CASE D. 2 2011: Brand control to Major Tom: New rules for increasing your brand's gravitational pull

  • 735 views
Uploaded on

While the new age of extreme participation and interaction means you no longer have control of all your brand and communication levers, there is the potential for more engaged prospects, matriculants, …

While the new age of extreme participation and interaction means you no longer have control of all your brand and communication levers, there is the potential for more engaged prospects, matriculants, students, partners, alumni, and donors; the development of a huge corps of advocates; and for learning much that can advance your organization. This session will help you to get more out of the communications you can control and give you the insight and tools to influence‚ and give context to‚ the ones you can.

More in: Business
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
    Be the first to like this
No Downloads

Views

Total Views
735
On Slideshare
0
From Embeds
0
Number of Embeds
0

Actions

Shares
Downloads
31
Comments
0
Likes
0

Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide
  • Introduce meSBA:Boston-based strategic comm firm that integrates brand strategy, messaging, design, and digital media to help evolving, mission-driven orgs to better navigate change. Which is all of you guys….
  • Today, we’re going to look at some new ways to think about brand in this tweeting, blogging, noisy world.. It is all about communicating with intent and purpose.. And our goal is to inspire conversation, and also send you off with tools you can use
  • at some point in the last month – or many points in the last month – you may have felt like our astronaut – adrift amidst a growing list of business needs, priorities, ideas, goals, and ever-widening array of communicating – trying to find direction in this ever-crowded, constantly evolving, fiercely competitive worldHere are some challenges we probably share
  • To remain competitive you NEED to attract and retain the best possible intellectual community
  • You need to capture the attention of your alumni despite the multiple demands on they lives – and you need to do so in a manner that allows you to pay special attention to those special few stripy fish up there in the center
  • Because those special few are critical to bolstering philanthropic support – allowing your organization to be nimble and responsive to the extraordinary, innovative ideas that your community delivers day in and day out…
  • Ands you may have different shcools, departments, initiatives to move forward and keep healthy
  • To accomplish these goals….you have to seen heard and remembered. But more importantly, you messages and visual expression need to transcend the storm of communications and come through clearly, precisely
  • And connect across diverse constituencies drawing closer those who are already your cheerleaders, as well as those who are just learning about your organization.
  • And just to drill this point home a bit more…You are never going to gain the unified attention of any one person.You are competing with other academic institutions, local schools, arts organizations, aide organizations, museums, symphonies… and life in general…You are trying to emerge as a priority with people who have an already diverse portfolio of priorities, needs, and passions.
  • And you want to ensure that the great work that your institution is doing….you get credit for….that it doesn’t float away…And from all your hard work – you want to be able to see the results. You want to get the credit you deserve through surpassing philanthropic goals, watching your application rate rise, and seeing the best and brightest faculty and staff come to and remain at your university – happily reinforcing your messages and communications through the excellence of their ideas and products.So here is the key…
  • And you have to do all of this… with a shrinking budget…So what is the key??
  • Well this is where your brand comes in
  • Logo is a SYMBOL, shorthand for your brand….can can mean only what’s invested in it. Is not about your logo, it never was…Brand is the carrier of what you stand for, your: promises, expectations, experiences;capabilities, strengths, attributes;position in the competitive environment.Helps attract and retain, staff, board, donors, partners, artists, and more.Creates value that extends beyond one-off campaigns.Builds resonance and connection that helps keep diverse revenue streams healthy.Is critical to cutting through the din…And ultimately influencing thinking and behavior.
  • And it’s wider and deeper than traditional corporate identity:.where your logo matches your stationery and signage…..you have many more communications channels to support…and need a much more robust systembut corporate id not robust enough to inform all the communications you have to build acorss media….or include the thinking an conversations of others…Builds resonance and connection that helps keep diverse revenue streams healthy.Is critical to cutting through the din…And ultimately influencing thinking and behavior.
  • Your brand creates value that extends beyond one-off campaigns.Though try as you may a campaign will never take off unless your brand is clearly articulated, broadly understood – The success of your campaigns will always depend upon the strength of your brand.
  • And here is the most important point – the most important thing about brand is what it isn’t….Your brand is not owned by you. You can define it your conference room but, if your constituents don’t get it---if they don’t internalize it—it doesn’t exist.
  • One way to think of your brand is as a mosaic…Lots of pieces, some placed by you, some by othersWill be viewed by some, up close—and the nose has to make senseFor otheres it’s the big pictureAnd ideally the bits together equal more than their sum….and have both RATIONAL and EMOTIONAL appeal
  • Using what you learned in research, craft your brand foundation: REALLY IMPT TO GET THIS RIGHTInforms--visual and verbal communications that come later..COMMENTAreas of focus--easy handle… 4 things, not 10Attributes--Category… more than museum!
