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CASE II<br />System thinking to increase your brand’s<br />gravitational pull<br />Cathy Canney<br />MIT Sloan School of M...
Today<br />Un-tethered?<br />New approach to brand<br />System thinking<br />Pulling it all together<br />There… tethered<...
Daunting challenges<br />
Attract and retain the beststudents, faculty, staff<br />
Engage alumni<br />
Bolster philanthropy<br />
Manage multiple lines of business<br />
Be seen, heard, and remembered<br />
Connect with diverse constituencies<br />
Compete with multiple allegiances<br />
Get credit<br />
Do more with less<br />
So now what?<br />
But what does that really mean?<br />
BRAND<br />≠<br />LOGO<br />(And never did)<br />15<br />© Sametz Blackstone Associates<br />
BRAND<br />≠<br />CORP I.D.<br />(It’s wider and deeper)<br />16<br />© Sametz Blackstone Associates<br />
BRAND<br />><br />CAMPAIGN<br />(They sit under and reinforce)<br />17<br />© Sametz Blackstone Associates<br />
(Your)<br />BRAND<br />isn’t owned by<br />YOU<br />(And never was)<br />18<br />© Sametz Blackstone Associates<br />
It’s a mosaic<br />
Your brand….<br />what you stand for, promise, experiences you deliver<br />your value and values<br />your position in th...
21<br />© Sametz Blackstone Associates<br />
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Communicating in academia…<br />© Sametz Blackstone Associates<br />Institution<br />Public Relations<br />Development<br ...
Shared, flexible, teachable brand system <br />Glue<br />enable decentralized creation / stewardship;<br />connect communi...
     Advocates<br />    Supporters<br />Success<br />© Sametz Blackstone Associates<br />Vision / Mission<br />Marketing<b...
Success<br />	When constituents…<br />Share your vision,<br />Are involved in relationships with you,<br />Use your visual...
So… how to get there?<br />
A brand roadmap<br />Research<br />Brand foundation<br />Action<br />Building or renewing<br />your brand <br />Teams<br /...
Research and analysis<br />
Quantitative<br />Qualitative<br />Research in different dimensions<br />© Sametz Blackstone Associates<br />Actions / his...
Research in different dimensions<br />© Sametz Blackstone Associates<br />Inside<br />Outside<br />32<br />
Research in different dimensions<br />© Sametz Blackstone Associates<br />Inside<br />Outside<br />Who:<br />Leadership<br...
Research in different dimensions<br />© Sametz Blackstone Associates<br />Inside<br />Outside<br />Who:<br />Leadership<br...
Research in different dimensions<br />© Sametz Blackstone Associates<br />Inside<br />Outside<br />Quantitative<br />Quali...
Know your constituents’ “distance”<br />© Sametz Blackstone Associates<br />Group 1<br />Group 2<br />Group 3<br />Group 4...
For a research organization…<br />There are different “ways in”…resonant points<br />© Sametz Blackstone Associates<br />A...
Goal: insight to build on<br />
A firm brand foundation<br />
A brand foundation to build on<br />Vision +mission<br />Category+ model<br />Positioning<br />You!<br />Focus areas<br />...
41<br />© Sametz Blackstone Associates<br />
><br />42<br />© Sametz Blackstone Associates<br />
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44<br />© Sametz Blackstone Associates<br />
Branding strategies<br />© Sametz Blackstone Associates<br />Product / <br />offering <br />focus<br />Corporate /<br />in...
Four branding strategies<br />Product / <br />offering <br />focus<br />Corporate /<br />institutional focus<br />Product<...
Four branding strategies<br />Product / <br />offering <br />focus<br />Corporate /<br />institutional focus<br />Product<...
Four branding strategies<br />Product / <br />offering <br />focus<br />Corporate /<br />institutional focus<br />Product<...
Four branding strategies<br />Product / <br />offering <br />focus<br />Corporate /<br />institutional focus<br />Product<...
Harvard College—Admissions<br />Case study<br />50<br />© Sametz Blackstone Associates<br />
Master brand within a university <br />© Sametz Blackstone Associates<br />51<br />
Source<br />52<br />© Sametz Blackstone Associates<br />
Endorsed branding<br />53<br />© Sametz Blackstone Associates<br />
Without strategy…almost endorsed<br />54<br />© Sametz Blackstone Associates<br />
Without strategy…almost product<br />© Sametz Blackstone Associates<br />55<br />
Almost product…<br />© Sametz Blackstone Associates<br />56<br />
Adventures in Music<br />Adventures in Music<br />MetroCitySymphony<br />MetroCitySymphony<br />MetroCitySymphony<br />Mus...
58<br />See note on previous page, do we want to pull just afew examples through<br />San fran<br />Sloan<br />bca<br />ne...
© Sametz Blackstone Associates<br />Personality<br />See note on previous page, do we want to pull just afew examples thro...
