LUZI: Direction for a Growing Brand
LUZI is an international fragrance company with Swiss roots. Over the decades, it has grown through close relationships, intuition and a strong entrepreneurial mindset. As the company became increasingly international, however, one thing became clear: what had long worked through personal relationships and a shared understanding needed a common sense of direction to support continued growth.
As part of its 100th anniversary, standing ovation worked with LUZI’s Executive Management to develop the strategic foundation for the years ahead. At its heart were a clear vision, a shared understanding of the company’s values and a narrative that provides direction across the organisation – for employees, leadership and communications. Together with Teresa Mele of MELE Consulting & Coaching, the strategy was closely linked to organisational development from the outset.
What Remains as a Company Grows?
As a company grows, it becomes increasingly difficult to sustain its culture through personal relationships alone. Values may remain the same, but they can be interpreted in different ways. Decision-making becomes more decentralised, teams become increasingly international, and new employees can no longer rely solely on established ways of working to understand what the organisation stands for.
«A strong company culture is shaped by people. For it to remain strong as the organisation grows, it needs a shared language.»
This was precisely where the project began. The aim was not to reinvent LUZI, but to make visible what already defines the company. The challenge was not growth itself, but translating its Family Spirit and entrepreneurial mindset in a way that would continue to provide direction within an increasingly international organisation. From an established company culture emerged a shared strategic direction for leadership, employees and communications.
From Shared Understanding to Strategy
The strategic work did not begin with a vision or mission statement, but with a simple question: Why does LUZI exist – beyond its products? The Vision Talks brought the perspectives of the Executive Management to the surface, creating space for shared reflection. It quickly became clear that LUZI’s identity was deeply rooted within the company. At the same time, growth and internationalisation had created different perspectives on the future – not as opposing views, but as a natural expression of an organisation in evolution.
Together with the Executive Management, standing ovation translated LUZI’s established sense of identity into a shared strategic direction. In parallel, Teresa Mele embedded the developed principles within leadership and the wider organisation. This created an integrated process that connected brand strategy and organisational development from the outset.
This work resulted in the Golden Circle as a strategic foundation, alongside a shared vision, a refined set of values and a strategic narrative – a common story that connects the company’s identity, mindset and future direction. Together, they provide the foundation for the continued development of the brand. At its heart is the belief that LUZI does more than create fragrances: it creates connections – between people, brands and memories.
«Our understanding of family has evolved. Today, it is less about closeness in the traditional sense and more about a sense of connection that remains strong as the organisation grows.»
An Attitude Becomes a Brand
The strategic narrative formed the basis for the brand positioning. At its heart was the understanding that fragrance is far more than a product. Fragrances create memories, evoke emotions and connect people with brands. This belief was distilled into the claim «Scents to remember». More than a promise of what LUZI delivers, it captures the essence of the brand: fragrances create moments that stay with us. The claim became the concise verbal expression of LUZI’s strategic direction.
«Fragrances are shortcuts to our memories. That is precisely where their power lies – and why we aspire to create something that lasts.»
Strategy in Action
The new strategic foundation did not remain at management level. Step by step, it was translated into leadership, communications and brand development. Together with Teresa Mele, the defined values were translated into concrete leadership principles and further refined during a two-day management workshop. The aim was not simply to articulate the strategy, but to make it tangible in day-to-day leadership. This created a shared framework for collaboration, decision-making and the continued development of the company culture.
The 100th anniversary was deliberately used as a strategic starting point to bring the new direction to life, both internally and externally. Step by step, the strategy was translated into a consistent brand world – from the new Brand Design and website to internal and external communications.
«Values only become meaningful when they are put into practice in day-to-day leadership. That is precisely where we wanted to start, working with LUZI’s leaders to bridge the gap between values and concrete leadership principles.»
Direction Changes the Way People Work Together
Today, the impact is evident less in individual initiatives and more in the way people work together across the organisation. The Executive Management now has a shared strategic foundation, enabling more focused discussions and more consistent decision-making.
«We have a greater sense of clarity in our discussions today – and, as a result, in the decisions we make.»
Today, this shared direction extends beyond leadership. Communications are more consistent, collaboration is more aligned and the brand has a clearer presence. Not because something new was created, but because what already defines LUZI was made visible. Growth does not require a new identity. It requires a shared language for what defines an organisation. For LUZI, this language has become the foundation for leadership, communications and the brand – providing direction for the next 100 years.
