Scout24 Rebranding: Brand Identity

20.10.2022

Our Scout24 brands have been operating in colourful new armour for three months now. In this second part of our rebranding trilogy, we want to showcase how the brand identity was adapted to the local market.
This is the second part in a series. Find the other parts here:

A great deal of creative effort went into adapting the new look across platforms, creating templates and visuals, and launching a nationwide billboard campaign. This effort aimed to establish the new brand identity through multiple elements and diverse channels.

The Basics of a Brand Identity

Up until June 30th, you could only distinguish the Scout24 brands and their brand identity by their names since their logos did not show any platform-specific differences. An essential aspect of this rebranding’s visual and strategic development was ensuring each platform’s distinctiveness.

The bold and bright colour palette is inspired by the vibrancy of traditional highlighters. The branding team allocated a different highlight colour from this core palette to each marketplace.

An array of different design elements in the designated colour allows the brands to highlight (literally) their core values. The highlighters, distinctive graphic elements, are versatile across brand communications, distinguishing campaigns and visuals, even independently from the logo. They enhance the brand identity, providing recognizability and coherence throughout various materials and contexts.

Last but certainly not least is the typeface. “Make it Sans” suits all Scout24 brands, featuring cuts, angles, and strokes inspired by the word mark and brand language. These elements subtly tie the typeface to the overall brand design, ensuring a cohesive visual language.

Think "Global", Act "Local": Brand Identity Elements

Adapting the brand image to the local market is crucial for Scout24’s success, despite its global brand licensing approach.

Francesco Corbino, Scout24 Brand Management Team Lead at SMG, encountered project aspects suitable for local branding, requiring initial development. Creative assets like illustrations, tone of voice, and sound logos were crafted to resonate with the Swiss market and differentiate from international competitors.

Illustrations

One way of making a brand come to life is through illustrations. They infuse visuals with emotion surpassing icons and offer versatility over photography, given exchangeable color palettes and superimposition capabilities. A set of illustrations was made available to everyone for the launch of the rebranding by Pol Montserrat. Illustrations can be generated for different needs, which allows the platforms to create tailor-made campaign visuals for local communications.

Photography

Real moments look very different from region to region. With this in mind, our Scout24 brands want to show authentic people and their lifestyles. It’s key to show people or families in their natural environments. Whether that’s a couple moving into their new home or someone driving their first car, it’s important to show a breadth of people and a variety of lives. These images have to correspond with what a diverse life in Switzerland could look like, making sure that architectural styles, street signs, and other regional distinguishing features are represented.

Tone of Voice

One peculiarity of the German language – versus English – is the different degrees of formality when addressing customers or clients. Whilst the tone of voice for users of the platforms should remain engaging and personal, thus using the informal “du”, addressing B2B clients should still come with a certain degree of formality, using “Sie”. Our product teams are currently adapting this on all platforms. This seemingly small change makes a huge impact on how a user or a customer feels when interacting with our brands. Our platforms are built to make the users’ lives easier and make their goals happen. A more personal approach to the tone of voice and language is crucial for a user to feel more comfortable, engaged, and empowered by the platform.

Make it happen? We did!

There is a lot of thought and hard work that goes into creating new branding. Many different aspects have to be respected and adapted, keeping in mind not only the users and customers but also the teams who work with the different visual assets and platforms on a daily basis. A successful brand has to have a recognisable character that can be implemented and understood without long explanations: And our Scout24 brands made that happen!

Thanks to all of the product teams for their input and for giving AutoScout24, MotoScout24ImmoScout24, and FinanceScout24 a new look.

Marta Andreoni

Head of Design for Automotive

Introduce yourself and your role at SMG

I’m Marta Andreoni, Head of Design at SMG Automotive. I lead the design and UX writing team shaping AutoScout24 user experience. 

In my role, I wear many hats. My main focus is ensuring we stay true to our vision “simplifying people’s lives and connecting humans through innovative digital platforms” and our brand promise, “make it happen”. I challenge my team to think user-first, push for innovation, ease of use for our customers and make forward-thinking decisions, even within business and technological constraints.

 A big part of my role is supporting each designer’s growth, motivation, and career development. Through one-on-one coaching, mentoring, group work, and projects, I help my colleagues set and achieve their goals while fostering new learning opportunities.

What helps you feel empowered and confident in your role?

If I had to mention one thing I would say “being proactive” has been key to feeling more empowered. I enjoy solving problems, so when issues or opportunities arise, be it in the product, market or the team, I get curious and I proactively investigate the reasons and try to bring inputs to be discussed with others, this makes me feel I can be part of the process or solution and my point of view is going to be taken seriously. My optimism also plays a role, giving me confidence that even the most complex challenges can be solved. 

Besides, having trust from other managers and colleagues makes me feel in a safe environment where I can take ownership on topics I’m passionate about. 

What’s one thing SMG does well in fostering an inclusive workplace? What more can be done to amplify and support different perspectives in the workplace?

In my experience, we strive for balancing top-down and bottom-up inputs, ensuring employees can influence product directions, processes, and culture. People are approachable, and our strong feedback culture helps voices be heard. Across SMG, initiatives like regular People & Culture Surveys, topic guilds, and events in our locations across the world foster open exchange and mutual learning.

That said, I’ve noticed that quieter voices sometimes get less space, or interacting with top management can feel intimidating, especially when giving critical feedback. To make participation more inclusive, we could apply more facilitation and group work techniques like structured turn-taking, written input, and smaller group discussions – ensuring everyone, regardless of confidence level, seniority or personality, feels comfortable contributing. 

Design is often about seeing the world differently. How do unique perspectives contribute to more innovative, inclusive, or impactful design?

Design is about understanding diverse user personas and perspectives to create solutions that truly meet their needs or create new opportunities. I believe in the power of collaboration to shape user experiences – bringing together different disciplines, backgrounds, and lived experiences helps challenge assumptions, uncover blind spots, and drive more inclusive, innovative, and impactful solutions.

Looking back on your career, what’s one lesson or piece of advice you wish you had known earlier as a leader in design?

There are three things no one really prepares you for as a design leader: dealing with constant change, facing failure and handling emotions at work. These topics aren’t talked about much until you face them. I was lucky to learn from others’ experiences, but much of it came through my own.

One thing I wish I had understood earlier is the power of emotional intelligence, my job is no longer about the content and the design, it is about people. Self-awareness, not just of your own emotions, but also how others feel and react, can be the difference between conflict and harmony, frustration and clarity. The more I grow as a leader and designer, the more I realise that design isn’t just about doing the design job, delivering solutions on the market: it’s about navigating people, their emotions, and making change more acceptable and transforming issues into opportunities, both within the organisation and through great products.

 

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