  • Inside--from leadersip to vols to staff to board chair--your people KNOW a lot!--understand goals…vision…strategic plans--and gets them involved…. A great bi-product!!!!External--audiences, donors, prospects all the way to competitive and relevant environment.--about positioningand differentiation and context– finding the piece of pie you can own– and where you can win!
  • Inside--from leadersip to vols to staff to board chair--your people KNOW a lot!--understand goals…vision…strategic plans--and gets them involved…. A great bi-product!!!!External--audiences, donors, prospects all the way to competitive and relevant environment.--about positioningand differentiation and context– finding the piece of pie you can own– and where you can win!
  • Inside--from leadersip to vols to staff to board chair--your people KNOW a lot!--understand goals…vision…strategic plans--and gets them involved…. A great bi-product!!!!External--audiences, donors, prospects all the way to competitive and relevant environment.--about positioningand differentiation and context– finding the piece of pie you can own– and where you can win!
  • Inside--from leadersip to vols to staff to board chair--your people KNOW a lot!--understand goals…vision…strategic plans--and gets them involved…. A great bi-product!!!!External--audiences, donors, prospects all the way to competitive and relevant environment.--about positioningand differentiation and context– finding the piece of pie you can own– and where you can win!
  • Inside--from leadersip to vols to staff to board chair--your people KNOW a lot!--understand goals…vision…strategic plans--and gets them involved…. A great bi-product!!!!External--audiences, donors, prospects all the way to competitive and relevant environment.--about positioningand differentiation and context– finding the piece of pie you can own– and where you can win!
  • WHERE are they? Sometimes it’s useful to consider WHERE contituents sit in relation to you…MAPPING THEIR DISTANCE TO YOU CAN HELP YOU TUNE MESSAGES AND MATERIALS TO BE MORE EFFECTIVEAnd of courese, ACKNOWLEDGE and deliver the right messages and materials
  • And most importantly, WHAT do they CARE about???
  • Today, rich programme….in two partsNOTE: not necessary to take notes….if we exchange cards….make entire show availableStart with a few minutes hearing from you: how is your brand doing; what are your issues…..
  • TO MARGARET! Through to end
  • System that’s still devliering results on its investment
  • Being thoughtful and conceptualizing and implementing brand….can help us to achieve the goals we talked about at the beginning

Transcript

  • 1. CASE II
    System thinking to increase your brand’s
    gravitational pull
    Cathy Canney
    MIT Sloan School of Management
    Roger Sametz
    Brand control to Major Tom
  • 2. Today
    Un-tethered?
    New approach to brand
    System thinking
    Pulling it all together
    There… tethered
  • 3. Daunting challenges
  • 4. Attract and retain the beststudents, faculty, staff
  • 5. Engage alumni
  • 6. Bolster philanthropy
  • 7. Manage multiple lines of business
  • 8. Be seen, heard, and remembered
  • 9. Connect with diverse constituencies
  • 10. Compete with multiple allegiances
  • 11. Get credit
  • 12. Do more with less
  • 13. So now what?
  • 14. But what does that really mean?
  • 15. BRAND

    LOGO
    (And never did)
    15
    © Sametz Blackstone Associates
  • 16. BRAND

    CORP I.D.
    (It’s wider and deeper)
    16
    © Sametz Blackstone Associates
  • 17. BRAND
    >
    CAMPAIGN
    (They sit under and reinforce)
    17
    © Sametz Blackstone Associates
  • 18. (Your)
    BRAND
    isn’t owned by
    YOU
    (And never was)
    18
    © Sametz Blackstone Associates
  • 19. It’s a mosaic
  • 20. Your brand….
    what you stand for, promise, experiences you deliver
    your value and values
    your position in the competitive environment….
    Shaped by what you can control:
    primary identifiers (name/s, logos / logotypes)
    main messages
    communications you make / take part in
    offerings
    personality and behavior!
    And by what you can’t control:
    conversations others are having
    media coverage
    history
    Your brand mosaic
    20
    © Sametz Blackstone Associates
  • 21. 21
    © Sametz Blackstone Associates
  • 22. 22
    © Sametz Blackstone Associates
  • 23. 23
    © Sametz Blackstone Associates
  • 24. Communicating in academia…
    © Sametz Blackstone Associates
    Institution
    Public Relations
    Development
    Admissions
    Alumni Relations
    Provost
    President
    Volunteer leadership
    Alumni
    Faculty/staff
    Community
    Peers
    Industry
    Employers
    Students
    Recruits
    Alumni
    Media
    Trustees
    24
  • 25. Shared, flexible, teachable brand system
    Glue
    enable decentralized creation / stewardship;
    connect communications across media;
    provide “portability”;
    leverage communications you can control;
    influence those you can’t;
    increase efficiency.
