We are brand creators and developers, providing the clarity and inspiration to stimulate change and success.
We‘ve brought together a group of expert, international strategists and designers, from organisations large and small, to create an appetising team that grasps issues quickly and gets to answers creatively. The outcome is better defined corporate vision and values, stronger brand identity and strategy, differentiated propositions, employee programmes and communications that create real value.
We see, imagine, and create brilliant brand opportunities that transform organisations and deliver commercial breakthroughs.
We all know that the only constant is change.
For many of us, change, improvement and opportunity are the things that occupy most of our time. Often, it’s about the core brand - the organisation, its people, audiences, markets and increasingly, our place in the world.
Business made Better seeks to define the truths at the heart of an organisation and imagines new connections that lead to the creation of unique brand opportunities. The result is clarity, understanding, commitment and difference. A difference that makes a difference.
A better kind of difference.
When brand experience reflects brand purpose and customer needs, the results can be spectacular. Together with convenience retailer SPAR, we have been developing new retail design formats that create a positive brand experience. This started with a reappraisal of the brand and has involved all aspects of its execution. In the recent interview in Retail Design World magazine, and following SPAR's success at the Retail Industry Awards, Managing Director Debbie Robinson champions the impact and benefits of effective store design.
You can read the full article here.
A partnership can be the catalyst for some much needed fresh thinking in the the Boardroom and beyond. Innovative businesses across different sectors are joining forces for mutual gain.
Business models always need to adapt and, increasingly, companies are finding that cross sector partnerships are a great way to experiment and be innovative. Whether its financial services or housing, boards are being far more imaginative in how alliances with businesses outside their industry are formed, and the ways in which they can collaborate to reach customers and open up new routes to market.
Laura Haynes, our Chairman, joins in the discussion with other business leaders for this recent Criticaleye article. Click here to see the full article.
Healthcare UK, the brand developed by Appetite, continues to go from strength to strength. The flagship initiative, jointly run by the Department of Health, UK Trade and Investment (UKTI) and NHS England, recently hosted a successful first Business Forum for stakeholders in London to review its business plan and celebrate its success, having exceeded all original expectations.
The results to date highlight the great impact a strong brand can make. As Earl Howe, Parliamentary Under Secretary said, “For the UK healthcare sector to respond effectively to overseas opportunities a strong brand was required. Healthcare UK now has a strong identity which is recognised by its customers both in the UK and overseas and has helped it achieve success in its first year of operation."
Healthcare UK has managed to bring together a previously fragmented sector under a clear, intelligent and cohesive umbrella brand that successfully leverages the UK’s expertise. A brand that is marketable to the world, building on the UK’s reputation to create a step change in the promotion and strategic positioning of the healthcare sector.
Bringing together both public and private providers to create a new partnership that works as one is a real challenge. Especially in the face of strong international competition from across Europe, North America, and Australia in a sector that carries as much political weighting as it does economic.
Healthcare UK, however, has enjoyed a highly successful first year in promoting the sector to overseas markets, significantly surpassing its original targets by bringing together over 600 UK healthcare providers and winning £550m worth of contracts inside the first 12 months.
To read more about its success, click here to see the Progress Report presented at the Forum.
Alternatively, to see our case study on the project please click here.
Deli(very), the brand Appetite created as part of ‘Great Food at Leeds’ has won best marketing campaign at a spectacular ceremony at the Grosvenor House, London for this year’s Catey Awards. The Cateys are the leading hospitality industry awards that have become a byword for quality, class and achievement and the ones that everybody wants to win.
The rebrand of the University’s delivered catering offer, as part of our work to create a strong and consistent proposition across all Catering Services at Leeds, included radical changes to the food products, process systems, team culture and messaging. Our comprehensive design work included menus and packaging through to uniforms and van liveries. The result has been a complete change of the previously negative perceptions of the service, leading to a huge leap in customer satisfaction, an improved bottom line and even its first external 'off campus' sales. This has created a platform from which Catering Services at Leeds can achieve its financial growth objectives, further fuelling the University’s economy.
‘Great Food at Leeds’ is now truly an ambassador service that a world-class institution such as the University of Leeds can be proud of, making an important contribution towards its regional and global reputation.
For more details about Deli(very) and ‘Great Food at Leeds’ please click here.
“The true role of the financial sector is to serve, not to rule, the economy."
This, for me, was one of the most striking statements made by Christine Lagarde, as she spoke out against the culture in the financial sector at the Inclusive Capitalism conference last week. Not only does it encapsulate what many have been grappling with when observing exuberant risk taking within the sector, but it also asks a question at the very core of the industry – have we, bankers included, allowed the financial sector to redefine its purpose away from putting the customer at the heart of everything it does, leading to a self-gratifying model, or, as Mark Carney warned, “when bankers become detached from end-users, their only reward becomes money."
With current practices so engrained within the industry, it will take much more than just regulation to bring this purpose back round – it will require a much deeper analysis of the culture within finance, and a serious discussion on why the financial sector exists, and for whom.
One could argue that the financial sector, like other utilities, exists to serve society – after all, it is central to individuals, businesses, and communities. Whereas individuals can vote with their feet when judging a company from any other sector, the financial sector provides a function to society that, save storing gold under floorboards, is essential to everybody. As such, the financial sector has a great responsibility thrust upon itself, which clearly, as the strong calls for change and reform suggest, many feel has been neglected or greatly mishandled.
As part of Appetite’s Business made Better (BmB) initiative, we’ve been speaking to senior executives at some of the most successful organisations, probing changing attitudes to what a good business is and what it will look like in the future – and many will look to the financial sector as an example of what to do and what to avoid.
