Superunion is a revolutionary creative company.

We believe in the power of ideas to create positive, meaningful change.

What is the world you want to see and what is your role in it?

The change you want to make

How do you define the progress you want to make? 

The value you want to create

How do you engage and inspire those around you to be a part of this change?

The people you need to inspire

We focus on:

Expertise

A leading advocate for creativity in business thinking, Jim is inspired by the pursuit of original and thought-provoking solutions to big problems.

Jim is Global CEO of Superunion and leads its team of 750 people across 12 countries. Having spent the first fifteen years of his career client-side in product and marketing leadership roles at companies including Levi Strauss and Converse, Jim switched to the agency world, joining a WPP company, in 2001, initially working as a brand strategist before taking his first CEO role in 2005. He conceived and led the formation of Superunion from five legacy agencies inside of WPP in 2018. Jim is motivated by the pursuit of creative solutions to complex business problems and is a trusted advisor to many global brand leaders and CEOs.


Global CEO

Jim Prior

Creativity sits firmly at the heart of Superunion, and Greg is its champion.


For the last 30 years, Greg has contributed significantly to our reputation for creative excellence. He has personally won over 250 awards including top honours at D&AD, Cannes Lions, Clios, New York Art Directors Club, Design Week, DBA Design Effectiveness and the New York Festivals awards.


His work has spanned a wide variety of clients including AirAsia, Jaguar, The Connaught, Ferrari, London Symphony Orchestra and The National Gallery.


He is the co-author of a comprehensive update of A Smile in the Mind published by Phaidon Press, a book which analyses wit within advertising, design and brand.


Greg loves judging and regularly joins international award juries, and is also actively involved in D&AD design education.


Global Chief Creative Officer

Greg Quinton

Nicky is inspired by the union of people, brands, business and society and what they can achieve.

Nicky heads our global community of client leaders, focusing on how we understand our clients’ needs in order to drive business and brand value.
She brings extensive brand and marketing experience to Superunion and leads our global partnerships, in addition to advising a number of clients across our network.
Nicky has over 20 years of international branding experience and has worked for Wolff Olins, Siegel & Gale and Lambie-Nairn across a wide range of regional and global clients including AMEX, Eurotel, BAA, BAT, Heathrow Express, Caterpillar, Bell Atlantic, O2 and Wunderman.

Nicky is passionate about how culture and brands align and loves the constant challenges that working with global clients brings.


Global Chief Client Officer

Nicky Nicolls

Tom knows that adding unique value to our clients is the essence of the Superunion offer.

Tom is responsible for building Superunion’s knowledge and skills across all markets, establishing the way we deliver them to our clients and defining how our offer continues to evolve in the future.

With a background in psychology, Tom has worked in corporate communications for the past 20 years and formerly served as Addison Group’s CEO for over a decade.
He has worked on a broad range of projects with a variety of international clients including AstraZeneca, British Land, Diageo, Swiss Re, FIFA, HEINEKEN and Unilever.


Global Chief Strategy Officer

Tom Robinson

Holly believes in the power of creativity and humanity in business.

Holly leads Superunion London team, with responsibility for growth of our business in the UK and relationships with clients that include Coca-Cola, IAG, Nestle, Tesco and Vodafone.

She joined Superunion in 2019 from BBH where she was Managing Partner. Prior to that she held regional Business Development roles at Anomaly and isobar where she was also Head of Account Management with responsibility for Clients including Google and Three. Holly held further Client Leadership roles at CHI&Partners and McCann London working with News International, Argos, Unilever, Nestlé and Bacardi-Martini.

Holly also works as an advisor to the domestic violence charity Refuge.


CEO, UK

Holly Maguire

Mick believes in creating amazing experiences for our clients and building teams that can solve any creative problem a brand may have.

Mick leads the Superunion New York-based team, with responsibility for the growth of our business in North America and our relationships with clients such as Bank of America, NASA, Move United and Michael J. Fox Foundation. 

Mick joined Superunion in 2021 from Lippincott, where he was Partner of Design. Originally trained as an architect, he has worked on projects including the Yas Hotel in Abu Dhabi and held a number of senior roles in the architecture industry. He then moved into the world of design, becoming Executive Creative Director at digital agency R/GA, followed by Head of Creative, North America at Samsung (SEA), Design Director, North America at Starbucks, Global Head of Design at Chipotle, and Senior VP, Global Head of Innovation and Strategy at WeWork. 

CEO, North America

Mick McConnell

Monica's ethos is that if you feel it’s in control, you are not moving fast enough.

As a member of the Superunion executive team in Asia, Monica helps to define research and strategy for both Chinese and international brands.

She has worked with brands like China Mobile, COFCO, China Resources, Tencent, Guangzhou Automobile Company, Qingdao Beer, PICC, ICBC and Mengniu on issues ranging from strategic positioning, value propositions and brand management to visual identity systems, package design and communications strategies.
Monica most recently served as the Chairman, Asia for Brand Union.

She is a lecturer at the MarCom association, helping brand managers understand brand connotation and communication, and has been a member of the Global Fellowship Program of The Aspen Institute since 2016.


Chairman, Asia

Monica Lee

Connectivity is what makes Superunion thrive, and Benedict is passionate about forging deeper bonds between our people, our clients and their customers.
 