    What’s needed
    © Sametz Blackstone Associates
    25
  • 26. Advocates
    Supporters
    Success
    © Sametz Blackstone Associates
    Vision / Mission
    Marketing
    Development
    26
  • 27. Success
    When constituents…
    Share your vision,
    Are involved in relationships with you,
    Use your visual / verbal cues in their communications,
    Want to be part of your special culture,
    Define (in part) their personal brands through identification with your institutional brand.
    © Sametz Blackstone Associates
    27
  • 28. So… how to get there?
  • 29. A brand roadmap
    Research
    Brand foundation
    Action
    Building or renewing
    your brand
    Teams
    +
    knowledge
    Messaging
    Visual system
    © Sametz Blackstone Associates
  • 30. Research and analysis
  • 31. Quantitative
    Qualitative
    Research in different dimensions
    © Sametz Blackstone Associates
    Actions / history
    Motivations / future
    31
  • 32. Research in different dimensions
    © Sametz Blackstone Associates
    Inside
    Outside
    32
  • 33. Research in different dimensions
    © Sametz Blackstone Associates
    Inside
    Outside
    Who:
    Leadership
    Staff
    Board
    Family
    What:
    Strategy
    Offerings
    Behavior
    Position
    Communications
    Quantitative
    Qualitative
    33
  • 34. Research in different dimensions
    © Sametz Blackstone Associates
    Inside
    Outside
    Who:
    Leadership
    Staff
    Board
    Family
    What:
    Strategy
    Offerings
    Behavior
    Position
    Communications
    Who:
    Prospects
    Students
    Alumni
    Donors
    Partners
    What: Competitive orgs
    Strategy
    Offerings
    Behavior
    Position
    Communications
    Quantitative
    Qualitative
    34
  • 35. Research in different dimensions
    © Sametz Blackstone Associates
    Inside
    Outside
    Quantitative
    Qualitative
    35
    Who:
    Leadership
    Staff
    Board
    Family
    What:
    Strategy
    Offerings
    Behavior
    Position
    Communications
    Who:
    Prospects
    Students
    Alumni
    Donors
    Partners
    What: Competitive orgs
    Strategy
    Offerings
    Behavior
    Position
    Communications
    Audit
    Listen
  • 36. Know your constituents’ “distance”
    © Sametz Blackstone Associates
    Group 1
    Group 2
    Group 3
    Group 4
    36
  • 37. For a research organization…
    There are different “ways in”…resonant points
    © Sametz Blackstone Associates
    Advancing basic science
    Curing specific diseases
    Effecting transformation
    Training the next generation
    New technologies
    37
  • 38. Goal: insight to build on
  • 39. A firm brand foundation
  • 40. A brand foundation to build on
    Vision +mission
    Category+ model
    Positioning
    You!
    Focus areas
    Personality attributes
    Brand strategy
    © Sametz Blackstone Associates
  • 41. 41
    © Sametz Blackstone Associates
  • 42. >
    42
    © Sametz Blackstone Associates
  • 43. 43
    © Sametz Blackstone Associates
  • 44. 44
    © Sametz Blackstone Associates
  • 45. Branding strategies
    © Sametz Blackstone Associates
    Product /
    offering
    focus
    Corporate /
    institutional focus
    Product
    Endorsed
    Source
    Master
    45
  • 46. Four branding strategies
    Product /
    offering
    focus
    Corporate /
    institutional focus
    Product
    Endorsed
    Source
    Master
    46
    © Sametz Blackstone Associates
  • 47. Four branding strategies
    Product /
    offering
    focus
    Corporate /
    institutional focus
    Product
    Endorsed
    Source
    Master
    47
    © Sametz Blackstone Associates
  • 48. Four branding strategies
    Product /
    offering
    focus
    Corporate /
    institutional focus
    Product
    Endorsed
    Source
    Master
    48
    © Sametz Blackstone Associates
  • 49. Four branding strategies
    Product /
    offering
    focus
    Corporate /
    institutional focus
    Product
    Endorsed
    Source
    Master
    49
    © Sametz Blackstone Associates
  • 50. Harvard College—Admissions
    Case study
    50
    © Sametz Blackstone Associates
  • 51. Master brand within a university
    © Sametz Blackstone Associates
    51
  • 52. Source
    52
    © Sametz Blackstone Associates
  • 53. Endorsed branding
    53
    © Sametz Blackstone Associates
  • 54. Without strategy…almost endorsed
    54
    © Sametz Blackstone Associates
  • 55. Without strategy…almost product
    © Sametz Blackstone Associates
    55
  • 56. Almost product…
    © Sametz Blackstone Associates
    56
  • 57. Adventures in Music
    Adventures in Music
    MetroCitySymphony
    MetroCitySymphony
    MetroCitySymphony
    Musical education for kids
    Adventures in Music
    57
    © Sametz Blackstone Associates
  • 58. 58
    See note on previous page, do we want to pull just afew examples through
    San fran
    Sloan
    bca
    neuro?
