Simplifying Paysafe’s complex brand architecture
Paysafe’s acquisitions over 20 years helped them become one of the world’s biggest payment platforms. Their portfolio includes every payment technology imaginable — from cash-online pioneers in localised markets, to e-wallets for global traders, and everything in between. And they continue to acquire new businesses.
Growth through acquisition is common in categories with breakneck technological change. But it results in complexity: an impressive array of propositions, but which compete with one another and duplicate operational costs. They can’t realise portfolio value.
Paysafe had 12 CEOs, dozens of brands and offices across 18 countries — all of whom identified historically as different parts of the portfolio. They needed a brand architecture that could unify these parties whilst still recognising their need for independence.
But how do you create robust architecture that also offers flexibility? In fast-growth categories like payments, the ‘branded house-house of brands’ models developed for FMCG brand management are rigid and slow. And an architecture worked out in advance by lengthy analysis would be out of date by the time implementation comes around. A dynamic business needs a dynamic solution.
So we collaborated closely with the business to identify edge cases, and fleshed out the different aspects of Paysafe’s brand architecture against them: What if the masterbrand launched its own sub-brand? What if we acquire a B2B service for a specific segment of customers? How will we appear to corporate partners?
With each new challenge and solution, we added to a digital brand book. Anyone across the Paysafe Group can read, use and update this resource, clearly understanding their place in the business and their relationship to the masterbrand — even if that changes in future.
The architecture was robust enough to give a grounding for product design. When we came to designing their website, we used the brand architecture to set principles for their product architecture, and how they would communicate to B2B customers via this new digital channel.
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