Benedict is responsible for building Superunion’s reputation and business across Asia.
 
Since moving to Hong Kong in 2011, Benedict has worked with many of Asia’s leading brands including Samsung, Alibaba, Tencent, HSBC, Coke, Shangri-La, Cathay Pacific, and the Hong Kong Stock Exchange.
 
Benedict has a long history with Superunion, initially with the strategy team in London, subsequently as Managing Director in Hong Kong, and as regional CEO since 2018.
 
Benedict has an MA in French & Spanish from Edinburgh University, an MA in Brand Development at Goldsmiths University and also qualified as a solicitor with one of the world’s leading law firms.


CEO, Asia

Benedict Gordon

Pilar believes that the power to connect people and businesses is at the heart of any great brand.

As Managing Director of Superunion in Madrid, Pilar leads corporate integrated branding projects for local and international clients of key sectors in the Spanish economy such as banking, insurance, airlines, energy and professional services.
She previously oversaw the launch, business and team development of Brand Union Madrid since its establishment in 2002.

After graduating in Communications, Pilar developed her entire professional career in communication, advertising and brand management within Interpublic and WPP Groups working for McCann Erickson and JWT.

She has been actively involved in branding and communication education for 20 years.


Managing Director, Madrid

Pilar Domingo

Alex fosters the entrepreneurial, client and talent-focused approach that ensures the network’s growth.

As Superunion’s Chief Financial Officer, Alex oversees finance, operations, risk management and technology.

A Chartered Accountant, he trained with KPMG in London and has worked in the WPP group—predominantly with its branding agencies—since 1999.


Global Chief Financial Officer

Alex Spark

In the words of Vince Lombardi, Angelique believes in the "individual commitment to a group effort - that is what makes a team work, a company work, a society work, a civilisation work."

Angelique is responsible for leading operations for Superunion Netherlands. She joined the organisation at the beginning of 2019 as COO, taking over leadership of the agency in the second half of 2020. 
Previously she was CEO of Salesforce Marketing Cloud agency Growing Minds and COO of the Dutch agency operations of Saatchi & Saatchi and Publicis Groupe. As an entrepreneur, she founded two digital agencies and also worked on the client side setting up the e-commerce operations of HEMA.nl, one of the leading retail brands in the Netherlands. 

With her background in client services, finance, and operations and experience in disciplines including design, digital, advertising, CRM and e-commerce she can be truly considered as a versatile leader advising clients at any level of the organisation. 

Her client relations include blue chip brands such as ASML, Samsung, L'Oreal, ABN AMRO, Randstad, HMS Host and KPN. 


Managing Director, Netherlands

Angelique de Hont

It’s said that creativity is intelligence having fun, and Mathew brings all three to the brands and people he works with.

Mathew is the Managing Director for Superunion Africa, leading a team of 50 branding professionals working across the continent with long-term clients including Standard Bank, Vodacom and AB InBev.

He started his career working on Nike at Wieden+Kennedy, and then moved to Ogilvy London where he worked as a planner on global accounts including Unilever, Samsung and Ford.

In 2008, Mathew moved from London to South Africa to co-found the Cape Town office of Coley Porter Bell as Strategy Director, which was incorporated into Brand Union in 2011 when he was made Managing Director.

He has a degree in English Literature and a diploma in Strategic Marketing from Cambridge. He sits on the Board of the Brand Council of South Africa and is an Advisory Board member of the Vega School of tertiary education.


Managing Director, Africa

Mathew Weiss

Marcelo believes that removing the boundaries between disciplines leads to creative solutions.

Marcelo leads Superunion in Brazil and works closely with the strategy, retail and creative teams, ensuring that specialists work side-by-side in an interdisciplinary approach and with an innovative way of thinking.

As the partner and co-founder of Epigram Brand Union, he combined more than 20 years of experience in branding with a in-depth knowledge of consumer behaviour, consumer journey and sales channels.

Marcelo studied architecture and has a PhD in semiotics in the field of information technology. He also has executive education from Stanford University.

He has been awarded for his efforts in the design and communication for spaces both in Brazil and abroad, specifically with the Brazilian Design Biennial, Wave Award, Globes Awards, POPAI and VMSD for Americas, among others.


CEO, Brazil

Marcelo Bicudo

LEADERSHIP

Leadership

Allianz

Audi

Bank of America

BBVA

Ferrari

Ford

Isuzu

Jaguar

Land Rover

Lotus

Mazda

Pirelli

Porsche

Toyota

Volkswagen

Clients

Cannes Lions

D&AD

Art Director's Club

New York Festivals

Clio Awards

Transform

Digital Impact Awards

Corporate & Financial Awards

Brand Impact

Webbys

medium_awardsSection.png

small_awardsSection.png

thumbnail_awardsSection.png

RECOGNITION

offices

Bronze

Merit

Silver

Shortlist

Grand Prix

Notpla

Gold

Honorable Mention

Wood Pencil

shortlist

Design Agency of the Year

Collaboration Pencil

Finalist

Highly Commended

Honoree

Best in Discipline

Winner

Unlike some aspects of sustainability reporting, !! :)

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Mick McConnell says TikTok's algorithm offers potential for brands to leverage their qualities and drive innovation.