    Personality
    © Sametz Blackstone Associates
  • 59. © Sametz Blackstone Associates
    Personality
    See note on previous page, do we want to pull just afew examples through
    San fran
    Sloan
    bca
    neuro?
    59
  • 60. Goal: clear, purposeful sense of identity + relationships
  • 61. Message development
  • 62. That which you stand for and seek to advance
    What your constituents care about, will participate in, and value
    Relevance and resonance
    © Sametz Blackstone Associates
    62
  • 63. Where you can win!
    Start the conversation here.
    That which you stand for and seek to advance
    What your constituents care about, will participate in, and value
    Relevance and resonance
    © Sametz Blackstone Associates
    63
  • 64. High-level
    message
    Customized for a specific constituency
    Areas of focus
    Initiatives,
    programs,
    opportunities
    Supporting
    stories
    Evolving a message system
    © Sametz Blackstone Associates
    Fact sheets, giving oppts
    64
  • 65. A strategy for messages at WPI:brand •••> campaign messages
    WPI messages
    Campaign messages
    Campaign resonant themes
    Campaign focus areas
    Prepare students to discover, grow, achieve, and lead
    Build WPI’s national reputation and position
    Renew and lead American competitiveness
    Advance WPI’s excellence in teaching and research
    Faculty and academic program support
    Student financial aid
    Academic facilities and campus life
    Annual Fund
    “Before I went to Namibia, I understood the technical aspects of engineering, but that just isn’t enough…You need to understand the human context. When you have the opportunity to work on project like this, you see why it matters.”
    Ryan Kendrick ’07
    “Although these projects represent a wide spectrum of topics, they all address the broader question of how to build a brighter future.”
    Professor Richard Vaz, Dean of the WPI’s Interdisciplinary and Global Studies Division
    “Through the Great Problems Seminars, we give students a sense that their education can be put toward solving challenges of significant human or global urgency.”
    Professor Kristin Wobbe, Department of Chemistry and Biochemistry
    “I knew when I came to WPI that I’d gain the skills to solve complex problem. I’m excited to learn that I can also solve problems that affect thousands or millions of people.”
    Jason Richards, Computer Science ’01Team leader, Sun Microsystems
    Faculty + alumnus
    Student + faculty
    Student + alumnus
    Alumnus + partner
  • 66. ©2008 Sametz Blackstone Associates
    “The principles I’m learning at WPI—hard work, collaboration, and a focus on improving things for people—I can put into practice for the people of my district.”
    Andrew J. Edwards ’09, Biochemistry and New Hampshire State Representative
    “Our approach to teaching engineering and science, putting them in the context of what people, organizations, and societies need, helps our students find creative ways to apply their great intelligence and abilities.”
    Professor Jane Roberts, Department of Chemistry and Biochemistry
  • 67. Goal: resonance and agility (and portability)
  • 68. Configuring visual systems
  • 69. Creating distinctive visual systems from open source elements
    What you can own+
    focused approaches
    Primary identifiers /
    taglines
    2D / 3D
    Movement
    Typography
    Choices
    +
    Articulation
    +
    Relationships
    Color
    Composition
    Imagery
    © Sametz Blackstone Associates
  • 70. Operationally, stuff doesn’t work.
    Brand expression was never right.
    You’ve evolved (and your brand system hasn’t).
    Constituent and market expectations have evolved.
    All of the above…plus need to reign in chaos.
    You’ve new strategic directions.
    You’re transforming.
    Brand new!
    Why your visual system might need work
    70
    © Sametz Blackstone Associates
  • 71. Retaining meaning, adding clarity and 21st century operability
    © Sametz Blackstone Associates
    71
  • 72. Being in sync with your mission and audiences: before….
    72
    © Sametz Blackstone Associates
  • 73. Look closer, Dig deeper
    After…
    73
    © Sametz Blackstone Associates
  • 74. Whitehead: 1982
    © Sametz Blackstone Associates
    74
  • 75. Whitehead: after
    © Sametz Blackstone Associates
    75
  • 76. Reining in chaos: multiple identifiers…
    © Sametz Blackstone Associates
    ASO
    ASO
    ASO
    76
  • 77. Reining in chaos: multiple identifiers…
    © Sametz Blackstone Associates
    77
  • 78. New master brand
    © Sametz Blackstone Associates
    78
  • 79. Extending and including
    © Sametz Blackstone Associates
    79
  • 80. Transformation: before….
