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MD Anderson Cancer Center: Making Cancer History
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MD Anderson Cancer Center: Making Cancer History


Assoc. VP for Communications Sarah Newson on how a simple tagline transformed a brand ... and gave hope to millions.

Assoc. VP for Communications Sarah Newson on how a simple tagline transformed a brand ... and gave hope to millions.

Published in Business , Health & Medicine
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  • 1. IABC Houston Meeting June 28, 2012
  • 2. We embarked on this journey in 2005for all sorts of reasons • We didn’t know who we were • And nobody knew us • We couldn’t get our messages straight • We didn’t stand out in the marketplace • We had failure to comply • And…
  • 3. While brand isn’t just all about the logo, it is acore element, and sometimes that element…
  • 4. The long and winding road… • Research and assessment • Strategic direction and positioning • Brand architecture • Graphic standards • New logo launched May 3, 2010 • With first online brand management tool – Brand Central
  • 5. The ones we didn’t choose
  • 6. And there were 32 more to come…
  • 7. The final straw. (With interpretive dance.)
  • 8. The drum roll…
  • 9. Key brand elements
  • 10. Logo deconstruction Our foundation Our expertise and reputation Our multidisciplinary approach to cancer The visual expression of our mission and vision Summarizes our mission and vision
  • 11. Positioning Positioning “The global leader in cancer.” Brand Promise “The best possible environment to help you fight cancer.” Attributes • Best • Pioneering • Expertise Key Brand Assets Rational Emotional Experiential Visual • #1 Ranking • Mission focus • “The MDA • Logo • Cancer focus • Team approach Experience” • Colors • Best cancer doctors • Better outcomes • Skilled • Cancer resources compassionate • Research $ people Brand Foundation: Organization DNA Mission Vision Core Values Strategic Plan History
  • 12. 5 brand elements
  • 13. Architecture
  • 14. Icons for digital media, restricted space
  • 15. Key brand initiatives
  • 16. Key initiatives • One-stop online brand management • Elimination of internal icons • Development of external icon system • Single source for business cards – UT Printing • Online ordering, customization, approval, billing • Card flexibility • Creation of institutional brand cost center • Changes in architecture for our hosts and partners, and flexibility with brand standards
  • 17. Why there’s much fuss for us about internal icons…
  • 18. 48 pt Minion Pro RegularExternal ProgramIcon Architecture Allowable space for graphic element• Approved program icons should only be developed 27 pt Universe 55 Roman 14 pt Universe 55 Roman by Medical Graphics or Creative Communications.• Graphic element proportions: Brand Color Palettes keep size within the top of the “M” in MD Anderson PMS PMS PMS PMS Secondary Palette 485 1525 575 7503 and the bottom of the Primary Palette Neutral Palette program’s name PMS PMS PMS PMS 404 7447 7505 467• Graphic element colors must match the brand PMS PMS Black color palette 647 400
  • 19. External ProgramIcons
  • 20. Measures of success
  • 21. Better design, better compliance After Before
  • 22. Gift shop salesone year later145% increase• From $130,812 to$320,965• From 9,701 pieces to24,677• 8,000 t-shirt sales • Black #1 color• 85 different products
  • 23. Brand Core Team Team comprises communications, marketing, design and public education • Encompasses design, architecture, funding, business development, policies, approvals • Empowered to make brand decisions that impact entire institution • Designers have clout to say no • Institution turns to team for recommendations
  • 24. Lessons learned
  • 25. What’s intended…Lost in translation… What’s sometimes interpreted…
  • 26. Lessons learned • Brilliant logo design, but practical applications not all considered • People emotionally attached to things • Consider what happens after launch • Don’t waver on major decisions – logo, icons • Be flexible • Training never ends • Create partnership rules of the road • Plan with your business development team • Create – and use – an advisory committee • Keep the “powers that be” informed …but don’t let them run the show…
  • 27. What’s on tap next • Managing brand assets • Vendor and employee compliance and training • Integrate with other major initiatives • Staffing needs • Design workshop • Incorporate new brand language • Revamp of Brand Central • Launch of new photo library
  • 28. You’re a swell bunch. Thanks for coming! Any questions?