TikTok has captured attention like few other competitors, surpassing two billion downloads to become the [most downloaded app of 2020](https://blog.hootsuite.com/tiktok-stats/). While [75% of downloaded apps](https://buildfire.com/app-statistics/) are used once and then forgotten, 90% of TikTok users access the app daily. In the US, TikTok users spend more than [850 minutes per month on the app](https://www.omnicoreagency.com/tiktok-statistics/). 

So what is the primary reason behind this astronomic growth? One might think it is naturally the content. From ping pong tricks to dance tutorials, history trivia to smiling otters - there are no empty shelves in its vast video library. Or one might think it could be TikTok's ability to spark viral trends - often through popular dances and memes. Elaborate 'in-jokes' that bounce around the world in a never-ending iteration of one-up-manship, with each creator adding their own twist.

Both are defining factors in TikTok's success. But they are not the reason for it. The most powerful influence operates less overtly. It is the unseen essence that pulls these assets together. The secret sauce which supercharges the brand is its algorithm. 

#### A chainsaw in a garden maze

Humans are complex creatures. We exist on a broad spectrum of interests and preferences, influenced by a myriad of people and things. 

Figuring out who we are and what we like is a tough enough task for most. It's like wandering through a giant garden maze; you can follow a certain path and decide to turn left or right - and never know the other potential routes running parallel. 

TikTok's algorithm - internally named 'For You' - offers users a chainsaw in this maze. Unlike any other social media or entertainment app, TikTok cross-pollinates worlds and ideas, blending them seamlessly into a user's timeline. It allows users to explore themselves, as much as the content it offers. 

Unlike Facebook, LinkedIn or Instagram, it doesn't lump users into mass communities based on surface-level engagement. TikTok holds a mirror up to the user, and twists and turns the angle to reveal new perspectives - a real "self-actualization engine". It engenders openness - striking the different balance between the curiosity for the unfamiliar & the safety of the familiar. 

TikTok takes a holistic view on a broad Venn diagram of user interests and bridges the gaps between categories. There is a great article by Jess Joho where she explains how the TikTok [algorithm recognised she was probably bisexual before she did](https://mashable.com/article/bisexuality-queer-tiktok). 

The algorithm is the real MVP in TikTok's success. And there is massive potential for brands to leverage qualities and drive innovation across industries. 

#### Embracing a curious code

TikTok's algorithm empowers and encourages discovery. This is a highly unique capability. And one which brands and businesses should embrace. 

In the music industry, the influence of TikTok is clear. Much of the music in the charts can trace the [origins of its success to TikTok](https://www.techradar.com/uk/news/tiktok-is-changing-the-rules-of-the-music-industry). A viral clip is the best marketing boost a track can get - just ask [Boney M](https://www.billboard.com/articles/business/chart-beat/9528565/inside-boney-m-rasputin-resurgence). Users trust the algorithm to provide this. [80% of those on TikTok say](https://www.tiktokforbusinesseurope.com/news/new-research-reveals-how-tiktok-is-changing-the-music-industry) that it is the #1 place for music discovery - more than other digital platforms, streaming services and friends. Over half (56%) say that discovery happens naturally in the 'For You' feed. 

In the games industry, upstart studios and brands are able to compete with infinitely bigger competitors via TikTok - as the algorithm introduces new games to users who would've never traditionally found them. Splitgate is a strong example of this. The game has to compete with the likes of Call of Duty, Fortnite and Halo in the FPS genre - historic titles with huge marketing budgets. But this small project cut through by naturally emerging on the feeds of gamers on TikTok. In July, the game saw a 1000% monthly growth. It grew from 200 concurrent players to over [200,000 in a matter of weeks](https://www.reddit.com/r/Splitgate/comments/ovcucp/splitgates_growth_explained_by_one_of_the/). When it [was released on console at the end of the month](https://venturebeat.com/2021/07/20/portal-style-shooter-splitgate-surpasses-600000-downloads-on-console-in-first-week/), it surpassed 600,000 downloads. 

You can see similar opportunities in the fashion and beauty space. Brands here have the chance to get ahead of the trends - rather than simply following them. Instead of chasing what is popular on social media, these brands can leverage the algorithm to know what people like before they like it. Tiffany recently solicited [the prolific pair of Beyonce and Jay-Z](https://www.theguardian.com/fashion/2021/aug/24/tiffany-beyonce-jay-z-ad-campaign-yellow-diamond-rebrand) to promote a new product range and entice younger audiences. I would argue that brands are missing the mark here. Instead of speaking to 'young' people as a mass group and identifying the appropriate superstar to broadly cover that huge market - could these brands identify a more personalised, engaging route? TikTok's algorithm offers brands a chance to gain a more pervasive understanding of their audience - and more importantly their parallel interests. 

Engaging parallel interests is something the travel sector can make more of too. What are the surrounding topics and interests which inspire people to go on holiday? How can you authentically engage with these sister spaces and categories, and provide content which puts your brand or service front of mind? Can you predict the best holiday location for a user's honeymoon based on their algorithm? 

> "TikTok is more than a collective of viral trends and videos. Brands can't simple dance their way to success on the app. Instead, they should focus on the incredible discovery the algorithm encourages, empowering users to unveil their interests, blending curiosity and familiarity like no app or service before it. As long as industries continue to work alongside the app and focus on the "we" over the "you", they risk being usurped."
>
> *— Mick McConnell, CEO, Superunion North America*

First published in [CEO Today](https://www.ceotodaymagazine.com/2021/09/how-tiktoks-algorithm-is-changing-the-game-across-industries/).


