities who have the cute factor, benefit from the ‘Aaaah’ factor. If you charity has a less cute factor then it is essential to promote the ‘real issues’ behind your charity.

The donor market is changing. Unfortunately, charity organisational cultures in general are not responsive to change and also score less on innovation to meet beneficiary needs (Chapman, 2010).

Connecting charities and Corporates

Businesses are under pressure to be transparent too and being social responsible is big business. There has never been a better time to connect. A survey (LaFrancois H A, 1991) conducted with corporates revealed that in general, they indicated positive attitude towards cause related marketing. Examples of cause-related marketing are Innocent and Age UK’s bobble hats and Waitrose Community Matters scheme. There are 2.45 million enterprises registered for VAT in 2015 and there are only 165,290 charities.

How to tug the heartstrings of donors ethically

There are now 165,290 UK charities (as at 31st December 2015) with a combined income of £70 billion. Where does your charity sit in the market?

Research indicates that there is a  “compassion fatigue” which means there is a general feeling that there are too many charitable demands due to decline in disposable incomes.

As with commercial marketing, you need to think: “What’s in it for me if I donate to this charity?” Shapiro (1973) advises that the value to donors in exchange for their funds and volunteering time are psychological and include “relief of guilt”, “the need of self-esteem” or “concern for humanity”. Therefore your marketing communications need to convey how you will meet these needs.

References

Wheatley M ( 2007), Finding Our Way: Leadership for an Uncertain Time, Berrett-Koehler Publishers

Shapiro, B. (1973), Marketing for nonprofit organisations, Harvard Business Review, Vol. 50, September-October, European Journal of Marketing

Shapiro, B.P. (1988), “What the hell is market-oriented?”, Harvard Business Review, Vol. 66, November-December, European Journal of Marketing .


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February 18th, 2016    

There is an amazing tool in LinkedIn you may not be aware of. It’s called the Social Selling Index (SSI). It measures some powerful key performance indicators and is updated daily. The scoring is based on:

  • Effectiveness of our professional brand
  • Finding the right people
  • Engaging with insights
  • Building relationships

We are so proud that our SSI places us:

  • In the top 1% Industry ranking amongst Sales professionals in the Marketing and Advertising industry.
  • In the top 4% ranking amongst people in our network.

In the B2B world cold selling is out – making meaningful connections and therefore warm selling is in, and one of the ways to do this is by using the power of LinkedIn. Here are some remarkable statistics from LinkedIn:

How to improve my LinkedIn profile

The importance of building relationships:

+73% of B2B buyers prefer sales professionals who have been referred by someone they know.
+87% of B2B buyers said they would have a favourable impression of a salesperson who was introduced to them through someone in their professional network.

The importance of establishing your professional brand:

+81% of buyers are more likely to engage with a strong professional brand.
+92% of B2B buyers engage with sales professionals if they are known industry thought leaders.

The importance of finding the right people:

+45% Sale reps that exceed quota saved 45% more leads than those that didn’t.
+69% Sales reps who viewed the profiles of at least 10 people at each of their accounts were 69%  more likely to exceed quota.

The importance of engaging with insights

+64% Nearly 64% of B2B buyers report that they appreciate hearing from a salesperson who provides knowledge or insight about their business.
+70% You are 70% more likely to get an appointment or an unexpected sale if you are a member in LinkedIn Groups.

If you are looking to build or improve on your SSI – get in touch, we can create impactful branding solutions for your business from the INSIDE as well as helping you to forge super strong leadership within your teams with our executive coaching expertise.

Wouldn't you like to improve your Social Selling rankings?


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February 3rd, 2016    

How to create a charity impact report

It is important for your charity to create a visually stunning impact report to clearly show funders and donors how their money is being invested. Impact reports can also be used as a promotional document for new funders. Charity impact reports should follow your corporate branding guidelines. There is a tried-and-tested method to writing a charity impact report. Here are some tips:

1. What is the problem is your charity solving?

In the case of our clients, Coastal West Sussex Mind is overcoming and managing Mental Illness. However it is also raising awareness to overcome the stigma attached to mental illness. Many people are too scared to admit they have a mental health problem so will try to act normal for longer which can cause more stress. Carers Support looks after carers of people who are ill and alleviates associated stress that many unpaid carers face.

