AXHUM’s Areas of Branding Expertise

Purpose Branding

We define and articulate a company’s purpose—its reason for being—and build a brand identity grounded in that purpose.
Through in-depth interviews and co-creative workshops with leadership and employees, we explore questions such as:
“Why do we exist?” and “What kind of society do we aspire to shape through our work?”

This process clarifies the organisation’s core reason for existence.
A clearly defined purpose that resonates with employees not only strengthens internal cohesion, but also builds trust and expectations among external stakeholders, including customers, partners, and society at large.

See case study:

Sysmex

Anniversary Branding

A corporate anniversary is more than a milestone—it is proof that a company has continued to deliver value and earn the trust of its stakeholders over time. Anniversary branding presents a powerful opportunity to reflect on the company’s journey, revisit its identity, and reaffirm its purpose.

It also serves as a springboard for the future. By engaging employees in shaping a renewed vision and concept for the next five to ten years—and in exploring initiatives to bring them to life—organisations can use the anniversary as a catalyst for transformation and growth.

See case study:

artron

Global Branding

For companies operating across multiple countries, global branding is essential to unify corporate values and concepts across all regions.
By clearly articulating and communicating a shared identity, organisations can transcend differences in nationality, language, and culture—enhancing internal alignment and maximising corporate value.

At the same time, effective global branding must carefully balance consistency and localisation.
When verbal and visual expressions of the brand are developed, it is crucial to consider regional cultures, religious contexts, and market characteristics.
Striking the right balance between global cohesion and local relevance is key to building international trust and long-term competitiveness.

See case study:

Sysmex

Group & Sector Branding

For holding companies and conglomerates with multiple subsidiary brands, branding requires a strategic approach that considers the relationships between brands, the value they provide, and stakeholder expectations for each entity.
The objective is to create a brand architecture that enables synergy across the entire group, while maintaining clarity and relevance at every level.

The key to success lies in balancing a shared group philosophy and values with the distinctiveness of each individual company.
This approach allows each brand to contribute uniquely to the group, while collectively reinforcing overall brand equity.

See case study:

HITACHI

Internal Branding

It is the employees who ultimately bring a brand’s value to life. Internal branding focuses on engaging employees throughout the brand-building process—from participation in the conceptual development phase to the rollout of purpose and identity initiatives.

By involving staff in both the creation and internal activation of the brand, organisations can foster a deeper understanding, shared commitment, and emotional connection to the brand among their people.

This engagement becomes a powerful driver for delivering enhanced brand value to customers and stakeholders through everyday work and behaviour.

See case study:

artron

Community Branding

Community branding focuses on building communities of customers and brand advocates who resonate with a brand’s philosophy and concept. Rather than relying solely on top-down messaging, this approach encourages users to connect with one another and participate in sharing and co-creating the brand’s value.

By fostering peer-to-peer engagement, organisations can deepen brand understanding, enhance emotional connection and loyalty, and create a platform for collaborative brand evolution.

See case study:

Seria