This is a story that began in 1892 when two guys met on a business trip and decided to start a company with just one product; a glass syringe.

Just 122 years and 65,000+ employees later, this same company now manufactures 1,000,000,000 products (yes, 1 billion) annually within 10 business units and 4 divisions in 190 countries.

BD was founded in 1897 by Maxwell W. Becton and Fairleigh S. Dickinson, two American businessmen who happened to meet on a sales trip. What started as a single product and a shared purpose grew to become an integrated medical manufacturing and services juggernaut that would go on to change the course of medicine as we know it.

But therein lies the crux of our central, defining question; “The global medical community knows our numerous contributions to medicine and global health… but does the world we serve know who we are, what we stand for and where we’re going? Do our customers, constituents and employees know?”

The answer was a resounding “probably not”.

WE NEEDED ONE VISION TO UNITE US ALL AND SHOW THE WORLD THE MANY DIFFERENCES WE MAKE, TOGETHER.

THE DIFFERENCE OF ONE CAMPAIGN AND BRAND IDENTITY REFRESH SERVED TO AWAKEN A HUMBLE GIANT TO NEW ERA OF VISIBILITY, RESPONSIBILITY AND OPPORTUNITY.

OUR PURPOSE IS SIMULTANEOUSLY SIMPLE AND AUDACIOUS; ADVANCING THE WORLD OF HEALTH.

Color is a truly international language, spoken without words in every country around the world. Yet for most medical category brands, it is decidedly absent beyond the typical use of pairs of two. Leveraging a low poly aesthetic signaled a dramatic break with convention and a contemporary creatively driven POV for the brand going forward.

Imagery functions as a crucial manifestation of our brand DNA. Yet the reliance on stock imagery is a reality for virtually all global brands today, but it presents a high risk of duplication and loss of proprietary distinction. Leveraging Low-Poly illustration techniques allowed BD to differentiate Do1 campaign assets at a glance and visually reinforce the central campaign insight that “we are many parts and one whole”.

Messaging serves a crucial role in conveying our brand voice in a way that resonates deeply with customers, constituents and employees of BD. The Do1 campaign construct leveraged three tiers of communication strata to modulate strategy with audience needs.

CAMPAIGN CASE STUDIES:

IT TURNS OUT YOU CAN HAVE YOUR DIGITAL FUNNEL CAKE AND EAT IT TOO.

Digital campaigns are often tactically driven, hectic affairs that chafe at the guardrails of a global integrated campaign in search of topically sensitive engagement and click through. But must digital cannibalize brand to deliver results? Not if you adopt a content centric approach that allows for the modulation of messaging and experiences that simultaneously stay on-brand and make the most of every customer touchpoint… all while driving user engagement and corresponding results to the sales function.

The below identified campaign examples examine timeless, central strategic principals: Conversation leads to conversion. You can’t click bait your way to long term success. All marketing and advertising (even digital) is merely a surrogate for human connection, so we better get really good at humanizing absolutely everything we make.

STRATEGIC OBJECTIVE: The BD Vacutainer brand turned 70 on February 1, 2019. It was important that we recognize and celebrate this critical milestone together with our associates as well as patients, customers and partners. With this global campaign, we connected these internal and external audiences with our purpose and core values, as well as highlighted the impact of the BD Vacutainer brand on starting patients on the right care pathway.

KEY CUSTOMER INSIGHT: Around the world, people are healthier because of BD Vacutainer products. The introduction of BD Vacutainer products transformed the collection process, making it safer and more comfortable for patients and healthcare workers while setting a new standard in diagnostic accuracy. Those innovations are as critical to care today as they were 70 years ago. But our profound impact would not be possible without the trust of caregivers on the frontlines of healthcare, who choose to work with us because they see the value our products bring, every day. We're honored to have been a partner for some of the most vital work of the last century and grateful for our customers' continued belief in us. We look forward to a bright future advancing the world of health together in the years to come.

STRATEGIC OBJECTIVE: Generate awareness about the prevalence of accidental needlestick injuries, and to advocate for increased safety measures for healthcare workers who may be taking safety for granted.

KEY CUSTOMER INSIGHT: We hear all the time that “accidents just happen” and when they don’t, we hear things like “Wow! You got lucky!” But what if we showed the power of accidents not happening in order to help our customers understand that they can’t rely on even the best of luck?

IT’S POSSIBLE WITH PLEURX:

STRATEGIC OBJECTIVE: Help healthcare professionals caring for patients who are dealing with end of life issues relating to recurrent pleural effusions and acites understand that the PleurX system provides immediate relief, allowing them to drain fluid quickly, effectively and safely at home. The PleurX catheter can also be placed concurrently with a thoracoscopic talc procedure—giving you them an additional treatment option.

KEY CUSTOMER INSIGHT: When patients are confronted by end of life issues, nothing becomes more important than helping them maintain quality of life, often from the comfort of their own home in the company loved ones. It’s possible with PleurX.

MMS “MED INVADERS” ARCADE FOR ASHP:

STRATEGIC OBJECTIVE: Help the BD Medication Management System team stand out from the crowd at the 2019 ASHP conference and make new friends that would go on to become qualified sales leads, and eventually loyal customers.

KEY CUSTOMER INSIGHT: ASHP show attendees come for valuable information, resources, professional connections and to have some fun. We made sure they had all of the above and more when they stopped by.

DIVERSITY AND INCLUSION:

STRATEGIC OBJECTIVE: We approached the diversity Difference of One project with a mandate to elevate the importance of diversity and inclusion. Not just for members and prospective members of the diversity and inclusion employee resource groups, but for everyone at BD. We believe that any viable diversity and inclusion campaign should in itself be inclusive and speak inclusively. Which is to say that this is a campaign for all. Our ambitious goal was that not a single BD employee who encountered the campaign could possibly think that it’s for other people; “not for me.”

KEY INSIGHT: Instead of focusing on traits that define us narrowly, we decided to focus on the values and beliefs that unite us globally.