    80
    © Sametz Blackstone Associates
  • 81. 81
    © Sametz Blackstone Associates
  • 82. 82
    New cross-campus initiative
    © Sametz Blackstone Associates
  • 83. Celebrating…and building more equity
    83
    © Sametz Blackstone Associates
  • 84. Celebrating…and building more equity
    84
    © Sametz Blackstone Associates
  • 85. Visual systems: components
    Primary identifiers /
    taglines
    2D / 3D
    Movement
    Typography
    Choices
    +
    Articulation
    +
    Relationships
    Color
    Composition
    Imagery
    © Sametz Blackstone Associates
  • 86. Type
    g
    g
    Dynamic
    Friendly
    Conservative
    g
    © Sametz Blackstone Associates
  • 87. Color
    © Sametz Blackstone Associates
    Dynamic
    Friendly
    Conservative
    87
  • 88. Imagery
    © Sametz Blackstone Associates
    88
    Dynamic
    Friendly
    Conservative
  • 89. Composition
    Dynamic
    Friendly
    Conservative
    © Sametz Blackstone Associates
  • 90. 2D / 3D Movement
    Dynamic
    Friendly
    Conservative
    © Sametz Blackstone Associates
  • 91. dynamic
    dynamic
    dynamic
  • 92. 92
    friendly
  • 93. © Sametz Blackstone Associates
    Conservative
    conservative
  • 94. 94
    © Sametz Blackstone Associates
  • 95. Configuring visual systems: core anddynamic elements
    San Francisco
    Symphony
    Primary identifiers /
    taglines
    2D / 3D
    Movement
    Typography
    Brand foundation
    +
    messaging
    Color
    Composition
    Imagery
    © Sametz Blackstone Associates
  • 96. © Sametz Blackstone Associates
    96
  • 97. © Sametz Blackstone Associates
    97
  • 98. © Sametz Blackstone Associates
    98
  • 99. © Sametz Blackstone Associates
    99
  • 100. © Sametz Blackstone Associates
    100
  • 101. Configuring visual systems: core anddynamic elements
    Harvard Medical School
    Primary identifiers /
    taglines
    2D / 3D
    Movement
    Typography
    Brand foundation
    +
    messaging
    Color
    Composition
    Imagery
    © Sametz Blackstone Associates
  • 102. © Sametz Blackstone Associates
    102
  • 103. © Sametz Blackstone Associates
    103
  • 104. 104
    © Sametz Blackstone Associates
  • 105. © Sametz Blackstone Associates
    105
  • 106. 106
    © Sametz Blackstone Associates
  • 107. Goal: coherence and flexibility
  • 108. © Sametz Blackstone Associates
    Success
    …When communications reinforce each other through shared verbal and visual approaches
    Yourorganization
    Promises
    Expectations
    Position
    Attributes
    Personality
    Tactical communications—
    by program, function, audience, initiative
    108
  • 109. Action
  • 110. Architecture for action
    Constituents
    Content
    Resources
    Goals
    +
    outcomes
    Channels
    Behavior
    Offerings
    © Sametz Blackstone Associates
  • 111. Architecture for action: moving people closer
    © Sametz Blackstone Associates
    Desired outcome for constituency X
    Awareness
    Comprehension
    Participation
    Loyalty
    Support
    111
  • 112. Architecture for action: moving people closer
    © Sametz Blackstone Associates
    For un-engaged alumni, move to …
    Awareness
    Comprehension
    Participation
    Loyalty
    Support
    Participation
    Goals
    Messages
    Vehicles
    Channel
    Print
    Promote gathering
    Postcard
    Reconnect with friends, re-live a fun college weekend
    Digital
    HTML Email
    Build database
    Stay in touch with eNews
    Support a critical cause
    SMS fundraising
    Raise small donations
    Facebook
    Build community mass
    Rejoin our community
    Evite to local coffee gathering with connection to pre- and post- podcasts
    Engender pride
    Reconnect with friends around topic that’s meaningful to you
    Live
    112
  • 113. 113
    © Sametz Blackstone Associates
  • 114. 114
    © Sametz Blackstone Associates
  • 115. © Sametz Blackstone Associates
    115
  • 116. e-Newsletter
    © Sametz Blackstone Associates
    116
  • 117. email template
    © Sametz Blackstone Associates
    117
  • 118. © Sametz Blackstone Associates
    McGovern Institute web homepage
    118
  • 119. 119
    © Sametz Blackstone Associates
  • 120. 120
    © Sametz Blackstone Associates
  • 121. © Sametz Blackstone Associates
    121
  • 122. Goal: right content, channel, timing, cost
  • 123. Building teams and knowledge
  • 124. Transferring knowledge; encouraging ownership of the system
    © Sametz Blackstone Associates
    124
  • 125. © Sametz Blackstone Associates
    125
  • 126. © Sametz Blackstone Associates
    126
  • 127. © Sametz Blackstone Associates
    127
  • 128. Engaging the entire community: message wallet cards
    © Sametz Blackstone Associates
    128
  • 129. Engaging the organization: extranet
    © Sametz Blackstone Associates
    129
  • 130. © Sametz Blackstone Associates
    130
  • 131. Goal: internal engagement, ownership, and sustainability
  • 132. Pulling it together
    WGBH Educational Foundation
    MIT Sloan School of Management
  • 133. WGBH
    A visual system for a 21st century publicmedia powerhouse
  • 134. 134
    Goals:
    Continue to build a leadership position in an increasingly fragmented media landscape;
    Compete more effectively for audience, members, sponsors, contributed income, and mindshare;
    Grow diversified income streams;
    Connect communicators internally; increase efficiency;
    Ensure that the organization gets credit for all it does!
