Sign Industry’s Safety Record Under Attack

A leading figure in the UK sign industry has written a whistle-blowing book unveiling shabby practice in the UK sign industry, with detailed guidance for customers buying signs in hazchem areas (such as petrol forecourts).

In Safety, quality, tricks and lies: dirty tricks in the British sign industry, and 100 questions your sign company doesn’t want you to ask, author Steve Martin – himself the head of a sign installation and maintenance firm (Xmo Strata) – unveils a grim catalogue of seedy practices which may catch-out unwary customers. The book effectively arms customers with an “interrogation” for sign companies, which, the author says, is designed to penetrate the “veil of deceit” which some will erect in order to “grossly overstate their health and safety credentials”.

In addition to health and safety breaches, the book also exposes the frauds and scams which sign companies can perpetrate, and specialist ex-police corporate investigators who are “very familiar” with the industry share their experiences.  The book doesn’t pull any punches, and although the guilty are not named and shamed, the author and publisher have ensured that they are well protected – two legal chambers read and advised on the manuscript!

There are useful websites and checklists, and if you are having sign work done on a hazchem site it is a useful reference; much of the material would be helpful for anyone appointing any contractors or subcontractors to work in hazchem locations.  Safety, quality, tricks and lies is not a long book, and it is an easy read. It is published by Arima, and available from Amazon (and on special order from all good bookshops) at £14.95.

March 2007 © Minale Tattersfield

Talk the talk for a Chinese walk


Word of mouth and brand heritage are more important than advertising in China. This is vital knowledge for designers eyeing the market.

 As Western designers, it is easy to make assumptions about the East. We think we know what they need - better communication, more emotional engagement, less decoration. But is this right?

Being a Western designer (born in China and educated in the UK), I see the challenge we face. Since 2001, China has become a rapidly rising global economic power and predictions indicate that it will rise from the sixth largest economy to the second largest by 2030.

But a delicate balancing act is required before successful branding can be developed for this huge market. Western designers must do their homework if they are to succeed in China.

We need to understand the many different cultures and Chinese comfort zones (tastes, beliefs, values, attitudes, traditions). We cannot just assume that the entire Chinese nation has the same tastes or does business in the same way. Recognising this has allowed Minale Tattersfield to design successfully for the Asian market.

The bright colours used in China are not mere decoration - to the Chinese, strong colours talk. Red, for example, often used at weddings, is a signifier of luck. Bright colours are more expensive to print, but they add value in a way they don't here. Designing in a minimal British style doesn't work - lack of colour and decoration can be interpreted as cheap and low quality.

Strong colours are not merely decorative effects in China. They are the means of communicating the message to the consumer which, in turn, creates the desired emotional response.

The brand name also has to mean something in China. Lipton Tea Bags use strong colours worldwide. When Lipton entered China's green tea market, the only thing it did was choose the Chinese language to be the dominant element in the package design.

Lipton recognised that to sell its products in China, the Chinese consumer needed to be comfortable with the name and language. The box remains a brilliant yellow, representing the sun, with a bright red logo and green tea plant. The name Lipton is on the box, but only as a sub-element.

This is an approach that works for the brand (if you can't read Chinese or miss the Lipton name, its brand is present in the colours) and the consumer. Lipton could just as easily have used English, but instead it allowed the packaging to speak for itself and, importantly, engage with the consumers' comfort zones.

A few other companies, such as Nestlé and Coca-Cola, have also learned this lesson. After trying in vain to establish Coca-Cola in China, the company chose to create a phonetic and visual identity. The Mandarin 'ke kou ke le' is a phrase that the Chinese understand and respond to. 'Permit the mouth to rejoice' means something. Coca-Cola use the Chinese characters that correspond to this phonetic in all its branding communications in China.

Another consideration is brand heritage. The Chinese are not easily persuaded by advertising. Brand values are better established in China by word of mouth. Chinese shoppers peruse pack information very thoroughly - they want to trust the brand and feel that they are getting value for money.

To reach most Chinese consumers - low- and middle-income families - the Western designer's strategy must be a melding of Western design and Eastern culture. We must educate our Eastern clients and identify with Chinese consumers.

