The Link Corporate branding
| Fact |
Value |
| Contact |
Hong Kong |
| Client |
Hong Kong Housing Authority
The Link |
| Project |
Corporate branding |
| Industry |
Property/Real Estate |
| Timeline |
24 Months
Jan 03 - Jan 05 |
| Services |
Corporate Design
|
| Team size |
15 The Brand Union
20 Client |
The Positioning
Because much of the physical side of both brands will be similar, so it was decided that The Link will concentrate on talking about and building a reputation around its personality attributes and values: proactive, socially-responsible landlord, partnering ethos, and yes, local too.
The only “numerical” feature that is intriguing and unique is the fact that close to half the population of Hong Kong comes into contact with the centres comprising The Link portfolio. No other retail management company can make that claim. The Link will be positioned as:
The local shopping destination, on the doorstep to close to half the population of Hong Kong.
And The Link will strive to extend people’s comfort zones. This is what the new company will promise back to those who come into contact with it. This means customers, tenants and even its employees.
Extending comfort zones
We create environments where people feel comfortable in the familiarity of their surroundings by making our centres relevant to their lives. We are a place they can regard as their own. We look local; feel local; talk local. But far from being introspective, we will proactively introduce new products, services and events that support the activity of retailing and enliven our centres. We will do so only after balancing the need for continuity with the desire for change – thereby extending peoples’ comfort zones – one step at a time.
The Hong Kong Housing Authority (HA) is a statutory body responsible for implementing Hong Kong’s public housing program. Through its executive arm, the Housing Department, it plans and builds public sector housing, either for rent or sale. The HA manages the retail and car park facilities developed by the HA which comprise approximately one million sq. meters of retail properties and 100,000 car park spaces. This made the HA the largest retail property and car park facility owner in Hong Kong with market shares of approximately 11 % and 16% respectively.
As part of a Review of the Institutional Framework for Public Housing published in June 2002, the HA decided to move forward on a key recommendation to progressively divest its non-core assets, i.e. the commercial portfolio (retail and car park facilities).
After reviewing the various divestment options, the HA decided a public offering of units in a real estate investment trust (REIT) would be the optimal vehicle for disposal of its commercial portfolio.
This critical and important exercise undertaken by the HA called for the creation of a new company, completely independent from the HA and government. Working with the HA and the Joint Global Coordinators (HSBC, Goldman Sachs, UBS) overseeing the divestment transaction, The Brand Union was appointed to help in the task of developing a brand framework for the new company.
The Brand Framework
In order to determine what the new company should stand for, The Brand Union had to gain an understanding of the history and role of the HA in developing these retail centers. Along with interviews of current HA staff involved in the operations of the centres, focus group research was also conducted to gauge customer perceptions on the centres.
From these two information sources as well as a review of global retail trends, we began to build the framework for the brand. The framework consists of positioning, values, brand promise and the visual identity expression.
In assessing the findings, we looked at how the new company should be similar to HA and how it should be different.
The most important aspect to explore was the HA's current mandate of providing basic services, i.e. a bank, a supermarket, a family restaurant. Should this change going forward? Based on customers' responses as well as a survey of what competitive shopping mall complex operators offered in terms of a retail mix, the provision of basics could continue to be a competitive advantage. However, what constitutes ""basic services"" was open for re-interpretation. As such the new company intends to explore how it can stretch the HA's original mandate.
The Name
One of the key findings from the focus group research that helped to inform the selection of a name for the new company was the relationship that customers appeared to have with their “local” retail centre. The centres play a vital role in their lives, providing a “link” to the community that no other facility, venue or even association appeared to offer.
All respondents in the focus group research wanted to see improvements, but at the same time felt positive about the role that the centres play in their lives. Some respondents likened their centres to abeloved family member. Also, the centres are very “local” in feel and flavour.
Mom and Pop-shops abound. People know the vegetable vendor. People feel comfortable at their dim sum restaurant. At home. At ease.
These sentiments of familiarity, loyalty and community affiliation were the inspiration behind a very simple, straightforward name for the new company: The Link or Ling Wui in Chinese.
So, in two areas – the strong sense of “loyalty and brand ownership” among current customers as well as the provision of basics are two strengths that were carried forward as HA “hereditary” features for the new company.
Being Different
Whereas the HA was seen as and behaved like a social-welfare landlord, the new company will operate on commercial principles. That does not mean to say that they would not be open to scrutiny. On the contrary, the new company is as much in the public eye as before. In this case, The Link desires to be and be known as a socially responsible landlord as opposed to a social-welfare Landlord.
In conclusion, as brand consultants for The Link, we acted as a bridge and liaison with other communications partners involved in bringing this brand to life – from the advertising agency handling the 2004 IPO campaign, the event company developing the roadshow, the web site developers and the public relati
The Visual Identity
The Brand Union developed a logomark for The Link consisting of a proprietary font in English and Chinese. For the corporate colour palette, the new company opted for very warm colours such as tangerine, warm grey and a range of lively supporting secondary colours. The choice of colour was influenced by the findings in the research. Customers asked for more colour!
A graphic device called the “linking line” was created for use on collateral. When the line is used for corporate stationery it remains static and fixed, but when it is applied to communications requirements in a retail setting, the line becomes more dynamic and rhythmic. This is most apropos for the new company because of its dual role – as the managers of the retail and car park facilities as well as the REIT in which the assets are held.
What we helped to create:
- Developed the visual expression – including the logomark, style of imagery to be used, a colour palette to be used across all communication pieces, the tone of voice to be used – from press releases to advertising, to day-to-day correspondence
- Guideline development so that all departments know how to manage the visual and verbal aspect of the brand going forward
- Uniform designs
- Signage system – from temporary to permanent systems that will be implemented in a practical fashion
- Customer Service Counters within key retail centres
Since its launch, other REITs have entered the marketplace. However, as of 2007, The Link remains the only REIT that has performed well on a consistent basis. It has delivered on its promise of making changes step by step, making improvements at centres in a measured way. Visually, it has followed the guidelines with the latest annual report adhering to the design principles put in place by our design team in 2005.
