Blue Yonder takes a myriad of data sources and using AI, predicts with an extraordinary degree of accuracy the level of demand its clients can expect for their products. At the time the brand was transitioning from serving a multitude of sectors to focussing on just one – retail. It’s a sector that can be characterised as insular, with retailers preferring to deal with brands already serving sector. This meant a wholesale change in the way the brand behaved to talk the language of the sector, to be seen as part of the fabric of retail. Amongst the changes instigated were to stop leading with messaging about the data science and start focussing on the solutions that data science could deliver. In effect, Blue Yonder can reduce operating costs and increase margins -and it can do this using data science and AI - so it’s relevant to retail and differentiated from competitors. So, the resulting strategy helped the brand to stop focusing on the science and start to focus on the problems the science could solve. The brand and marketing materials (web site, brochures etc) were completely redeveloped to reflect the retail world to feel like it was part fabric of retail through its choice of language, imagery, and identity. And it worked. The first integrated demand generation campaign exceeded its KPIs by 400%. Since then, the brand has been bought by JDI, a global supply chain software firm that liked the brand so much they re-branded to Blue Yonder! "Bruce worked with the management team to develop a brand strategy that enabled Blue Yonder to better focus on the retail sector as a target market. He then managed the implementation of that brand strategy across our marketing communications programme". Uwe Weiss, CEO, Blue Yonder