It’s long been touted in entrepreneurial circles that failure is a precursor to progress.

To reap the benefits of technology, we must experiment, we must take risks, and occasionally we must fail. But while it’s true the rise of digital tools, platforms and AI bring new opportunities for business and for society at large, they also bring unprecedented risks – [data breaches](https://www.businessinsider.com/data-breaches-2018-4?r=US&IR=T), [environmental hazards](https://www.theguardian.com/sustainable-business/human-environmental-cost-new-technology), even a [robot takeover](https://www.vanityfair.com/news/2017/03/elon-musk-billion-dollar-crusade-to-stop-ai-space-x) if you’re to believe the most cynical of futurists. If realized, these threats could quickly sound the death knell for any company. Yet many businesses not only survive post-catastrophe, they thrive.

Why is it companies like [Samsung](https://www.businessinsider.com/how-samsung-overcame-its-galaxy-note-7-fiasco-2017-10?r=US&IR=T) and [Volkswagen](https://www.ft.com/content/a6e96424-18b2-11e8-9376-4a6390addb44) maintain consumer confidence through failure while others like [Wells Fargo](https://www.pymnts.com/legal/2018/wells-fargo-class-action-lawsuit-fake-accounts/) and [Facebook](https://www.adweek.com/performance-marketing/consumers-dont-trust-facebook-with-personal-data-survey-says/) suffer? The answer lies in how they’ve built their brands. To succeed in a world that increasingly values novelty, brands must act as a failsafe for the unpredictable nature of the digital age.
 
#### KNOW YOUR STRENGTHS, AND WHEN TO RELY ON OTHERS'

Today’s digitally-driven challenges are more complex and intangible than ever before. Most people don’t understand the ins and outs of cloud computing, nor do they have the time to read through seemingly unlimited terms and conditions. They’re given a simple choice: trust a brand knows what it’s doing, or go elsewhere. To build trust, businesses must clearly define their core proposition and foster the expertise necessary to achieve it, even if that means depending on other brands.

In a bid to catch-up in the race for autonomous vehicles, Toyota recently announced a $500m (£388m) partnership with ride-sharing company Uber. The advantage is two-fold: Toyota secures a guaranteed distribution channel in Uber’s vast network, and Uber benefits from Toyota’s reputation as the [most trusted mainstream automaker to bring a self-driving car to market](https://www.autolist.com/news-and-analysis/consumers-trust-tesla-most-for-self-driving-autonomous-cars) (second only to Tesla in a study conducted pre-Muskian meltdown). Particularly relevant as Uber looks to rebuild trust after a fatal self-driving car accident in Arizona last year. Both companies are leveraging the other’s brand associations – Uber’s technology and Toyota’s reliability – to strengthen their own offer.
 
#### FAIL OUTSIDE YOUR CORE COMPETENCY

These days, all brands should be open to taking calculated risks. For established companies, strategic risks can make your processes more nimble and help you to rebound more quickly from more serious failures. The trick is in making mistakes outside your company’s core competency.

When the emissions scandal broke in 2015, many predicted Volkswagen wouldn’t survive, but last year the company nearly doubled its operating profit. This is largely owed to that failure happening outside of its established brand perception.

Yes, VW made moves to position itself as a sustainable brand, but its core brand proposition was always built on a culture of “cool”. Its strengths lay in its ability to develop a close emotional bond between its customers and products. 

From 'Lemon' to ‘[Milky Way](https://www.youtube.com/watch?v=QPBrN3qJGqs)’ to ‘[The Force](https://www.youtube.com/watch?v=6HugFW8rLZ8)’, VW’s advertising  crafted a personality that inspired cultish devotion among its customers for more than 50 years.

With sustainability as an afterthought, the company was able to position the emissions scandal as a catalyst for internal change, ultimately salvaging VW’s reputation. Had Tesla been caught in the same scandal, the results would have been more devastating and long-lasting.
 
#### BUILD A COMMUNITY AROUND YOUR BRAND

No matter how many farmers’ markets pop up, the majority of the goods we purchase and services we use will be manufactured and delivered by people we’ve never met. This separation between production and consumption is the reason brands were developed in the first place – to build connections that mimic the relationships we had with local producers.

When you think about it, brands themselves are collective constructs, built on shared associations. They help to define meaning, cultures and identities, and so they are a natural anchor for building communities. People can be drawn into groups by the ideas behind a brand, and those communities can be invaluable in protecting a brand’s reputation and building trust when mistrust of institutions is at an all-time high.

Mobile-only bank Monzo directly challenged big name brick-and-mortar financial institutions to become [Britain’s best-rated lender](https://www.theguardian.com/business/2018/dec/01/digital-bank-monzo-best-rated-lender-uk-which-first-direct), despite being accused of loaning customers money to buy its shares. With more than one million active users, Monzo’s popularity has largely been driven by a user-based approach to marketing, inviting its community of ‘Monzonauts’ to contribute to everything from new product features to the company’s name. The result has been [a cult-like devotion](https://www.economist.com/finance-and-economics/2018/02/15/the-digital-upstarts-taking-on-britains-dominant-few-banks) from customers, and a predicted $1b valuation.
 
