Doing a hard thing well:
How Gett went about its bold rebrand


John De Pree & Shai Agami

VP Global Brand & Head of Design @ Gett

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, but 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 and this formed the foundation of Gett’s ambitious new idea.

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 far from streamlined and was overly complicated.

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 change 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 they created their future; how the company defined their goals, and how it all aligns into 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 future growth of Gett. This required a thorough understanding of what was happening in each region and evaluating the company positioning in each of its markets.

The next step to convince the CEO, had the Gett team comparing the way the company was ‘speaking’ to its audiences in each region. They found differences in both practices and tones between each of the three regions:

• A lack of uniformity in the art-work and graphics
• When viewed together, 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

This left Shai and the team recognizing that they needed to separate strategy from identity, keeping a local strategy but 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 bold story
• Detailed and stringent branding guidelines, enabling the teams and designers to maintain consistency

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. They consulted with senior management, B2B teams, creative teams and marketing experts from B2C departments about Gett's current values, positioning and unique proposition, in order to identify similarities and differences between departments.

They then presented them with a set of questions:

• What character traits did the company want to aspire to?
• 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 then needed to be converted into ‘design principles’ that would guide the creative team and validate their choices.    

When planning a new step in the process or design elements the team were to ask themselves:

• Is this aligned to our design principles and does it reflect who we aspire to become?
• Are we warm and inviting in our design?
• Are our designs elegant?
• Are we being bold enough in our design? - Bold will make people stop and take notice. Gett strives to be unique in style because we believe that our service is unique.

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 organisation and has launched the rebranded website. Q1 2021 will see the logo change - and 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:

• One person should oversee the whole process and connect all the dots
• Give yourself a realistic timeline, and do not rush the process
• If possible 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