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A New Identity for Hero Motocorp (form. Hero Honda)

Following last month’s news about the renaming of Hero Honda Motors to Hero Motocorp, India’s largest ‘two-wheeler maker’, the eagerly anticipated new logo identity launched today in London.

Over the past few months, Wolff-Olins have been working with the company to review the brand strategy and architecture, the system used to structure, name and design the brands within the organisation. (See my earlier post).

Brand architecture is all about coherence
The objective of brand architecture is clear: To make the relationships between the corporation and its sub-divisions, companies, products etc. easy to understand — ensuring these relationships are not only distinctive and compelling but are also relevant to the audience, and of course, the consumer.

It’s not just about creating a visual design system. Brand architecture is a key component within the overall business strategy. In this case, providing Hero Motocorp with an opportunity to define, communicate and reinforce a new identity, positioning and purpose across all their markets, whether local or international. With the latter reinforced by today’s launch event in London.

By providing the context and tools to rationalize its portfolio, and continue life without Honda’s endorsement; a strong, coherent brand architecture will enable Hero Motocorp to not only leverage its brands into new markets but also provide the framework and strategy to assimilate acquired brands, too.

(Above: Hero Motocorp’s new identity revealed today at the O2, London)

For me: Brand architecture is the most interesting and revealing of processes — amalgamating both the strategic left and creative right sides of the brain, and helping to pave the way for new ideas, innovation and growth.

Unfortunately, there doesn’t seem to be a lot online about today’s launch. Hopefully, over the coming weeks, more details surrounding the rebrand will become available.

DD

Declining income, conflicted managers and demoralised staff. If you’re in the brand identity business, it may be time to re-evaluate your business development strategy.

Recently, whilst out-and-about in the branding community, conducting what I now refer to as the rounds, I have noticed a worrying vacuum or, in the wider context of things, an opportunity well worth exploiting.

It is undeniably tough out there – clearly illustrated by frugal cost-cutting, unpaid leave, head-count freezing and many other cautious, overhead reducing activities. However, I am amazed at how so many senior managers are undervaluing the importance and holistic benefits of a clear marketing and business development strategy.

On mass, agencies already on the verge of collapse have started advertising vacancies for generic new business positions. Their posts command applications from candidates who can guarantee a rolodex of clients and qualified leads. In return they offer little more than the most basic salary, an unclear future and very little, if any, security. They too often rely on badly managed and out-of-date contact lists and assign the task of cold-calling to reluctant if not actually telephobic staff, or outsource it to apathetic third-party telephonists.

How then can consultancies expect to grow, during a time when salaries are cut, morale is at an all time low and unpaid leave is encouraged? The answer, I suggest: Agency leaders themselves need to start thinking outside of the box.

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