We began with an intensive month-long consultation period, including interviews with the product managers, executives, board members and the senior leadership team to canvas marketing, branding and product knowledge. This was essential, not only for our own discovery process, but also as part of good change management to ensure ownership and buy-in from the INX team.

Through this process, our team became completely embedded in the INX workflows and culture, using this to uncover challenges and opportunities.

We consolidated what we heard and presented a 12-month roadmap, forming a list of 15 recommendations. The most immediate recommendation was to undergo a brand strategy process, including a new product nomenclature, categorisation, marketing approach and positioning.

It was clear from the first project interval that the brand was stretched. The conflict between the old and the new, the layers of the business model and the complex go-to-market strategy being led by marketing, sales and product was undermining the master brand.

A key milestone in the roadmap was building sales enablers. We identified frustration amongst the INX team with a lack of product-focused collateral and the suitability of the website. The cause of this was a lack of clarity in the positioning strategy and how the products are promoted under the umbrella of the INX brand.

We also made other recommendations related to marketing collateral, positioning, messaging and marketing approach, which all supported the broader brand strategy development.

Cannings Purple was invited to attend the board, executive and senior leadership summit in June 2022 to share the roadmap and commence the brand strategy.

The session focused on establishing a more complete brief for branding – both to ensure the success of the new brand and as a critical element of the change management process. It became apparent that there was a level of disconnect between the board, product managers and marketing about what the brand is, how it must work in their context and how this process should be delivered.

We presented an educational workshop to align the teams and develop a consistent language and understanding of brand structures. Following this we facilitated a workshop session to debate the product nomenclature and categorisation. INX software has ten products - some sit within a suite, some stand alone, and some have completely separate branding. This was causing confusion and diluting the impact of marketing.

We agreed we needed to ensure the approach was market-orientated, as it became clear the market was confused about INX products. For some products, there was even a market perception that the brand alignment with INX was a negative.

By the end of the session, our focus was on:

• Establishing a two-speed marketing strategy that can both highlight the products and link back to the wider INX value proposition

• Aligning new and old products with a consistent visual identity

• Establishing consistent company and product level messaging

• Ensuring the visual identity works across the product interface and marketing efforts.

In response to the outcome of project interval 3, we further consulted with the INX working group to establish a new tagline, elevator pitch and set of key messages.

The new tagline developed following this process - protecting people and planet – sets an aspirational goal that resonates with both employees and customers.

It is supported by the elevator pitch: “INX Software enables businesses in fast-paced, complex industries to safely mobilise their workforce and navigate health, safety, and environmental challenges, to better protect people and the planet.”

We created a positioning framework for INX to promote its products in the market as INX products, rather than disparate, unrelated software solutions.

Following the alignment of the tagline and elevator pitch, we developed cohesive messaging, proof points and value propositions for the 10 products INX offers.

It was established in project interval 3 that we would implement a sub-brand hybrid model. This requires a strong master brand that has adaptable elements to enable the delivery of the sub-brands.

We also established that we couldn’t completely reinvent the brand and must retain the existing equity in the master INX brand.

We delivered three concepts:

With the master brand approved, the team presented the options for product executions. We recognised it needed to work across many different environments, including product, dashboards, brochures, website, decal and general marketing collateral.

It was also important to understand the application of the software. Each product had a unique and layered use case. Some were used in high stress accident reporting, others in headquarters, and a variety of other scenarios. We had to ensure the design was recognisable and distinctive, reducing friction for users and maximising recognition.

We were also required to comply with AA accessibility rating, reducing the colour palette available for use.

The resulting execution can be seen below. The product brand consists of an icon and a logo. This layered approach allows for the icon to be used for app execution and improving iconographic recognition, while the full product brand aligns with the INX master through the black type execution.

INX identified the 2022 IMARC conference as its launch milestone for the new brand.

In the build-up to the IMARC conference, Cannings Purple crafted internal launch collateral including scripts, messaging and town hall support. A logo reveal video was also produced to introduce the branding to all staff as a moment to celebrate the new vision for INX.

We delivered a systematic and strategic brand roll out to ensure seamless change management and market delivery, including:

• Social media launch collateral

• Email marketing templates and execution

• Half and full page print advertising creatives

• 13 product and service fact sheets in print and design

• Product release notes

• Nine demo videos

• Conference touchscreen interface

• Corporate video production

• Website reskin, with an integrated website redesign in progress

• Style guide development

• T-shirt and jumper design

• Office signage

• Product skin guidance

• Sales and product PowerPoint presentations

• Social media templates

• Video animations.