#### ALWAYS BE READY WITH AN ON-BRAND RESPONSE

Trust doesn’t exist in a vacuum. It’s based upon the belief another party will satisfy expectations. So, sometimes the best way to earn and maintain trust is to respond to consumer concerns in a way that actually reinforces the brand. Do it consistently and authentically and people will come to rely on you, despite  your mistakes.

KFC learned this the hard way. Attempting to cut costs, the brand shifted its distribution contract in the UK from established delivery provider Bidvest to DHL, resulting in the loss of 255 jobs and a chicken shortage that temporarily closed most of its 900 locations. In response to criticism on social media, KFC released a brilliantly on-brand apology, taking out a full-page ad that rearranged its famous acronym to read ‘FCK’. The response was perfectly tongue-in-cheek, reinforcing the irreverence for which the brand had become known, thus restoring trust, and actually strengthening its reputation. 

With so many new platforms, technologies and controversies driving the quickening rate of business and social change, brands need to build trust from the outset and always be prepared to rebuild it when it falters. It’s no longer enough to sit back and react when the crisis hits. Of course, the best way to avoid a tarnished reputation is to prevent failure in the first place. But if done correctly, a strong brand can at least help you fail forward.


Jake Myhre writes in Quartz about how esports can thrive during coronavirus.

There's a quote I like to say to myself when I need some encouragement: "After making all the mistakes, every player has a chance to turn the outcome of the game by making the right moves next."

It sounds like it could have been said by a Premier League soccer player or NFL star; but it's actually from [Zoltan Andrejkovics](https://www.goodreads.com/quotes/7927435-after-making-all-the-mistakes-every-player-has-a-chance), professional esports player of the popular multiplayer strategy game *Dota 2*. 

In the last few years, esports teams, competitions, and players have emerged into mainstream consciousness. Consequently, brands are increasingly looking at the business of esports in the same way they view traditional mainstream sports: as a great opportunity to engage with young sports fans at scale. 

Despite its reputation for packing stadiums and arenas around the globe, esports is well placed to adapt during the COVID-19 pandemic. Unlike traditional sports, live esports tournaments can run fully online effectively. Despite the lack of its usual live audience at the IEM Katowice CS:GO tournament earlier this month, its broadcast [set a new viewership record](https://www.reuters.com/article/esports-csgo-katowice-viewership/iem-katowice-sets-viewership-record-amid-coronavirus-outbreak-idUSFLM3NTQY6), making it the most-watched non-Major tournament of all time. 

Earlier this year we saw major brands including [Nike](https://estnn.com/league-of-legends-t1-announce-partnership-with-nike/), [BT](https://www.campaignlive.co.uk/article/bt-joins-growing-number-brands-sponsoring-esports-teams/1670419) and [Kia Motors](https://esportsinsider.com/2020/01/kia-motors-lec-2020-renewal/) all unveil partnerships with esports teams competing in the 2020 [League of Legends World Championships](https://qz.com/1734610/what-happened-with-league-of-legends/) - a tournament sponsored this year by [Louis Vuitton](https://uk.louisvuitton.com/eng-gb/articles/louis-vuitton-announces-league-of-legends-partnership). 

Although spectators are no longer allowed to attend the tournament, it will go ahead. The roster of influential global brands competing for a share of the spotlight in one tournament for one specific game (albeit a hugely popular one; it garners [more views than the Superbowl](https://www.cnbc.com/2019/04/14/league-of-legends-gets-more-viewers-than-super-bowlwhats-coming-next.html)) demonstrates the appetite of mainstream brands to get involved in the esports industry. With traditional sporting events on hold, fans will be seeking a new form of live sports entertainment to occupy their time and they may well find it in esports. The brands that sponsor sporting events may want to follow these eyeballs and explore a new territory online. 

But why are brands only committing now, when they could have enjoyed a first-mover advantage?

#### Player [BRAND NAME] has entered the game

One of the things that I've observed that surprises people the most about the industry is just how long the sport has been around. For many, it appears that esports exploded onto the scene out of nowhere. But competitive gaming leagues have existed for decades, and the growth of the genre through the 1990s and 2000s - [thanks to the rise of popular tournaments and games that are now considered core to the esports world](https://dotesports.com/news/the-evolution-of-esports-7693) - set the category on a path destined for huge scale. 

In their little-known early days, esports leagues, teams, players, and fans alike were not well understood outside of the gaming community. I've heard my fair share of questions like "How can playing video games be a job?" and "Why would anyone want to watch this?" This lack of understanding limited esports' perceived legitimacy, in turn limiting its ability to appeal to a mainstream audience, as well as to commercial partners. 

Therefore, when commercially ambitious esports leagues came to build their brands, they clung to a point of reference that everyone could comprehend and be proud of, moulding themselves in the image of traditional sports brands. To establish esports' legitimacy, they mimicked league brands from the likes of baseball, soccer and football. 

Across the board, as a result we saw red, white and blue logos, time-honoured tournament terminology, and big shiny cups become the category norm across all kinds of esports. An example of this was Major League Gaming (MLG), which mimicked Major League Baseball (MLB) in name and appearance despite having no association with the league. 

