2022年10月13日

金融科技初創公司DiviPay的創始人解釋了向Weel的轉變，以及員工的認同和品牌智慧所需要的傳遞。丹尼爾·克尼茲和拉塞爾·馬丁在五年前創立他們的金融科技初創公司時，他們認為自己找到了一個完美的名字。該公司的服務旨在幫助人們分開支付——字麵上的“分攤”賬單——所以DiviPay似乎完全合適。然而，就像創業公司經常發生的那樣，DiviPay所麵臨的機遇迅速將公司帶向了新的方向。一開始隻是為消費者服務的工具，很快就演變成了為中小企業服務的公司卡和支出管理平台。克尼亞茲告訴首席營銷官:“在達到今天的目標之前，我們在過去的五年裏經曆了許多‘轉向還是堅持’的時刻。“但我們從不認為改名是要解決的最大問題，所以它就一直存在著。然後，隨著我們產品的發展，我們的目標客戶確實發生了變化，我們擺脫這種傳統是有道理的。”當Kniaz意識到他的公司被不恰當地歸類為“先買後付”服務時，這種需求變得更加強烈，而公司的名字也未能傳達出他所尋求的溢價定位。克尼亞茲說:“我們有非常優質的產品，我們也賣給相當老練的買家——小型企業和現在更多的中型企業的首席財務官——所以我們希望擁有一個比以前更成熟的品牌。”改變品牌的決定已經確定，接下來的決定是用什麼來取代它。 “We wanted something that fit into the category of 'more bold',” Kniaz says. “You can look at SaaS products and fintech companies all around the world, and if you remove the name, and they all look very, very similar. “We really saw creating a strong brand as an opportunity to create competitive advantage, so we wanted something that was a little more distinctive and didn't just look like the myriad other fintechs. And then we wanted a colour pallet and a design framework that we could really own and would be a little more timeless.” Realising help was needed, the company engaged the services of M&C Saatchi-owned creative agency, Re Design, which previously worked with Optus and the Commonwealth Bank, to create an entirely new brand and visual identity. In addition to his brand aspirations, Kniaz says practical considerations played a strong role in the brand's development, especially given the company's global ambitions. “We needed a name that from a practical point of view could be trademarked and used around the world, and then something that was easy to understand,” Kniaz says. Numerous concepts and names were considered before the company settled on Weel, with a logo constructed from card-shaped objects arranged in a wheel and presented in a bold green. While Kniaz says the company has opted for a name that is more abstract than functional, it aligns with the brand values of 'collective accountability' and 'moving money forward'. “The logo itself is made up of a bunch of cards, and from there we pop out the different features and functionalities we offer,” Kniaz says. Employee buy-in Just as important as the rebrand is how it has been communicated to the Weel team. “You may have a great product, but the first thing people make a judgement on is their first interaction,” Kniaz says. “If you look like a premium product, you need to back that up. “We worked with Re on this in quite a lot of detail, on 'what do we say', and more importantly, 'what do we not say'. So it was all about aligning the team to the brand guidelines and making them really, really clear, and having a really solid process.” With the new brand in place, Kniaz is hopeful it will provide the scope the company needs to support expansion and development, which includes ambitions for Southeast Asia. He also believes it will help ensure the company remains aligned to its mission as it moves through its next phase of growth. “The things that helped us be successful when we were 10 people aren't necessarily the things that are going to help us be successful at 50 or 60 people,” Kniaz says. “We have a more diverse group, so we need to make sure we create a set of values that resonate with everyone and with the stage we are at. “Doing the rebrand was a great forcing function for us to look at those values.”