Job no:82185(CTP) Title : RP-Logolounge 2 Client : Pro-vision
175 Size : 228.6(w)279.4(h)mm Co : M6 C0 O/P: CTP
Dept : DTP D/O : 27.08.04 (Job no:000000 D/O : 00.00.01 Co: CM0)
For twenty years, WRQ had one core product, which treated the
privately owned company well throughout those years. But the
900-plus-employee firm had to do a self-evaluation on the advent
of its two-decade anniversary. Purchases of its single product—
a software program called Reflection that allowed PCs to con-
nect to mainframe computers to retrieve information—were in
steep decline, due to the fact that not many people purchased
mainframes anymore, and most who did were already satisfied
WRQ had to find a way to leverage its technology and expertise
to open up new opportunities. Eventually, the company pur-
chased a firm in the Netherlands that had a complementary prod-
uct—software that would eventually be marketed under the name
WRQ Verastream. It provided a critical link to an emerging soft-
ware market called Enterprise Application Integration, which
allows disparate and proprietary mission-critical systems to be
connected to one another—an important ability when companies
find that the new inventory management system can’t share use-
ful data with its e-commerce application, for example.
It was a time of dramatic transition for WRQ. It moved into a new
product space, and a new culture was moving in—literally. There
was new leadership and a new product, as well as a rash of lay-
offs due to the technology bubble beginning to burst. If WRQ was
going to thrive, management realized it needed a new approach
to how it managed its corporate identity and a strategy for how it
spoke about its products.
The company’s old logo, a triangle built from bars representing
earth, air, and water—all representative and appropriate to its Seat-
tle home—had little as it pushed further into the global marketplace.
Factor Design, San Francisco, California
Jeff Zwerner, partner and creative director of Factor Design, a
design ﬁrm with ofﬁces in San Francisco and Hamburg, Germany,
says his ﬁrm was called in to develop a symbol that embodied the
new business strategy related to its transition toward Enterprise
Application Integration—of companies, of employees, of manage-
ment, of product, and of technology. It was an interesting chal-
lenge, he notes, because although Factor Design is known for its
high-touch, emotional work, WRQ is a company that deals with the
intangible and often impersonal world of technology and software.
Factor’s solution was pure: two interconnecting forms that could be
used alongside the WRQ name, the two product names, or any
future product names to strongly connect the corporate source
brand with the sibling product brand. Through use of color, separate
products could be distinguished. Even better, the secondary design
language could be taken apart and extrapolated into myriad design
applications, furthering the brand’s visual identity through artistry.
“The identity was designed to be flexible,” Zwerner says. “The
shapes can be used independently, as a supporting system.
When we presented the program to WRQ, we also presented how
the design language could evolve over the next ten years without
altering or adding to the core palette of colors or design language.
It is simply a matter of dialing up the use of certain elements and
dialing down others to place the emphasis on pertinent parts of
the WRQ story.”
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