Örugg og rafmögnuð framtíð.

Orkubú Vestfjarða was a trusted, established company with deep ties to its community, but the brand had become conservative and low-profile. The task was to bring its strengths forward more clearly, sharpen the role of Orkubúið in the Westfjords and build a brand that connects reliability, community and progressive energy development.

Two years later, the brand had strengthened across key measures.

+5 pt
Overall score
+8 pt
Image & perception
+6 pt
Social responsibility
+19 pt
Loyalty

From unknown entrant to category-leading recall.

34%
Unaided brand recall — category avg. 18%
+47pt
brandr Index score increase year-over-year
1.2k
Google reviews · 4.8 avg score in 12 months
2.4M
Earned media impressions across launch quarter

From unknown entrant to category-leading recall.

34%
Unaided brand recall — category avg. 18%
+47pt
brandr Index score increase year-over-year
1.2k
Google reviews · 4.8 avg score in 12 months
2.4M
Earned media impressions across launch quarter

From unknown entrant to category-leading recall.

34%
Unaided brand recall — category avg. 18%
+47pt
brandr Index score increase year-over-year
1.2k
Google reviews · 4.8 avg score in 12 months
2.4M
Earned media impressions across launch quarter

From unknown entrant to category-leading recall.

34%
Unaided brand recall — category avg. 18%
+47pt
brandr Index score increase year-over-year
1.2k
Google reviews · 4.8 avg score in 12 months
2.4M
Earned media impressions across launch quarter

From unknown entrant to category-leading recall.

34%
Unaided brand recall — category avg. 18%
+47pt
brandr Index score increase year-over-year
1.2k
Google reviews · 4.8 avg score in 12 months
2.4M
Earned media impressions across launch quarter

Trusted and established — but stuck in old habits.

Orkubú Vestfjarða had strong ties to the local community and enjoyed trust as a long-established service company. At the same time, the brand was low-profile, conservative and not clear enough about what it stood for or how it intended to meet changing community needs.

The challenge was to modernise the brand without losing the reliability and community strength already in place — and create a clearer position that could support both future development and increasing competition.

44/100

Despite a strong name and established position, the brand lacked a clear point of difference in customers’ minds.

46/100

Tailored service
Brand campaign photography · Eastfjords, March 2025
05 / 07

We found a strength that was already there — but not visible enough.

The research combined internal review, market analysis and external research. Employee and customer interviews, Brandr Index, competitive analysis and a focus group were used to understand both Orkubúið’s internal identity and how the brand appeared externally.

Trust was the strength — but the brand had become conservative.

Employees described Orkubúið as trusted, responsible and important to the Westfjords, but also established and stuck in old habits. That created a strong foundation, but less sense of progress and change.

The Westfjords were the clearest source of distinctiveness.

Customers in the region associated Orkubúið with home, community responsibility and an important role in the development of the Westfjords. This was something competitors could not easily own.

The brand needed to become more visible and more current.

Both employees and customers called for clearer information, greater visibility and a more forward-looking approach. Orkubúið was seen as important to the community, but the brand did not yet reflect enough of that energy or future role.

From an established energy company to a driving force for the Westfjords.

The strategy moved Orkubú Vestfjarða from being defined mainly by operations and delivery to a clearer role in the community. „Örugg og rafmögnuð framtíð“ positions the company around lighting the way, strengthening infrastructure, improving quality of life and speaking up for the energy needs of the Westfjords.

The community itself became part of the position: Orkubú Vestfjarða as a dependable partner, a voice for the region and a driving force for progress.

“SS and Friðrik Larsen have worked together for many years, beginning with strategic advisory work and management sessions that we were very pleased with. When Friðrik founded brandr, we saw strong expertise in branding and marketing that we considered important for SS. Over the past seven or eight years, brandr has carried out attitude surveys and focus groups to assess the position of key SS brands, including SS and 1944. Based on these findings and brandr’s recommendations, we have updated our brand strategies and, where appropriate, our packaging. In the latest 1944 study, important issues emerged: the packaging was seen as outdated and people did not understand the line ‘Fyrir sjálfstæða Íslendinga’. Although this had not been part of the original brief, brandr presented ideas for updating the 1944 brand and product range. We thought the proposals were excellent, and brandr went on to design a new look for the entire range. The result can now be seen in stores, and it has worked extremely well. That has been our experience of working with brandr.”

Steinþór Skúlason
CEO, Sláturfélag Suðurlands

Westfjords energy gained a clearer visual form.

The new identity system builds on Orkubú Vestfjarða’s history while bringing it into a more contemporary and consistent form. The updated mark references the initials OV, a water droplet and the energy the company produces, while light blue and dark blue establish a clear visual foundation.

Patterns, icons, photography and Inter typography then connect nature, community and operations into one flexible system.
The mark and its forms provide the foundation for the system. Light blue and dark blue are the primary colours, supporting colours add flexibility and the pattern is derived from the mark. Photography should come from the real operating environment and show nature, community and activity with a bright, warm feel.

Fourteen months from brief to launch.

We work in stages rather than sprints — every stage with a clear deliverable, a checkpoint with the client, and a measurable handover to the next phase. Here's how Blue Car moved through ours.
01 · January — February 2024 · 6 weeks

Research & category audit

brandr Index baseline for all 11 rental operators in Iceland. 2,400 respondents. Eight one-hour interviews with Blue Car's existing customer base, including 3 fleet clients. Output: a 42-page category report and a one-page positioning brief.
02 · March — April 2024 · 6 weeks

Strategy & positioning

Three positioning workshops with Blue Car's leadership team. Brand architecture review. Tone of voice direction. Output: an approved brand strategy document and a board-level go-ahead for the visual identity phase.
03 · May — August 2024 · 14 weeks

Identity development

Wordmark design across three exploratory directions, narrowed to one. Type system, color, photography direction, application across vehicles, uniforms, web, app, signage. Output: a 96-page brand guideline document and a digital asset library.
04 · November 2024 — March 2025 · ongoing

Launch

Vehicle re-livery (rolling, 6 weeks). Website re-launch. App re-skin. Outdoor campaign across Reykjavík, Akureyri, Egilsstaðir. Sponsored content with Icelandic creators. PR drop with a single press release: "Built for the people who live here."

Two years later, the brand had strengthened across key measures.

Brandr Index shows clear positive development from 2023 to 2025. The overall score rises, image and social responsibility strengthen, and the underlying relationship with the brand moves in a more positive direction. Distinctiveness, however, remains almost unchanged and is still the clearest challenge.
Overall score - 62 → 67 +5 pt
Image & perception - 60 → 68 +8 pt
Social responsibility - 64 → 70 +6 pt
Loyalty - 0 → 19 +19 pt
Trust - -11 → -4 +7 pt
Recommendation - -16 → -7 +9 pt
Brandr Index 2025
67
Social responsibility 2025
70
Distinctiveness 2025
45

4.8 /5

Average Google review score
Across 1,200+ verified reviews in 12 months. Closest competitor sits at 4.2. The local-first strategy is showing up in real customer behaviour.

+62%

Domestic bookings YoY
Bookings from Icelandic residents (the strategic target audience) up 62% over the prior 12 months. International bookings up 38% — tourists followed the locals.

34%

Unaided brand recall
Up from 8% pre-launch. Category average is 18%. Blue Car is now the second-most recalled rental brand in Iceland.

Your brand is worth a 30-minute conversation.

Whether you want to measure where your brand stands, build a stronger strategy, or understand how you compare to the competition — it starts with a conversation. No pitch. Just an honest look at your situation and where we might help.