Gett, an on-demand mobility company, with a current valuation of $1.5 billion, was founded in 2010.
Since its inception, it has:
• Completed over 5 million deliveries
• Completed over 250 million taxi rides
• 1/3 of the world's fortune 500 companies as clients
• Expanded operations to three regions: Israel, UK, Russia
In late 2018, Uber, one of Gett's main competitors, scaled its business worldwide. However, they weren't yet a global operation. Each time they went into a new location, they needed both large-scale investment and an 18-month lead-time for market entry. At this juncture, Gett did not have the level of investment to match Uber, nor could they afford the lead time required to expand into new markets. After multiple meetings with the Gett C level team and some of their key clients, the company were able to identify recurring pain points in the industry which formed the foundation of their ambitious new direction.
At this time, the tech across the corporate mobility industry was varied: some of the taxi/car services enabled booking via their app, some still required clients to call a dispatch office, and some had a mixture of both. The ordering process was overly complicated and far from streamlined.
Gett set out to create a product that would serve as a one-stop-shop: a single booking platform where businesses could centralize and manage all of their existing mobility providers on a single platform.
The back office link-up would facilitate seamless integration with an easy to navigate, smooth interface. In one move, the company would transform from a local supporting native fleet service to a global all in one SaaS platform. It would optimize its clients' corporate ground travel needs - from booking and riding to invoicing and analytics - saving corporates both time and money, while increasing employee satisfaction. Their vision called for a new brand identity and an ethos that was to be future-proof and disruptive.
HiPitched sat down with Gett's John De Pree, VP Global Brand, and Shai Agami, Head of Design, to find out how the company defined their goals and became a global brand.
Understanding and evaluating the current brand perception
In order to initiate this re-brand, Shai and his team needed to prove to the CEO and stakeholders that this move was necessary for the Gett's growth in the future. This required a thorough understanding of what was happening in each region and a formal evaluation of the company positioning in each of its markets.
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The next step was to compare the way in which the company was ‘speaking’ to its a various audiences, revealing differences in both practices and tones between each of the three regions:
• A lack of uniformity in the artwork and graphics
• The regional website homepages looked as if they represented three different companies
• Welcome emails in each region had complete different designs and tones of voice
Examples of Welcome E-Mails
Shai and the team recognized that they needed to separate between strategy and identity, maintaining a local strategy, while creating a single global identity.
Further changes that they needed to implement were:
• A consistent visual identity
• A cohesive tone of voice
• A unique and bold "look and feel" to fit their new story
• Detailed and stringent branding guidelines for teams and designers
Getting the team involved in the process:
From the outset, Shai and John were determined to include Gett employees in the discussion. They felt that if they wanted to successfully roll out a new brand, the employees needed to be engaged and involved throughout the rebranding process. In order to identify similarities and differences between departments, they consulted with senior management, B2B teams, creative teams, and marketing experts from B2C departments about Gett's current values, positioning and unique proposition.
They then presented them with a set of questions:
• What character traits did the company represent?
• What personality traits should the company embody?
Creating design principles:
This company-wide consultation gave Shai and his team an understanding of Gett’s core persona and values: warm, professional, positive, and confident. These values were then converted into design principles that would guide the creative team.
When planning new design elements, the creative team was encouraged to consider:
• Does this design reflect our principles and who we aspire to become?
• Is it warm and inviting?
• Is it elegant?
• Is it bold enough to make people stop and take notice? If we believe our service is unique, then our style must reflect this.
Creating brand consistency:
One of the most important aspects of the re-brand was creating a firm set of guidelines to enable brand consistency across the company. To embody this new visual identity, Gett designed a new logo.
The logo evolved from the figure of a man hailing a cab on the street to a logo featuring a single dot, visually highlighting the one-stop-shop solution for businesses.
After this was implemented, they worked with their team to align the new brand and marketing to the product. They also created brand assets, images, illustrations, and icon libraries.
From inception to rollout, this process took 18 months. This was not a ‘quick fix’; but rather a carefully curated future for the business.
How the company has developed since the re-brand:
Gett has rolled out the re-brand throughout the organization and launched the rebranded website, and Q1 2021 will see the logo change. They are repositioning Gett as a SaaS platform for corporates, first and foremost, among all audiences. The next chapter is to scale globally at pace.
Gett's top tips for companies looking to carry out a re-brand:
• Appoint one person to oversee the process and connect all the dots.
• Give yourself a realistic timeline, and do not rush the process.
• Share re-brand ideas and processes with the broader team from the beginning.
• The creative team is there to push the boundaries: allow them to dream!
