Deep Imagination
Unique Group
Purpose
- Transforming organisations
- Building brands
What we did
- Brand strategy
- Visual identity
- Verbal identity
- Campaign
Collaborators
- Illustration: Stefan Glerum
More people have travelled to outer space than to the deepest parts of our oceans. These are the final frontiers of exploration on Planet Earth, where pressure, in every sense, runs high. Unique Group knows this well. It is the world’s major subsea engineering company with over 600 employees across six continents. We partnered with this family-run business at a tidal moment – the next generation were taking the helm and steering the company forward in a new direction. And with that, ushering in a transformational shift from a hardware supplier to a technology partner that puts innovation and customer experience first.
Inverting space travel
Speaking to teams across its 22 offices, we learnt that Unique Group’s portfolio had swelled over 25 years due to a vigorous M&A strategy, but it was lacking structure and hierarchy. The first port of call was to streamline the many existing brands, products and services while simultaneously creating the playbook for future expansions and integrations.
Throughout this project, we were struck by the depths of human ingenuity demanded to voyage to the ocean floors and back again, safely, in a fluid world in constant flux. We gravitated to the notion of ‘inverted space travel’, borrowing cues from the spirit of adventure that has defined galactic exploration. Deep Imagination became our brand platform. It spotlights the inherent innovation that distinguishes Unique Group, giving us open licence to break the category norm and draw inspiration from gaming language.
A Uniquer Group
The new identity was rolled out across the portfolio. With it came clarity, for employees and customers, about who the company was and where it was headed. The disruptive, differentiated positioning sent a wave of intent throughout the marine industry and propelled Unique Group out beyond its competition.