This approach has undeniably helped esports seep into the mainstream consciousness. But it also has had unintended consequences. 

#### Watch and learn

One such side effect of this strategy is the adoption of a Westernised approach to esports' development - as evidenced by MLG, brands have learnt upon familiar sporting imagery and visuals that align esports with traditional sports. Since their inception, video games have never necessitated geographical or cultural associations but instead have spawned borderless global communities of like-minded gamers. 

However, by imitating Western sports leagues - established and developed on the back of territorial tribalism and national pride - esports has inherited a new set of rules and associations. This is evidenced in the fragmented gaming communities, which mirror the world of traditional sports. Just as ice hockey fans have a separate identity from football fans, the Fortnite community is vastly separate from the CS:GO one. 

The shifts towards this approach - which didn't exist in the early days of gaming - set the expectation that esports would develop in the image of its bat and ball cousins, rather than charting it own path. 

This imitation strategy has been hugely successful on the commercial front: An estimated [1.57 billion](https://www.statista.com/statistics/545573/number-of-people-aware-of-esports-worldwide/) people were reportedly aware of esports in 2019, with a [13.8% growth](https://influencermarketinghub.com/esports-stats/) in the number of viewers through 2018, translating to 335 million viewers tuning in. By 2021, this is predicted to exceed 550 million. It is no understatement to say esports represents one of the hottest new sponsorship opportunities for [non-endemic brands](https://www.gamesindustry.biz/articles/2019-10-03-bringing-non-endemic-brands-to-esports-and-keeping-them). 

But has this commercial success come at the expense of esports' authenticity?

In recent months and years, we have seen divergent responses to this question by leading esports brands. 

On one side, several disruptive new entrants and revitalised incumbents - for example ESL and Blast - have displayed a new confidence. They recognise that esports is like nothing that has come before, and that they should act accordingly. They have boldly created a new genre of truly international brands that authentically represent today's passionate population of gamers as a set of global tribes, united in mindset rather than location. 

On the other side, a new set of esports leagues, recently created for freshly minted game-titles - for example Overwatch League and Call of Duty League - have doubled down on the western sports model, diverting from the category norm of no geographical allegiances. These leagues use city-based teams, to increase esports' appeal to a wider audience than ever before, by building strong localised followings driven by territorial tribalism, a commonly used tactic in traditional sports. 

For all brands in the space, it is vital that they continue to evolve with one thing in mind: the fans. Esports would not exist without the communities around them. Therefore, fans must be kept at the heart of everything for brands to succeed in the space. As the phenomenon continues to evolve, esports brands must be confident in what they can offer to these communities that is unique to them and them alone. This is what will drive continued meteoric growth. 

As Zoltan noted in that quote of his, *"Every player has a chance to turn the outcome of the game around by making the right moves next."*

First published in [Quartz](https://qz.com/1823922/why-video-games-and-esports-are-thriving-during-coronavirus/).

Grow your brand by reaching 2.7bn gamers and esports fans.

Esports is the world's fastest growing sport. With audiences bigger than the Super Bowl, its fanbase is young, lucrative, tech-savvy and extremely fast growing, especially now, in the lockdown world.

Whilst this audience is highly receptive to brands, they are also highly protective of a culture they see as their own, and very difficult to win over. As a gaming industry expert put it, "nobody tells you that you've screwed up faster than gamers".

But while many brands feel intimidated, we have the knowledge to help your brand to succeed. Join us to discover the esports and gaming world, and learn from our experience from working with the likes of Intel, DreamHack and Porsche, on how brands can successfully engage with this next generation audience. 

Want to throw your hat into the esports and gaming ring? Please get in touch:

Inga Howell   
*Global Marketing Director*   
E: [inga.howell@superunion.com](mailto:inga.howell@superunion.com)

![esports-101-image-carousel-01 2.jpeg](https://cdn.superunion.lepb.app/esports_101_image_carousel_01_2_e9b08101a2/esports_101_image_carousel_01_2_e9b08101a2.jpeg)


Congratulations to Notpla and our team, winners of Cannes Lions' prestigious Grand Prix in Design. 

Superunion, and sustainable packaging brand, [Notpla](https://www.notpla.com/), have today been awarded the Grand Prix in Design at this year’s Cannes Lions International Festival of Creativity. Superunion worked with the revolutionary, seaweed-based material business to create a name, brand strategy and identity that positions it as a leader of environmental sustainability and leaves people in no doubt about its potential value in the world. 

Founded in 2014 by Pierre-Yves Paslier and Rodrigo Garcia Gonzalez – Notpla’s mission is to make packaging as we know it disappear, naturally. It provides a sustainable alternative to single-use plastic packaging using seaweed-based material that naturally decomposes in weeks, compared to 700 years for plastic. Notpla can be used directly to replace plastic cups at sporting festivals, as sachets for condiments, and as a coating for cardboard, flexible film and paper to create a wide range of products for multiple industries including takeaway food boxes. 

The award-winning project saw Superunion create the name, Notpla - an abbreviation of ‘not plastic’ - to signify fully natural packaging and to fully differentiate the business from the crowded bioplastics market. It was designed to be a simple, bold definition of who they are. Not plastic. But a completely new thing. The brand’s identity is centred around its core mission: making packaging disappear. The animated and interactive logo reflects a vessel that can be filled with water, juices, cocktails or sauces, and when it is emptied, the exterior disappears, just like its packaging. The new identity was rolled out across Notpla’s website and is reflected in its tone of voice: simple and clear, without being shy and overcomplicated. 