    Three related initiatives:
    Strategic approach to brand relationships
    New messaging platform
    Updated visual brand identity system
    Realizing the potential of brand-building communications
    © Sametz Blackstone Associates
  • 135. 135
    Where we started, samples from the logo-farm
    © Sametz Blackstone Associates
    135
  • 136. 136
    Where we started, in membership and development print materials
    © Sametz Blackstone Associates
    136
  • 137. 137
    Where started, in social media
    © Sametz Blackstone Associates
    137
  • 138. Four Three branding strategies
    Product /
    offering
    focus
    Corporate /
    institutional focus
    Product
    Endorsed
    Source
    Master
    138
    © Sametz Blackstone Associates
    Our national shows / initiatives
    WGBY
    WCAI
    Our local shows
    99.5 All Classical
    2
    44
    89.7
    Our “collections” All departments
    All development
    All membership
    Tours, etc
  • 139. 139
    1 floor
    A public media powerhouse, WGBH is your trusted guide for exploring new worlds and new ideas.
    WGBH: High-level, “elevator” message
    © Sametz Blackstone Associates
  • 140. 140
    2 floors
    A public media powerhouse, WGBH is your trusted guide for exploring new worlds and new ideas; creating and delivering experiences that educate, engage, and entertain us all––at home in Boston and around the globe.
    WGBH: High-level, “elevator” message
    © Sametz Blackstone Associates
  • 141. 141
    3 floors
    A public media powerhouse, WGBH is your trusted guide for exploring new worlds and new ideas; creating and delivering experiences that educate, engage, and entertain us all––at home in Boston and around the globe.
    With expertise and focus spanning news and public affairs; kids programming; music and drama; science; and everyday life; WGBH provides opportunities for exploration and interaction––experiences that are both for you, and made possible by you.
    WGBH: High-level, “elevator” message
    © Sametz Blackstone Associates
  • 142. 142
    Cues for main messages…
    A public media powerhouse, WGBH is your trusted guide for exploring new worlds and new ideas; creating and delivering experiencesthat educate, engage, and entertain us all––at home in Boston and around the globe.
    With expertise and focus spanning news and public affairs; kids programming; music and drama; science; and everyday life; WGBH provides opportunities for exploration and interaction––experiences that are both for you, and made possible by you.
    WGBH: High-level, “elevator” message
    © Sametz Blackstone Associates
  • 143. 143
    WGBH is public media for Boston and the world––a trusted guide and companion––enriching lives, helping you to grow and explore, and contributing to an active and healthy society with a rich portfolio of media that matters––and that is accessible to all.
    Main message #1: Public media…
    © Sametz Blackstone Associates
  • 144. 144
    1. Participating citizens
    WGBH engages audiences as participating citizens, not consumers, improving the quality of daily life and activating our roles as citizens in a democratic society.
    2. Independent
    Independent and commercial-free, WGBH is unrestrained by the influences and partisan pressures that affect commercial broadcasting, allowing us to tackle vital subjects and enabling us to entertain viewers in a manner others cannot.
    3. Member-supported
    A non-profit public media institution with education at the core of its mission, WGBH is member-supported and relies, in large part, on the generosity of the public it serves.
    Supporting points: Public media…
    © Sametz Blackstone Associates
  • 145. 145
    WGBH is an idea engine––bringing to life an impressive array of high-quality, trusted programs that serve as the backbone of public media from coast to coast, providing children and adults alike opportunities to explore new worlds, and new ideas.
    Main message #2: Creating…
    © Sametz Blackstone Associates
  • 146. Frontline –– a show
    Expertise and focus •••>News and public affairs
    WGBH is a champion for journalism that matters…
    Experiences •••>Independent voice
    WGBH is an independent voice for the public sphere…
    Delivering •••> Beyond broadcast
    WGBH is pushing the boundaries of broadcast…
    Public media •••> Non-profit, member-supported
    WGBH relies, in large part, on the generosity of the public it serves.
