Hero Motor Corp.
The brief came directly from Mr. Pawan Munjal, MD and CEO of Hero MotoCorp, in January 2011. In a nutshell, he was asking what the new brand should be. Its positioning, the relationship of the manufacturer brand to other parts of the Hero Group as well as to the strong product brands like Karizma and Splendour. And of course, the name and new visual identity, including dealer signage.
Wolff Olins worked closely with Mr. Munjal and his senior team to create the new brand. The challenge was to build the image of an innovative engineering company while also retaining its equity as the nation’s heartbeat. Research showed clearly that this equity draws from the liberating effect a two-wheeler has upon the social and economic circumstances of a typical Indian. We called this effect the ‘catapult’ (and A. R. Rahman translated our thought into a new company anthem, Hum mein hai Hero – There is a Hero in us.) The brand had to signal continuity and change. So one of the most obvious early conclusions was to use the name Hero alone but to change much of the rest of the identity.
Dena is Japan's largest mobile game developer. These are notional examples of their design and do not reflect the final outcome of their brand in any way.
Aldar’s brand moved from bricks and
mortar to a visual and experiential world
that humanizes the developers experience.
Prototyping the teller
The electronic teller experience has gone largely unchanged since the 1970s. Emirates NBD was a client looking to pioneer the way the automated teller is used and asked for our help in revamping the practicality of their machines. As one of the largest banks in the Middle East, there were several challenges in breathing new life into its 600 strong ATM network. Machine models and distribution were sporadic, requiring different specs across environments. Moreover, their teller machines felt like they came off the manufacturing line and, without a logo, were indistinguishable from their competitors. One of the biggest challenges however was getting people to realize that over 80 percent of their teller machines contained a further 27 different services to choose from.
All in the name of ergonomics
The key deliverable was not to reinvent the machine or its process, but rather to study the different interaction points a customer goes through and make them more efficient and ergonomic. Visual audits and background research with the team that service the machines where preformed to understand their current issues with the design. We interviewed several utility personal that observed the machine on a daily basis and were able to give us much need insight into the restrictions the environments pose. The process stripped the ATM to its bare essentials and work started from the ground up.
An integrated litter bin was also introduced, designed to match how each machine dispenses a paper receipt. All paper rolls came in different sizes and lengths, the one unifying factor was that they all came out curved. Litter slits were curved at the same angle to easily accept the pieces of paper thus allowing for more bin capacity and easier disposal.
In order for customers to recognize the additional services on offer within each machine, the team aggregated all the different third party services
and categorized them in to 8 different groups. A simple set of icons were placed and illuminated to allow customers to determine what each machine had to offer from a distance.
All these elements had to be efficient during the manufacturing process regardless of machine type. A template was created that allowed fabricators to produce a maximum of 4 parts per machine. Standardizing the process meant higher quality output as well as lower environmental impact and manufacturing costs.
Now working harder (the result)
The first prototype was introduced at the Emirates NBD headquarters and has had positive feedback from staff and customers alike. Four prototypes have been installed in selected public locations to test every aspect of the machine. Roll out will begin in Q3 and will see machines introduced gradually across the network. Emirates NBD envisage implementing the new design across all of their 600+ machines within the next 18 months.
Tata Docomo is one of India’s
fastest growing telecom. They won
the national bid to roll out a 3G infrastructure across the country
and in doing so needed a robust and functional UI interface that
would transcend all manner of operating system and digital medium.
An ever growing library of icons and services have consistently developed to suite all walks of life and engage the Indian public in a truly revolutionary way. Thus, thrusting India into the 3G world map.
Designers - Marie Succar, Patrick Finn