2. How does your charity approach the solutions to these problems?

The next step is to identify the services you provide and the approach you take to overcome the problems that your charity addresses. For example, Coastal West Sussex Mind provides training and support services for service users, workplaces and other stakeholders. Experienced mental health professionals train workplaces to train people on signs to look out for. In the case of Carers Support, it provides funding, medical equipment, support and respite for unpaid carers. It is useful to demonstrate how the services fit together.

3. What does that achieve?

This is a basic marketing question; you must establish the challenges that your service users face and demonstrate how your charity overcomes for challenges. In the case of mental health service users, they may face challenges including stress attached to social stigma, loneliness, difficulty getting or keeping a job, difficulty finding decent housing to live in. Therefore mental health charity services will help and train service users find new housing, new jobs and how to tackle mental social stigmas. For unpaid carers, Carers Support will help alleviate stress. People who become carers are often close to the person who is ill and the previous relationship will change. Overcoming this change is just one of the many psychological challenges unpaid carers face. With cuts in Government spending, carers are finding it harder to access funding so Carers Support also offer financial support, which alleviates some stress.

It is important for your charity to go deeper than saying it helps mental health or carers. It must understand the ‘person’ and the challenges that the condition or situation brings.

4. How do people know that your charity is making a difference?

Now is the time to show stakeholders how your charity measures its performance. In our last blog we explained how some charities are perceived to be frittering money on admin. Throughout the impact report, you have reported how you meet the challenges of service users.  Now you need to promote the evidence of the impact your charity has made. For example, how many service users have benefitted, feedback from service users, web stats to prove you are raising awareness of the public and are accessible to services users. Remember that some soft issues are harder to measure, however, it is still important to report them. This part of the impact report can benefit from using stunning infographics.

5. How is your charity developing and learning?

It is healthy and good practice to promote that you have areas where your charity wants to improve. Here you will display your charity objectives for the next year or so. You can also promote the challenges you have overcome yourself as a charity. In the case of Coastal West Sussex Mind, they merged in 2014 so the impact report promoted the strength of the merged organisation. If your charity has adopted a coaching culture and your leaders are developing through executive coaching, this is a positive statement to promote.

The Brand Surgery® is a brand development consultancy in West Sussex and we help many organisations to grow their brand through leadership development, strategic marketing and creative communications. Take a look at the impact reports we have created for Coastal West Sussex Mind and Carers Support. If you would like a new-look impact report witten and created for your charity, please call Vicky on 01903 824229.

Testimonial from Anne Hardy, Carers Support: The Brand Surgery provided excellent, bite-sized advice on how to present our impact report from scratch. They helped us with the contents and logical order. They then designed a stunning report, promoting our statistics in an effective manner, which has been well received by stakeholders. Throughout this project, The Brand Surgery® was proactive in offering advice to make this impact report a success. We would have no hesitation of recommending their services to other charities”


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January 20th, 2016    
Costa's Liquid Gold Olive Oil

Costa's Liquid Gold Olive Oil

We are pleased to announce that this delicious organic olive oil is now available via Proto Restaurant Group website.

The packaging design brief was to be as rustic as possible! We used a combination of Adobe Photoshop effects and hand-drawn illustration to achieve the rustic feel. We use Adobe illustrator to create the olive border. The finished design was printed on brown paper and the bottles are lovingly hand-wrapped. The leaflet we designed is tied on with string.

The leaflet uses the same illustrations as the packaging to create consistency.

We are rather pleased with the end result. The oil is perfect for dipping bread in and also for cooking. Purchase it now via the via Proto Restaurant Group website.

The Brand Surgery is the No. 1 branding and marketing consultancy in Worthing. We create great brands from the inside out. This packaging design project is a good example of our creative work. You will see other designs we have worked on for this client by visiting our corporate identity page.

Enjoy!

Costa Liquid Gold Olive Oil

Costa Liquid Gold Olive OilCosta Liquid Gold Olive OilCosta Liquid Gold Olive Oil


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