    Individual donor add-on•••> Made possible by you
    WGBH is both for you, and made possible by you…
    Advancing a dialogue
    © Sametz Blackstone Associates
    146
  • 147. Configuring visual systems: core anddynamic elements
    WGBH
    Primary identifiers /
    taglines
    2D / 3D
    Movement
    Typography
    Brand foundation
    +
    messaging
    Color
    Composition
    Imagery
    © Sametz Blackstone Associates
  • 148. 148
    A global brand about ideas––
    A 21st century public media powerhouse.
    Contemporary, innovative, bold––
    Yet welcoming and approachable.
    Experience driven––
    Trusted guide to new worlds and ideas.
    A brand with a mission––
    Education in all its forms is central.
    Community-focused––
    Building geographic and interest-centered connection.
    A partner for your passion––
    Whether news, classical music, science, kids….
    Definitely worth supporting!
    Attributes driving the new system
    © Sametz Blackstone Associates
    148
  • 149. Master branding giving societies, departments, initiatives, clubs
    149
    © Sametz Blackstone Associates
  • 150. Source branding “A” platforms
    150
    © Sametz Blackstone Associates
  • 151. Typography: our fonts
    151
    © Sametz Blackstone Associates
  • 152. Approach to color: core palette
    152
    © Sametz Blackstone Associates
    PMS 647 PMS 716 PMS 3135 PMS 368 COOL GRAY 5 COOL GRAY 9
  • 153. Approach to color: colors drawn from imagery
    153
    © Sametz Blackstone Associates
  • 154. Texture and logo-driven angle
    154
    © Sametz Blackstone Associates
  • 155. Core elements in combination
    155
    © Sametz Blackstone Associates
  • 156. Putting the elements together…
    156
    © Sametz Blackstone Associates
  • 157. Sustaining member program
    157
    © Sametz Blackstone Associates
  • 158. Omnipresent brand bug…WGBH 2
    158
    © Sametz Blackstone Associates
  • 159. Development: giving society
    159
    © Sametz Blackstone Associates
  • 160. Ralph Lowell Society brochure
    160
    © Sametz Blackstone Associates
  • 161. Members’ magazine
    161
    © Sametz Blackstone Associates
  • 162. Brand-driven promotion
    162
    © Sametz Blackstone Associates
  • 163. Brand-driven promotion
    163
    © Sametz Blackstone Associates
  • 164. Annual report
    164
    © Sametz Blackstone Associates
  • 165. Getting credit!
    165
    © Sametz Blackstone Associates
  • 166. © Sametz Blackstone Associates
    166
  • 167. Connecting the dots across platforms
    167
    © Sametz Blackstone Associates
  • 168. Connecting the dots across platforms
    168
    © Sametz Blackstone Associates
  • 169. 169
    © Sametz Blackstone Associates
  • 170. 170
    © Sametz Blackstone Associates
  • 171. 171
    © Sametz Blackstone Associates
  • 172. 172
    © Sametz Blackstone Associates
    MIT Sloan School of Management
    Volume and tone controls for coherence and flexibility
    MIT Sloan School of Management
  • 173. Increase visibility and comprehension
    Correct lagging misperceptions
    Overcome some real obstacles
    Stake out a unique position
    Communicate / connect what students / alums value
    Present an integrated portfolio
    Engage “the big team”
    Cultivate “brand ambassadors”
    Big picture goals
    © Sametz Blackstone Associates
    173
  • 174. Goal: energize a cycle of success
    © Sametz Blackstone Associates
    Students
    Alumni relationships
    Conviction & loyalty
    Awareness & perception
    Participation
    Admissions
    Student experience
    Engagement
    Partners
    Donors
    Project success
    Stewardship
    Partnership
    Philanthropic cultivation
    Collaboration
    Giving
    174
  • 175. Starting points: where’s MIT Sloan?
    © Sametz Blackstone Associates
    175
  • 176. Where’s MIT Sloan?
    © Sametz Blackstone Associates
    176
  • 177. Evolving web presence
    © Sametz Blackstone Associates
    177
  • 178. Goal: build coherence across different programs and functions
    © Sametz Blackstone Associates
    Undergrad
    Exec Ed
    Fellows
    MBA
    PhD
    Resource development
    Alumni relations
    Recruiting
    Career development
    Student life
    178
  • 179. Goal: build coherence across different programs and functions
    © Sametz Blackstone Associates
    Resourcedevelopment
    Alumni relations
    Recruiting
    Careerdevelopment
    Student life
    Undergrad
    Exec Ed
    Fellows
    MBA
    PhD
    179
  • 180. Goal: build coherence across different programs and functions
    © Sametz Blackstone Associates
    Undergrad
    Exec Ed
    Fellows
    MBA
    PhD
    Resourcedevelopment
    Alumni relations
    Recruiting
    Careerdevelopment
    Student life
    180
  • 181. An inclusive process
    Research
    Brand foundation
    Action
    Cross-campus working group
    Teams
    +
    knowledge
    Messaging
    Visual system
    © Sametz Blackstone Associates
  • 182. 182
    MIT inside
    Culture: passion and entrepreneurial spirit
    Quantitative rigor + qualitative excellence
    “Technology”
    Competitive position
    © Sametz Blackstone Associates
  • 183. Immersed in MIT’s culture of innovation
    Adventurous learning environment
    Magnet for smart, creative, passionate people
    Entrepreneurial spirit
    Unparalleled intellectual community / resources
    Focused on solving the most critical challenges
    Develops the principled leaders of tomorrow who combine insight and action to improve lives, organizations, communities, and the world.