Goal: clear, purposeful sense of identity + relationships<br />
Message development<br />
That which you stand for and seek to advance<br />What your constituents care about, will participate in, and value<br />R...
Where you can win! <br />Start the conversation here.<br />That which you stand for and seek to advance<br />What your con...
High-level<br />message<br />Customized  for a specific constituency<br />Areas of focus<br />Initiatives,<br />programs,<...
A strategy for messages at WPI:brand •••> campaign messages<br />WPI messages<br />Campaign messages<br />Campaign resonan...
©2008 Sametz Blackstone Associates<br />“The principles I’m learning at WPI—hard work, collaboration, and a focus on impro...
Goal: resonance and agility (and portability)<br />
Configuring visual systems<br />
Creating distinctive visual systems from open source elements<br />	What you can own+<br />	focused approaches<br />Primar...
Operationally, stuff doesn’t work.<br />Brand expression was never right.<br />You’ve evolved (and your brand system hasn’...
Retaining meaning, adding clarity and 21st century operability<br />© Sametz Blackstone Associates<br />71<br />
Being in sync with your mission and audiences: before….<br />72<br />© Sametz Blackstone Associates<br />
Look closer, Dig deeper<br />After…<br />73<br />© Sametz Blackstone Associates<br />
Whitehead: 1982<br />© Sametz Blackstone Associates<br />74<br />
Whitehead: after<br />© Sametz Blackstone Associates<br />75<br />
Reining in chaos: multiple identifiers…<br />© Sametz Blackstone Associates<br />ASO<br />ASO<br />ASO<br />76<br />
Reining in chaos: multiple identifiers…<br />© Sametz Blackstone Associates<br />77<br />
New master brand<br />© Sametz Blackstone Associates<br />78<br />
Extending and including<br />© Sametz Blackstone Associates<br />79<br />
Transformation: before….<br />80<br />© Sametz Blackstone Associates<br />
81<br />© Sametz Blackstone Associates<br />
82<br />New cross-campus initiative<br />© Sametz Blackstone Associates<br />
Celebrating…and building more equity <br />83<br />© Sametz Blackstone Associates<br />
Celebrating…and building more equity <br />84<br />© Sametz Blackstone Associates<br />
Visual systems: components<br />Primary identifiers / <br />taglines<br />2D / 3D<br />Movement<br />Typography<br />Choic...
Type<br />g<br />g<br />Dynamic<br />Friendly<br />Conservative<br />g<br />© Sametz Blackstone Associates <br />
Color<br />© Sametz Blackstone Associates<br />Dynamic<br />Friendly<br />Conservative<br />87<br />
Imagery<br />© Sametz Blackstone Associates<br />88<br />Dynamic<br />Friendly<br />Conservative<br />
Composition<br />Dynamic<br />Friendly<br />Conservative<br />© Sametz Blackstone Associates <br />
2D / 3D Movement<br />Dynamic<br />Friendly<br />Conservative<br />© Sametz Blackstone Associates <br />
dynamic<br />dynamic<br />dynamic<br />
92<br />friendly<br />
© Sametz Blackstone Associates <br />Conservative<br />conservative<br />
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Configuring visual systems: core anddynamic elements<br />San Francisco <br />Symphony<br />Primary identifiers / <br />ta...
© Sametz Blackstone Associates<br />96<br />
© Sametz Blackstone Associates<br />97<br />
© Sametz Blackstone Associates<br />98<br />
© Sametz Blackstone Associates<br />99<br />
© Sametz Blackstone Associates<br />100<br />
Configuring visual systems: core anddynamic elements<br />	Harvard Medical School<br />Primary identifiers / <br />tagline...
© Sametz Blackstone Associates<br />102<br />
© Sametz Blackstone Associates<br />103<br />
104<br />© Sametz Blackstone Associates<br />
© Sametz Blackstone Associates<br />105<br />
106<br />© Sametz Blackstone Associates<br />
Goal: coherence and flexibility<br />
© Sametz Blackstone Associates<br />Success<br />…When communications reinforce each other through    shared verbal and vi...
Action<br />
Architecture for action<br />Constituents<br />Content<br />Resources<br />Goals <br />+<br />outcomes<br />Channels<br />...
Architecture for action: moving people closer<br />© Sametz Blackstone Associates<br />Desired outcome for constituency X<...
Architecture for action: moving people closer<br />© Sametz Blackstone Associates<br />For un-engaged alumni, move to …<br...
