The new economy changes the way a consumer behaves.

The things that used to excite and amaze become ineffective.

Therefore, a brand loses its customers and comes to a halt.

Tactical advertising solutions do not suffice.

We understand which fundamental changes a company needs.

A new attitude towards a customer, a new product, a new business model, positioning, name, design, and communication.

We have a vast experience in rebranding major corporations and niche companies

  • Strategy
  • Design
  • Communication

Oschadbank is the State Savings Bank of Ukraine, employing 35 thousand people. Each Ukrainian citizen is its stockholder, as a matter of fact. In a volatile economic environment, Oschadbank is the only financial institution that provides 100-percent state-insured savings. The bank started to change by implementing cutting-edge technologies and opening innovative branches. However, its image was strongly affected by Soviet past. Moreover, top managers were reproached for allegedly inexpedient expenses in hard times of the raging war on Ukrainian East. So, the bank needed to justify a critical necessity of those internal changes and get the whole country involved.

Before After
  • Strategy
  • Design
  • Communication

Nova Poshta is Ukraine’s top express delivery company. Established in 2001, Nova Poshta has opened over 2000 modern branches providing all-featured service coverage for the most remote towns and villages across Ukraine. The company became a trendsetter for the entire market and a symbol for constant movement and speed. Yet, Nova Poshta lacked a clear communication strategy, and its former identity represented the principles that were polar to the brand’s essence.

Before After
  • Strategy
  • Design
  • Communication

Founded in 1954, Ostankino Meat Processing Plant is still the leader in Russian meat industry and ranks among top five food companies, according to Forbes. Ostankino yields 500 tons of products daily which is consumed by five million Russians. The meat processing plant wanted to consolidate and enhance its leadership, so in 2010 it delegated us the functions of strategic marketing.

Before After
  • Strategy
  • Design
  • Communication

A careful selection of wines, competitive prices, high-quality service and social responsibility gave a boost to the wine stores chain Wine Time founded in 2010. Today, the company operates in 15 Ukrainian regions, owns over 53,000 sq ft (5000 sq m) of trade area and sells over 3000 products from all over the globe. Wine Time success story depended in no small measure on a careful selection of gastronomic accompaniments to every specific drink: dozens of cheeses, meat delicatessen, olives, sauces, fine confectionery and, sure, chocolate.

Before After
  • Strategy
  • Design

Klitschko Foundation actively helps Ukrainian young people develop in sport and gain knowledge since 2003. Fund managed to realize hundreds of important projects to its tenth anniversary. However, communication was too neutral and visual identity was strange to young people and teenagers. We understand that the aim – not just handing out candy and toys. Foundation helps to believe in yourself. Its philosophy is a strong belief that any dream can become a reality. If you take a step toward her everyday. This principle we reflected by appeal “Fight for your dream” and fastened in the new visual identity of brand.

Before After
  • Design
  • Package

German motor oil Bizol is sold in 65 countries worldwide. The company works with exclusive distributors, delivers tailored products to specific markets and efficiently responds to customer’s needs by using a flexible model of consumer innovations. In spite of all that, Bizol faced a lack of up-to-date communication solutions that would be naturally integrated into a conservative ideology of German quality.

Before After

Comprehensive approach

Rebranding is a complex process with many constituents. We provide integrity for our solutions by developing brand strategy, design and communication by the same team at the same place. Under this approach, each subsequent element amplifies the preceding element. The team is entirely engaged all through, with designers involved on the strategy stage, and strategists involved on the communication stage.

Implementation management

Coming up with an idea is a half-way. Implementation is another half-way. It takes us 3 to 10 years to ponder over a strategy. Yet, we deal with the implementation management for 3 to 12 months. We answer the following question: What should we do within that time span? What tactical issues a brand should address? What will brand expenses be? How much money to allocate for a brand?

Stage by stage

Rebranding is a long process, and we break it down into steps. At the end of each step you get completed materials that you can roll out and use.