    High-level message
    © Sametz Blackstone Associates
    183
  • 184. Mens et Manus
    Intelligent
    Innovative / curious
    Entrepreneurial
    Passionate
    Forward-looking
    Collaborative
    Familial / supportive
    Rigorous
    Personality
    © Sametz Blackstone Associates
    184
  • 185. Brand foundation
    +
    messaging
    Core anddynamic elements
    Primary identifiers /
    taglines
    2D / 3D
    Movement
    Typography
    Color
    Composition
    Imagery
    © Sametz Blackstone Associates
  • 186. Typographic choices
    © Sametz Blackstone Associates
    Benton Sans
    Adobe Caslon
    186
  • 187. Typographic execution
    © Sametz Blackstone Associates
    187
  • 188. 188
    © Sametz Blackstone Associates
  • 189. 189
    © Sametz Blackstone Associates
  • 190. Using the system’s “controls” to create connection and resonance
    © Sametz Blackstone Associates
     Bold expression • • • • • • • • • • •
    Conservative expression 
    190
  • 191. Coherence and flexibility;tuning communications…
    191
    © Sametz Blackstone Associates
  • 192. MBA admissions
    © Sametz Blackstone Associates
    192
  • 193. 193
    © Sametz Blackstone Associates
  • 194. 194
    © Sametz Blackstone Associates
  • 195. Fellows program
    © Sametz Blackstone Associates
    195
  • 196. PhD program
    © Sametz Blackstone Associates
    196
  • 197. 197
    © Sametz Blackstone Associates
  • 198. Corporate programs
    © Sametz Blackstone Associates
    198
  • 199. Institutional advancement
    © Sametz Blackstone Associates
    199
  • 200. Alumni magazine
    © Sametz Blackstone Associates
    200
  • 201. © Sametz Blackstone Associates
    201
  • 202. © Sametz Blackstone Associates
    202
  • 203. 203
    © Sametz Blackstone Associates
  • 204. Engaging the organization: extranet
    © Sametz Blackstone Associates
    204
  • 205. Supporting decentralized creation…
    © Sametz Blackstone Associates
    205
  • 206. MBA
    Applications up 40% in first three years; another 57% in last three years
    Market share among top four competitors: 8% to 11%
    Women: 28% to 33%
    Better “fit” candidates
    Executive Education
    Enrollment and revenues up
    FT rankings up
    Custom programs up
    Results: the “hard” stuff
    © Sametz Blackstone Associates
    206
  • 207. Portfolio branding
    More consistent, integrated communications
    Shared brand understanding
    Results: the “soft” stuff
    207
    © Sametz Blackstone Associates
  • 208. 208
    © Sametz Blackstone Associates
  • 209. 209
    © Sametz Blackstone Associates
  • 210. There: tethered
  • 211. Next?
    Ok, now what?
  • 212. What’s driving the need for change / improvement?
    Research
    Goals?
    What are you known for? Need to be known for?
    Your important constituents need to know / think?
    What’s the competition doing / saying?
    Brand foundation
    Vision / mission? Areas of focus?
    Which brand strategy?
    What position can you “own”?
    Personality?
    Messaging
    What resonates for whom?
    How can you build dialogues?
    Asking the right questions
    212
  • 213. Visual system
    What approaches to type, color, imagery, and design best translate your brand foundation and messages?
    Which elements are core? Which dynamic?
    Action
    How best to deploy print, digital, and social channels?How to participate in media you don’t own?
    Knowledge and team building
    Champion?
    How best to engender enthusiasm and buy-in?
    Documentation: print, online?
    What needs to change organizationally, culturally, to support a robust brand?
    Asking the right questions
    213
  • 214. Thank you
    Roger Sametz
    Sametz Blackstone Associates
    www.sametz.com
    www.sametz.com/roundthesquare
    roger@sametz.com
    Cathy Canney
    MIT Sloan School of Management
    mitsloan.mit.edu
    canney@mit.edu