Senior Creative Director, Superunion London

Notpla has produced 400,000 sachets so far and continues to go from strength to strength, bolstered by its new brand identity. It has partnered with international events including the London Marathon and London Cocktail Week and with leading brands including Just Eat and Unilever. 

*Mark Wood, Senior Creative Director, at Superunion, said:* “At Superunion we believe in the power of ideas to create positive and meaningful change in the world and Notpla could not be a better representation of this. While it’s not exactly common practice to define a brand by what it isn’t, in the case of Notpla, what makes it different is what it isn’t - and that’s the beauty of it. At Superunion, we’re so proud to be a part of Notpla’s growth and to help them to be a positive force in the world.”

>“The world has a plastic problem, with eight million tonnes dumped in the oceans annually. We must change behaviour when it comes to single-use plastic and we created Notpla to do exactly that - make packaging as we know it disappear, naturally. Superunion has been a completely transformative creative partner, committing to our mission and helping us to make our bold ambitions a reality. Together, we have created a brand that puts us front and centre of the sustainable packaging conversation and leaves people in no doubt of our purpose.”  
>
>*– Pierre-Yves Paslier, Co-Founder of Notpla*

Nora Bradshaw explains three questions brands should ask before entering the realm of non-fungible tokens

Superunion Amsterdam announces the appointment of Gavin Mackie as Strategy Director.

Randstad appoints Superunion Amsterdam as its design partner. 

Superunion marks International Women's Day 2022, by celebrating the women across our network.

The new logo, created by our Asia team, marks MyRepublic's transformation from challenger brand to industry leader.

Nora Bradshaw explores in The Drum the best brands to get Peloton back on the road.

Stuart Radford, ECD, and Katherina Tudball, Creative Director, share their top tips to creating unforgettable work. 

An unlimited edition of the Heineken Original label, with a billion unique labels, created by our Amsterdam team.

A new brand for CosmosDirekt, Germany's leading online insurer. 

Congratulations to IHG, Legal & General and our corporate reporting team. 

Wishing you good fortune and a happy, healthy start to the New Year. 

The new brand for SRF Sport brings viewers closer to the sporting action. 

Best In Class programme create new brand for Robinson Family Foods celebrating the power of food. 

Adam Sefton explains why Facebook's rebrand to Meta reveals the mediocrity of the social media platform. 

What creative ideas have you seen that you think will spark a revolution in 2022?

Superunion enters the next stage of growth, following two new studio openings.

Congratulations to our clients and our team.



The opening of the new Shenzhen office marks Superunion's 20-year anniversary in China. 

Cecylia Grendowicz offers advice in Campaign Asia for brands to get involved in the metaverse. 

Congratulations to DiscoveryPlus, EZ-Link, Julie's, MyRepublic, Ringan, WTT, NUS Giving and our Asia teams.

Superunion partners with D&AD Shift, providing opportunities for emerging creatives without a university-level degree.

Superunion launches Brand Masters course, in partnership with the University Complutense de Madrid. 

Ian Wharton joins Superunion London's leadership team as Chief Experience Officer. 

Nora Bradshaw takes on the role of Head of Growth, Superunion North America.

Adam Sefton asks if Facebook's rebrand is just a corporate mask to hide behind. 

A new identity for Etos' brand of health supplements and vitamins, by our Amsterdam team. 

Our London team raises money for Shelter Raise Your Run campaign.

When does an app become more than an app? When it starts thinking about its brand. Claire Huxley explains.

Superunion collaborates with Riot Games to celebrate 10th "Annie-versary" of League of Legends China.

A brand for every skin with a story to tell. 

Superunion China wins the work for the creative brand transformation of Nantou City, Shenzhen.

Lara Sharrock says the real sustainability opportunity of Tokyo 2020 is the long-term change after the Games finish, and the role brands can play in this change. 

Greg Quinton, Chief Creative Officer, is announced as Jury President at The Loeries 2021.

Mick McConnell explains why Microsoft is reaping the rewards of a brand strategy 20 years in the making. 

Congratulations to Legal & General who took home Bronze at this year's Digital Impact Awards.

Our new concept development service helps bring products to life. 

Samuel Grinfeder on why tech giants need to approach games like any other form of creative expression, and provide a platform for creativity to thrive.

Samuel Grinfeder comments in The Drum how Nintendo is evolving its brand to embrace new platforms and experiences.

Nora Bradshaw explains in AdWeek why employees are a crucial marketing channel. 

Understanding why sustainability is so difficult for brands is key to addressing the problem.

Mick McConnell joins Superunion New York today as North America CEO.

Congratulations to Tabfund, Notpla and our teams, winners at FastCo Awards. 

MyRepublic has a new brand, created by our Singapore team.

Ambrish talks working with South East Asia unicorns, the importance of being brave and why authenticity and humility trump brand purpose. 

Superunion's Katherina Tudball, Miho Aishima and Reuben Alghali all join the D&AD 2021 Juries. 

Meet Purezza. A modern alternative to pre-packaged bottled water, changing the way restaurants, cafés and hotels do business.

