With every merger or acquisition comes the need to define and establish a position for the new entity – either within the wider market or within a corporation. Sometimes the organisation has already built a corporate and branding structure that allows a newly acquired company to slot neatly into place, but there are a number of instances where either the architecture doesn’t support this or where an entirely new brand is required to freshly position the entity within the market. Our work demonstrates how the unity of two different organisations can be successfully managed through a positioning which defines and celebrates a totally new market culture.

  • Beach

    Known for being an innovator, open and unafraid to challenge traditional methods, Beach wanted a brand identity that would reflect these qualities; breaking the mould and differentiating them clearly within the industry.
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  • ERS

    When the acquirer of Equity Red Star (ERS) approached ASHA, it was with the objective of restoring ERS to its pre-eminent position as the leading motor syndicate in Lloyd’s.
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  • EDF

    As part of the plan for getting employees on board with the change from British Energy to EDF Energy, EDF commissioned us to conduct our Nimbus programme.
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  • Agrii

    Offering services to help increase farming profitability, Origin Enterprises approached us for help in merging two well established companies in the UK.
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  • Gadgetshop

    When Gadgetshop re-launched under new ownership, they were entering a much more competitive market than the one they were leaving.
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  • Misys

    After acquiring Misys and merging it with Turaz, Vista Venture Capital created the world’s biggest specialist provider of global trade and risk management software for the banking sector.
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