Revitalisation and digitalisation of the ING brand
An Impact Analysis helped decide the basis of the revitalisation and digitalisation of the ING brand. This analysis provided insight into the financial, organisational and visual consequences of the revitalisation of online and offline brand touch points. Based on this, various implementation scenarios were elaborated on and VIM Group guided the gradual implementation of the new brand over a period of three years. A flexible set of brand building blocks were used to create coherence within the ING brand.
Worldwide centralisation of brand architecture
A large international program was created with the purpose to grow ING into one uniform brand worldwide. Prior to this, there were several different brands (ING Direct, ING DiBa, ING Bank, etc.) and each country had its own brand touch points, systems, tools, websites and apps. This meant it was important to fully map the complex brand landscape before the start of the program. The scenarios, budgets and lead times were then determined, a thorough project plan was drawn up, and project organisation set up. VIM Group specialists supervised the change programme from start to finish and managed the progress.
Coherence, efficiency and cost savings in the ING payment cards
For ING’s debit cards, the aim was to create more worldwide uniformity as all countries had their own set of card designs and there were no central guidelines. This led to a lack of brand coherence and inefficiency in the production process. VIM Group were asked to optimise and organise this process for all countries in which ING operate: from design, portfolio harmonisation, to production guidance and implementation in the countries.
Our approach involved setting up a project team with stakeholders from all countries where ING is present, and all decisions were made by experts. The number of card designs was reduced from one hundred to seven main variants worldwide, and they all strongly related to ING’s brand values. In addition, the number of suppliers was reduced from seven to four. The project involved intensive cooperation with purchasing and resulted in significant cost savings.