Benedict Gordon, CEO Asia, believes global businesses can learn a lot from how Asian tech leaders are using imagination and instinct to navigate through the pandemic.

Youth activists Christina Adane and Tasha Mhakayakora from Bite Back 2030 join us to celebrate International Women's Day.

As Pokemon celebrates its 25th anniversary, Marta Swannie, Senior Creative Director, talks to the BBC about the classic brand's enduring appeal and why its success has lasted so long.

Jim Prior, Global CEO, explains in City A.M. why electric cars will lead to a design transformation, presenting a rare opportunity to reimagine the very idea of a car, creating a new type of vehicle entirely. 

Adam Sefton, Digital Strategy Director, writes in The Drum why authenticity and being an outsider to mainstream brands has been the secret to Bitcoin's success, and proves you don't always need polish to succeed.

Superunion's Miho Aishima and Eva Bashford-Harrison join D&AD Jury for Type Design and Writing for Design. 

Congratulations to Tencent Music Entertainment, Enoulite, Beijing FANUC and our Asia team, winners at Transform Awards Asia, including Best Visual Identity.

Ross Clugston, ECD North America, explains in Media Post why Salesforce's decision to purchase Slack could take the start-up tech company from 'enfant terrible' to playing in the big leagues. 

A conversation with iconic Magnum Photos, the most respected collective of photographers in the world.

Marta Swannie and Katherina Tudball take their seats at Eurobest and The Loeries as Jury Presidents.

Superunion designers from around the world create a colouring book for girls from disadvantaged backgrounds.

Marta Swannie, Creative Partner, talks to the BBC ahead of the launch of the PlayStation 5 and Xbox Series X/S, as the gaming world gears up for the battle of the consoles.  

As America faces a moment of reckoning, corporate brands are being put under the microscope like never before, write Nora Bradshaw and Ross Clugston in Campaign. 

Jennifer Volmer, Co-Head of Strategy, New York, explains in Media Post why Google ditching the Gmail envelope is a win for visual and UX design.

Zoom has stolen a march on its rivals during the pandemic. Jim Prior, Global CEO, tells us why. 

Senior Creative Director, Marta Swannie, gives us the 3 biggest lessons brands can learn from the PlayStation vs Xbox console wars.

Annual reports are no longer just financial documents of record. But what is the best channel to clearly deliver that information?

With the rise of platforms like Facebook, WeChat, Apple and Amazon, UK Chairman Iain Ellwood, explores in City A.M. why tech brands need to embrace ethics to build brand trust.

London Symphony Orchestra sweeps up the Grand prize for Best Brand Design at New York Festivals, following a Pencil trophy at D&AD, the UK's top creative awards ceremony. 

What is ESEF and what does it really mean for the future of reporting? 

Superunion wins Studio of the Year title in the Dieline Awards 2020. 

Jim Prior, Global CEO, writes in Forbes on why it's important for business leaders to focus on the here and now.

Cecylia Grendowicz writes in The Drum on the dangers of generic content for luxury travel brands.

Eyes and Ears Award wins for BBC Two, London Symphony Orchestra and ESL.

Jim Prior writes in Fast Company on why brand matters to channels and streaming platforms.

Honoured to be voted number one in the UK Studio Rankings by Computer Arts.

Tom Robinson, Global Chief Strategy Officer, writes about how corporate brands can create emotional connections. 

Why the existential crisis in politics is about brands not policy.

What lessons can we learn from past predictions of the future?

Jim Prior writes in Forbes on why the real value of culture is to drive strategic advantage.

What does TCFD actually mean, and how does it impact your next Annual Report?

The UK CGC has added momentum to calls for companies to report on this area.

How brands can negotiate the new generation gap.

Prioritising creativity and societal value will lead to organic brand growth.

When joining five remarkable creative cultures into one Superunion, it’s good to reflect on the qualities that make companies creative.

In a world that’s increasingly data driven, semiotics – or the study of signs and symbols – is often dismissed as too subjective.

International Women’s Day is a time to reflect on the progress made and celebrating the bold, tenacious and inspiring women that build our communities.

A starting point for how brands can use their employees to speak on their behalf.

Feeling inspired is more powerful, for truly creative people, than any other sort of authority.

Boredom, neuroscience, liquid modernity and cause marketing converge in the South of France.

The early web was text-heavy and monotonous; now, we see smiling faces everywhere.

You’d love your company to be more like a trailblazing, volatile-economy-defying brand. Of course you would.

We focus on:

01

The change you want to make

02

The value you want to create

03

The people you need to inspire

Expertise

Leadership

Jim Prior

Greg Quinton

Nicky Nicolls

Tom Robinson

Holly Maguire

Mick McConnell

Monica Lee

Benedict Gordon

Pilar Domingo

Alex Spark

Angelique de Hont

Mathew Weiss

Marcelo Bicudo

RECOGNITION

Cannes Lions

D&AD

Art Director's Club

New York Festivals

Clio Awards

Transform

Digital Impact Awards

Corporate & Financial Awards

Brand Impact

Webbys

offices

Amsterdam

Amsterdam

Bangkok

Beijing

Berlin

Hong Kong

Jakarta

Johannesburg

London

Los Angeles

Madrid & HispAm

Munich

New York

Shanghai

Shenzhen

Singapore

São Paulo