Revitalizing a Legacy
About the Project
In November of 2016, Hawkeye was tasked with revitalizing a legacy that spanned 145 years and was one of the founding fathers of the modern day oilfield, BJ Services. From selling the very first ‘deep well turbine pump’ to Pabst Blue Ribbon in 1901 to becoming the largest North American Pressure Pumper in 2017, BJ Services meant a great deal to oilfield families across the continent.
The BJ Services identity had seen a number of transitions over the decades. While there are multiple iterations of the BJ identity, the BJ initials had shown the staying power that is so elusive for many brands. Hawkeye focused on retaining the most memorable and identifiable attributes of the BJ badge, while refining the approach to the geometry and positive / negative space relationship.
With the rebirth of the organization, hyper-focused publication announcements clearly established the brand as the industry alternative to the status quo.
When BJ Services was brought back to life, it was reminiscent of waking up from an 8 year slumber. There was not a single written word or photograph, application or website that was owned by BJ Services. Everything done in the eight years of being owned by Baker Hughes, still belonged to Baker Hughes (now BHGE). From a brand perspective, it was a completely blank canvas. From a stakeholder perspective, that canvas needed beautiful paint, yesterday.
Guidelines and toolkits were developed to insure the efficient rollout of the identity across multiple systems including comprehensive signage spanning twenty two locations across North America, the execution of brand standards across the entire BJ fleet of vehicles, and all apparel and uniforms for employees.
Additionally, all pre-existing and future service offerings were reframed in the context of the new BJ Services both internally and externally. This included all of the existing product offerings in terms of fluid technology, as well as new advances in the digital space and campaign driven content.
Conclusion
The speed that was required for the execution of the brand across so many channels was only achieved through adaptive problem solving and committed multidisciplinary teams. The success of each brand asset was measured in how usable and useful it would be to users that would engage that asset. This user-centric foundation enabled teams divided geographically to execute the brand in concert extremely quickly, in a measurable and impactful way. What resulted was the successful startup of an organization that went from zero to enterprise in less than one year.