Recognising the diversity of the sprawling Chinese market will enable Western designers to do this in ways that show knowledge, respect and sensitivity - all important to the Chinese consumer.

And give it time. Change does not happen overnight. It is gradual and takes patience - just like building a bridge.

China considered  
  • China is a big country with many peoples, so seek out a deeper understanding of its different cultures
  • Never assume that everyone does business the same way, or your way. What works in one country may not work in another
  • Research the new demographics. Because of increased incomes, there's an emerging generation of middle class consumers in China, with new tastes and spending appetites
  • Successful Western branding requires educating foreign clients to Western ideas and identifying with the clients' consumers
  • Allow the branding to speak for itself through visual communication by addressing the consumers' comfort zone
  • Build the bridge between West and East with knowledge, respect and sensitivity

source from: Design Week

BP Launches Target Neutral

Minale Tattersfield Client

There is much debate surrounding BP’s new initiative to beat global warming. General opinion on green issues seems distinctly polarised, divided on the one side by “Petrol heads” and on the other the “Rainbow warriors”. For us in the middle the arguments are less polarised. Consumer research reveals there is widespread concern about the environment but what are we to do? Since no realistic quick fix solution seems forthcoming, apathy and paralysis result.

Thus BP’s “Target Neutral”, where we are urged to donate £20 to fund CO2 reduction schemes, fills a vacuum for those of us eager not pass the whole environmental problem to the next generation. BP will also add an amount from their own coffers with every Nectar card purchase from their outlets. Having played a lead creative role in BP turning “Green” in 1987, it is gratifying to see the rare occurrence of an ex-client embrace their identity to such an extent it becomes the cornerstone of their corporate philosophy. Alas not all of BP’s ventures are as squeaky clean as the solar-electric canopies of the retail outlets. They could do more; even simply putting doors on the Convenience store refrigerators would save a huge amount of energy and therefore CO2 emissions. Nevertheless within the oil industry BP are well respected and set a commendable example. At least they are moving in the right direction.”

Other clients of ours also wish to respect the environment but have faltered at the cost of installing new environmentally-friendly technology - despite a longer term promise of payback. However there have been successes - with rainwater harvesting at all Reliance retail outlets in India and an ambitious solar project in Africa.

Within Minale Tattersfield’s Energy offer is a Certified Energy Efficiency engineer who is available to advise on projects. He assesses clients’ current energy usage and recommends savings. This drives blue sky thinking at all points to create more informed and future-focused initiatives at each stage. As Davis sums up, “Whilst we applaud any step in the right direction, we all have to recognise that within this industry, there will always be more that can be done. And it’s up to us, as problem-solvers and experts, to work with our clients to find the best solutions for everyone.

© Copyright by Minale Tattersfield Design Strategy

Pace is Face of Q8

Q8 was acquired in October 2004 by Refined Holdings, parent company of Pace Petroleum, and is now being operated by Pace Petroleum. While Q8 branding is remaining in place until the end of current dealer contracts, the retail and distribution operation is gradually being renamed Pace Petroleum Ltd.

According to Pace, they attribute their strong heritage in the UK market to having been developed originally in the 1970s by Victor Gauntlett, the motor industry entrepreneur. The original Pace Petroleum was one of a number of companies purchased by Kuwait Petroleum in 1986 and it then traded under its Q8 name here in the UK. In October 2004, KPGB was purchased by Refined Holdings, bringing the Pace Petroleum name back as a brand presence. Another Q8 divestment was the sale of the Q8 Thailand network to Petronas in 2004.

August 2006 © Minale Tattersfield

The Station WIth No Name

The Battersea prototype for Shell's new design, RVI 2, shows several key adaptations, revealing an updated image for Shell. Most significantly, the Shell name does not now appear on the canopy - the identity relies solely on the symbol. This is clearly driven by two factors - its non-English speaking markets and the fact that the Shell symbol is so well recognised that, arguably, it shouts louder when it speaks for itself.

In this, says David Davis, lead creative behind RVI 1 and Head of Energy Sector at Minale Tattersfield and Partners, it is following a similar philosophy to the BP Helios sun. Oil companies are following the trend in softening their images, playing down global domination and 'big brother' associations and recognising customer and shareholder concerns with the environment and social ethics.

