The brand strategy, name change, visual identity and communication design has resulted in an exponential growth of sales and Fitjar Island’s fanbase.
Before the rebrand Fitjar was a mail order company with a small group of customers. It appealing to a tiny, niche market of shaving enthusiasts looking for a unique, rare soap. The brand had only two B2B customers worldwide.
Going from a tiny, niche product Fitjar was quickly, following the rebrand, able to appeal to a much wider customer base that cared about design and style, in addition to the quality inherent in the product itself.
In the time immediately following the rebrand ANTI facilitated strategic collaborations between Fitjar Islands and B2B partners. Particularly hotels (non-existent customers pre-rebrand) who wanted to stock the product, from Norway to Japan. In turn the response of customer demand hotels began selling Fitjar Islands in their gift shops and lobbies. All because of the brand’s brake with the traditional; “It represents the Scandinavian way to be”, appealing to many.
Expansion into the hotel market allowed Fitjar to embark on a journey of unprojected rapid product development, expanding into soaps and creams, far beyond their original shaving portfolio.
Fitjar Islands has reached a cult-like following among their most loyal customer fans, some have even made the trek to Fitjar to visit the foundry. Those that are hooked, are hooked and this small restart quickly ran on a profit.