Method

DivX

Known for its video compression technology and media player, DivX needed a rebrand to coincide with the development and release of their new TV product, DivX TV. In addition to developing this new product's positioning, Method partnered with DivX to define a strategy, and create a new expression, for emotionally connecting the DivX brand with consumers and partners alike.

Challenge

DivX has come to be known for only one of their products: the video player. With a new TV product launching, it was time to communicate the product's position as well as create a stronger parent brand that would clearly differentiate DivX and connect with their audience.

Approach

The goals of the project were to develop a new brand positioning, messaging and visual language that clearly articulated the value differentiating DivX from its competition, helped the brand better resonate with a consumer audience, and made it easier for the DivX sales team to sell and renew licensing deals. Additionally, the DivX TV product itself needed to be positioned in the marketplace and the identity, user experience, user interface, and marketing tactics created.

Method began with in-depth, qualitative audience research to gain a deeper understanding of the needs and wants of the target DivX consumer. We then defined the product architecture, established product naming guidelines, and developed the brand platform. We also formulated an implementation plan and tool set for internal education so that the brand's message and benefits were clear to DivX employees. Finally, we created a holistic and extensible identity system, beginning with the DivX corporate logo and extending to all brand and product touchpoints, including the DivX TV product identity and interface.

Outcome

The end result was a newly refreshed and vibrant DivX brand with a clearly defined DivX TV product. The rebrand was launched in October 2010.

Method offers a rational and intuitive approach to solving complex brand challenges in all traditional and digital media.

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