The design complements this approach with a much greater use of white - giving a cleaner, crisper look. But as Davis notes, ˜The white brings out the Shell colours of red and yellow in a fresh and modern way but will suffer from maintenance issues over time. Today's cities have real problems with airborne pollution and keeping the white clean will be a challenge.

The new design also departs from the 'S' shape canopy in favour of a more traditional, back-illuminated acrylic fascia. The RVI1 was recently re-engineered to accept LEDs which are a low energy, low maintenance product, says Davis, so in this respect, it feels like a move backwards that this design relies on flourescent tubes as a light source."

Other cost-saving experiments include non-illuminated spreaders and the Select shop being dropped in favour of a regular Shell shop. Davis believes that dropping the Select brand flies in the face of industry best practice which aims to differentiate the food offer from the fuel offer. It will be interesting to watch its progress.

Shell are also experimenting with a tended serve at certain periods only - a practice which hasn't been seen in the UK for years and which, again, will be monitored with great interest.

© Copyright by Minale Tattersfield Design Strategy

Mobile Petrol Stations

On the outskirts of Kuala Lumpur can be found the latest transportable station which is operated by Petronas. The unit is based on an Elf unit that has been around for a number of years. Despite public acceptance of road tankers on roads all over the world, mobile filling stations are rarely seen. Perhaps this is due to a safety concern over above-ground tanks. However, by using concrete filled double skin arrangements, tanks can be made perfectly safe - literally bullet proof. In fact, above ground tanks are environmentally superior to below ground tanks in respect of leak monitoring and coping with high water table situations.

 

Jamie Thompson, former London Fire Brigade, and now independent fire safety consultant is a highly respected authority on the subject. According to him, when armed with the latest technology fire fighting / monitoring systems, above ground installations can be sanctioned. The Agip "Winged" mobile station temporarily based in Prague a few years ago generated much interest around the world.


Most of this interest came from operators wishing to establish a network quickly and cheaply on short lease sites that may be too small to be considered for a regular station. The necessary monitoring / safety systems that are required do not necessarily make mobile petrol stations a cheaper option. The Mintat G3 range of mobile filling stations has again received much attention but overcoming planners' predjudices is still proving a great hurdle.

© Copyright by Minale Tattersfield Design Strategy

Minale Tattersfield Update KNPC Branding and Forecourts

Design by Minale Tattersfield

Kuwait National Petroleum Company is relaunching its branding and forecourts environments, following an 18 month overhaul by London design consultancy Minale Tattersfield & Partners. The consultancy was appointed to the work after wining a three - way tender against a UK and US consultancy in 2003. Led by Minale Tattersfield Partner and petroleum brand specialist David Davis, the project includes a redesign of the petrochemical group's visual identity, as well as all aspects of its design forecourts and five sets of detailed manuals, covering: design, branding, architecture, engineering and mechanical guidelines.


In the initial stages of the projects the consultancy was not briefed to redesign the branding, explains Davis. 'The brief was originally written by engineers, rather than a marketing team, and didn't specifically say there was to be a new identity with the rebuild stations,' he says. 'We had to explain to them that the identity can express so many things.' Owing to its nationalisation by Kuwaiti government in 1975, KNPC's current marque feels more institutional rather then consumer - oriented, suggests Davis. Retaining the red flame emblem of the pervious identity, the redrawn logo, also introduces a green flame symbolise the company's environmental aspects. 'Kuwait was once one of the more progressive of the gulf countries 20 years ago, but the United Arab Emirates has since taken over.

The rebrand of a national petroleum company is a chance to catch up,' adds Davis. The overhaul, launching this week comes as the Kuwaiti petroleum retail sector is being part privatised. KNPC stations now take a more customer oriented approach, introducing a suite of sub - brands that includes convenience stores, car washes and lubrication services. According to Davis, the aim is for the specially branded services to generate greater profits from each station. The focus is shifting from the previous notion of a short stay 'oil depot,' to somewhere, where customers are encouraged to stay. 'As you privatise the network you need to make it more profitable with theses sub-offers,' says Davis. Minale Tattersfield also produced site layouts for KNPC's attended service and self - service applications. It ran the project from its existing office in Kuwait city.

July 2006 © Minale Tattersfield