Positioning a printing
giant for acquisition


Listed on the Warsaw Stock Exchange, Poligrafia was Poland’s third largest printing business. Its equipment and capabilities surpassed most of its West European rivals, but its brand and communications lagged far behind. As part of a strategy to attract and secure a global buyer, we rebranded the business from head to toe.

  • Brand strategy
  • Brand identity
  • Corporate website
  • Livery, signage, interiors
  • Culture change program
  • Employee comms

The challenge

With their sights set on selling the business, the brief from Poligrafia’s exec team was clear: Transform the organization into an entity that looked and operated like a global business without losing sight of the commercial benefits provided by an Eastern European location and heritage. To ensure internal buy-in and cost-efficiencies, they also asked that in-house teams play a key role in delivering the change.


Our solution

To achieve its goal, the rebrand needed to be more than just a face-lift. We took a deep dive into the business to explore four key issues: marketing, market context, organizational culture, and potential acquisition criteria. Our research identified two strategic blockers to change: a regional marketing focus and a traditional, hierarchical culture not geared to the pace and communication standards of a global business.

Informed by the research, we worked closely with the exec team to develop a new proposition, values and vision. Messaging centred around the business’s global connections, industry-leading capabilities and strategic locations.

Visually, we evolved rather than transformed the brand identity as it was well recognised across Europe. To do this we developed the logo and introduced a brighter version of the existing colour palette. We also brought in new typographic elements, an employee-focused approach to imagery and visual devices representing paper speeding through the printing press.

To efficiently rollout the brand and increase engagement with the process, we set up an internal ‘Brand Delivery’ team. They supported us by designing certain items from template, managing production and acting as internal champions for the programme. We also worked in collaboration with a people and culture change consultancy to address some of the culture issues we’d identified earlier in the programme.


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