Our BmB work thus far, has one consistent finding: there is a major change in attitude amongst the general population and this change will impact the fortunes of our major businesses. Individuals are demanding a more considered approach to social responsibility from the companies that they support. They will reject organisations whose values do not align with their own. They are asking how ethically businesses are being run – if they are moving beyond shareholder reward and if they recognise their responsibilities to employees, listen to their customers, manage their supply chain and support the communities in which they operate, both locally and globally.
This change in customer behaviour has asked a difficult and important question of all types of business, and how they react will be central to determining their future success. For some, it will be business as usual, with potentially minor tweaks as they continue to listen to their consumers – but for others, like the financial sector, it may require a type of soul searching that many will not like.
The important thing to make clear, however, is that whilst the journey might not be pleasant, it is absolutely vital.
Ethical practice is a term that has not been associated with the financial sector recently. Indeed, many people see the financial sector as the root cause for many of the social and economic problems we see around the world today, where overzealous risk taking and greed have reduced individuals, businesses, and countries to their knees. However, we are beginning to recognise that the financial sector could be the answer too.
When speaking to Ashok Vaswani, CEO of Personal and Corporate Banking at Barclays, it is clear that he accepts that the financial sector has a lot of work to do to “win back the trust of customers". He recognises that promises are not enough and there is a case for a new approach in the financial sector overall. As he put it,
“Sometimes, when you’re pushed into a corner, you have to swing the pendulum completely to the other side to win back trust and reputation."
This type of self-reflection is encouraging and I wonder if rather than limit the financial sector, and chastise it, we need it to lead – but lead in the right way. To have it serve rather than rule the economy. The greatest reform required, therefore, isn’t in how we legislate, regulate, or monitor the financial sector – it’s about reforming the cultures within the financial institutions and a redefinition of the sector’s purpose.
If we were in year dot, defining the practices that would shape society, what would the purpose of the financial sector be?
Christine Lagarde looked to Aristotle for the answer: “Wealth is evidently not the good we are seeking; for it is merely useful and for the sake of something else." Its goal is to contribute to the wellbeing of people, and to enrich society. The virtues she most associated with the financial sector were prudence, stewardship, sustainability, and safeguarding the future – virtues that, in light of the economic downturn, could well be argued to be currently absent.
One of the strongest directives coming out of the Inclusive Capitalism conference surrounded removing the concept of too-big-to-fail; if you have the correct processes by which society will not be greatly damaged by a bank’s failure, there will be a natural self-imposed importance to be economically sustainable. This alone would require a very complex re-understanding of how the financial sector relates to individuals, businesses, and nations – as well as financial institutions accepting greater vulnerability - but if it were able to find a way past the current impasse, it could mark the first step towards a better way of doing business for all.
What is more, if the financial sector does begin to take on responsibility for itself again, it will start to regain the trust it has lost over the past few decades; but only by going further and considering how it can be responsible for its customers, and the community at large, will the sector be able to regain respect and loyalty.
If both the Bank of England and IMF are striving to create greater equality of opportunity, then we must look to re-find the greater social purpose of our financial institutions that underpin our economic stability.
2 June 2014 Laura Haynes
We are thrilled to let you know that Appetite has achieved accreditation for both ISO 9001 and ISO 14001, recognising our high standards in quality and environmental management.
In our industry having these accreditations is a rarity. So why did we decide to go through what is a challenging and time consuming process for a small organisation such as ours? Well, at the heart of everything we do at Appetite is our belief in Business made Better and the creation of sustainable business practices and cultures.
We aim to create a better world for our clients, ourselves and those around us. We talk a lot about the importance to organisations of having a triple bottom line commitment. It therefore makes absolute sense that we should continually challenge ourselves to do and be better, striving to improve the standards of our services and increase our commitment to the planet.
The reason for sharing our good news? Well, we’re proud of what we’ve managed to achieve but also we feel our on-going belief in a better way of doing business will not only benefit us but also you.
Atkins picked up two top awards at this year's Recruiter Awards for Excellence held at the Grosvenor House Hotel, Park Lane, London on 7th May. The Awards are the UK’s largest event for the whole recruitment community recognising best practice, celebrating success, awarding in-house and agency teams for their great work and achievements:
and was Highly Commended in the following categories:
Congratulations to all invoved.
Established in 1938, Atkins is one of the world’s leading design, engineering and project management consultancies. It is listed on the London Stock Exchange with revenues in excess of £1.7 billion, employs approximately 18,000 staff worldwide and has undertaken projects in over 150 countries. These include the ground breaking Burj Al Arab in Dubai and the London 2012 Olympic Games.
The company is growing fast, successfully winning major contracts. This means that the organisation is also engaged in a talent race, as it needs to recruit a significant number of employees to deliver on its commitments and fulfil its own growth ambitions. This is a challenging race as global demand for engineers stands at a record high so recruiting as well as retaining the very best talent in the sector is a necessity.
In order to win this race for talent, Atkins identified the need to evolve the brand and specifically, to create a unique and compelling employer brand proposition. Following a competitive tender, Appetite was commissioned to help lead this essential evolution; we first undertook global research then articulated a new Group-wide employer proposition, key messaging and creative expression and finally brought it to life as ‘The Atkins way’ via a brand identity and engagement toolkit to be rolled out across HR, recruitment and internal communications. For the first time, this has allowed the organisation to “tell its talent story” in a more compelling and differentiated way, capturing the attention of present and prospective employees. As a result, Atkins has taken a lead in the global talent race with the brand evolving to be more differentiated and attractive to employees and potential recruits through its people-focussed culture.