Unique methodology

We do not just create brands haphazardly. We have our own methodology on brand creation and management. It is based on our hands-on experience in CIS and the analysis of our brand projects rolled out in harsh conditions. The concept is a step by step algorithm and a toolkit enabling us to create fully functional systems, not one-shot ad campaigns. The methodology works regardless of a type or scope of business and the market a company operates on.

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When to rebrand your company?

Companies resort to rebranding on a regular basis. In some cases, rebranding can be a wrong decision or a waste of time and money. But sometimes it becomes a landmark enabling a company to reach new heights and boosting its development. Below listed are a few alarming signals that clearly indicate a long-standing need for rebranding:

  1. Your financial performance stays stable, sales and profitability do not decrease. But a consumer does not feel a wow-effect any longer. You think, it will do as it is, but you are wrong.
  2. Sales and profitability neither decrease nor go up.
  3. Sales and profitability are declining. Customers go away from you. 
The most alarming signal.
  4. When the brand lags behind the company. When the brand fails to represent the core of the company and the products (services) it offers.


  • Emergence of a new aggressive competitor; a shift in market environment.
  • Entry on new markets or switching to new business areas.
  • Changes in the target audience.
  • Structural changes (mergers and acquisitions).

In the above mentioned cases, making just tactical changes in ad communications is not sufficient. A company needs a fundamental transformation covering all brand constants: the consumer, brand model, brand positioning, product, business model, name, design, and creative platform for external and in-house communications.

Faults and issues


Rebranding is often treated differently. Some consider it a mere change in the approach to ads or a style. Nothing changes in the company, including its range of products, but it begins to look or speak to customers the other way.


A newly launched product should be on offer for 7-10 years to pay back expenses injected into its production. So the company’s owner is not disposed to any changes within this period. There is a desire to get away with just refurbishments. Yet, a total overhaul is normally more beneficial and costs less than ever-lasting revisions and error fixing.


Rebranding can be triggered by a newly hired marketing expert or a general manager who may think that “every preceding initiatives were wrong, so I’d rather start the rebranding”. It takes some time, and changes do happen giving the impression of an efficient job of the new manager.


A consumer is irrational. From the one hand, he wants some novelty; from the other hand, he would like his preferred product to stay on the same supermarket shelf. So when starting rebranding, it is crucial to understand which constants must be kept unchanged, and which ones should be modified to draw more consumers.





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Rebranding tips

Rebranding is a comprehensive project that is much like a company’s restart on the market, to change an attitude towards it, to refresh interest among existing audience and often attract new ones. It involves alterations in the brand ideology, values, strategy, positioning, style and creative platform.

Start with a customer

Analyze his/her behavior, motivation and demands. Think over an emotional and physical place your brand should occupy in the customer’s life. Whether your brand would be a need, or a sporadic purchase, or an emotional ties: dreams, regret, or a personal self-identity.

Attack yourself

Imagine as if you are a competitor to yourself. What would you do to defeat yourself? What strategy or business model you would apply? How many employees would you engage? What would you have on offer? This approach will help you highlight unnecessary things you may easily do away with.

Keep your mind open

A massive leap in service quality at some Ukrainian gas stations make consumers unhappy with the absence of similar services in other places, e.g., in Ukrainian banks. In a bank you cannot buy a cup of coffee, as compared to some gas stations. The banks were focused on struggling with their competitors, so they neglected the service sector that now generates income for gas traders.

Rebranding and your corporate environment

The company’s owner or executive director should rely on a group of employees who are ready for and treat changes as a challenge and adventure. He should find a few friendly contractors who would support the changes from outside. Any opposition from conservative employees must be neutralized as they would discourage and compromise any changes all the way, cause delays in the process and apply efforts to stave off all changes for an infinite time. There are many conservatives at every company. They fear of losing a position; they fear that new working conditions would be too complicated for them; they are against changing the order they consider to be correct. They counteract any changes, and even top executives had their hands tied by a tacit resistance of conservatives. And all innovations remain on paper.

Run tests

A new business model cannot be calculated as there are no ready-made solutions. You should test a model, as nothing will evaluate it better than a real life. We hit the bull’s eye in 30% of cases.