113<br />© Sametz Blackstone Associates<br />
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© Sametz Blackstone Associates<br />115<br />
e-Newsletter <br />© Sametz Blackstone Associates<br />116<br />
email template <br />© Sametz Blackstone Associates<br />117<br />
© Sametz Blackstone Associates<br />McGovern Institute web homepage<br />118<br />
119<br />© Sametz Blackstone Associates<br />
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© Sametz Blackstone Associates<br />121<br />
Goal: right content, channel, timing, cost<br />
Building teams and knowledge<br />
Transferring knowledge; encouraging ownership of the system<br />© Sametz Blackstone Associates<br />124<br />
© Sametz Blackstone Associates<br />125<br />
© Sametz Blackstone Associates<br />126<br />
© Sametz Blackstone Associates<br />127<br />
Engaging the entire community: message wallet cards<br />© Sametz Blackstone Associates<br />128<br />
Engaging the organization: extranet<br />© Sametz Blackstone Associates<br />129<br />
© Sametz Blackstone Associates<br />130<br />
Goal: internal engagement, ownership, and sustainability<br />
Pulling it together<br />WGBH Educational Foundation<br />MIT Sloan School of Management<br />
WGBH<br />A visual system for a 21st century publicmedia powerhouse<br />
134<br />Goals:<br />Continue to build a leadership position in an increasingly fragmented media landscape;<br />Compete m...
135<br />Where we started, samples from the logo-farm<br />© Sametz Blackstone Associates<br />135<br />
136<br />Where we started, in membership and development print materials<br />© Sametz Blackstone Associates<br />136<br />
137<br />Where started, in social media<br />© Sametz Blackstone Associates<br />137<br />
Four Three branding strategies<br />Product / <br />offering <br />focus<br />Corporate /<br />institutional focus<br />Pr...
139<br />1 floor<br />A public media powerhouse, WGBH is your trusted guide for exploring new worlds and new ideas.<br />W...
140<br />2 floors<br />A public media powerhouse, WGBH is your trusted guide for exploring new worlds and new ideas; creat...
141<br />3 floors<br />A public media powerhouse, WGBH is your trusted guide for exploring new worlds and new ideas; creat...
142<br />Cues for main messages…<br />A public media powerhouse, WGBH is your trusted guide for exploring new worlds and n...
143<br />WGBH is public media for Boston and the world––a trusted guide and companion––enriching lives, helping you to gro...
144<br />1. Participating citizens<br />WGBH engages audiences as participating citizens, not consumers, improving the qua...
145<br />WGBH is an idea engine––bringing to life an impressive array of high-quality, trusted programs that serve as the ...
Frontline –– a show<br />	Expertise and focus •••>News and public affairs<br />	WGBH is a champion for journalism that mat...
Configuring visual systems: core anddynamic elements<br />WGBH<br />Primary identifiers / <br />taglines<br />2D / 3D<br /...
148<br />A global brand about ideas––<br />A 21st century public media powerhouse.<br />Contemporary, innovative, bold––<b...
Master branding giving societies, departments, initiatives, clubs<br />149<br />© Sametz Blackstone Associates<br />
Source branding “A” platforms<br />150<br />© Sametz Blackstone Associates<br />
Typography: our fonts<br />151<br />© Sametz Blackstone Associates<br />
Approach to color: core palette<br />152<br />© Sametz Blackstone Associates<br />PMS 647                 PMS 716         ...
Approach to color: colors drawn from imagery<br />153<br />© Sametz Blackstone Associates<br />
Texture and logo-driven angle<br />154<br />© Sametz Blackstone Associates<br />
Core elements in combination<br />155<br />© Sametz Blackstone Associates<br />
Putting the elements together…<br />156<br />© Sametz Blackstone Associates<br />
Sustaining member program<br />157<br />© Sametz Blackstone Associates<br />
Omnipresent brand bug…WGBH 2<br />158<br />© Sametz Blackstone Associates<br />
Development: giving society<br />159<br />© Sametz Blackstone Associates<br />
Ralph Lowell Society brochure<br />160<br />© Sametz Blackstone Associates<br />
Members’ magazine<br />161<br />© Sametz Blackstone Associates<br />
Brand-driven promotion<br />162<br />© Sametz Blackstone Associates<br />
Brand-driven promotion<br />163<br />© Sametz Blackstone Associates<br />
Annual report<br />164<br />© Sametz Blackstone Associates<br />
Getting credit!<br />165<br />© Sametz Blackstone Associates<br />
© Sametz Blackstone Associates<br />166<br />
Connecting the dots across platforms<br />167<br />© Sametz Blackstone Associates<br />
Connecting the dots across platforms<br />168<br />© Sametz Blackstone Associates<br />
169<br />© Sametz Blackstone Associates<br />
170<br />© Sametz Blackstone Associates<br />
171<br />© Sametz Blackstone Associates<br />
172<br />© Sametz Blackstone Associates<br />MIT Sloan School of Management<br />Volume and tone controls for coherence an...
Increase visibility and comprehension <br />Correct lagging misperceptions<br />Overcome some real obstacles<br />Stake ou...
Goal: energize a cycle of success<br />© Sametz Blackstone Associates<br />Students<br />Alumni relationships<br />Convict...
Starting points: where’s MIT Sloan? <br />© Sametz Blackstone Associates<br />175<br />
Where’s MIT Sloan?<br />© Sametz Blackstone Associates<br />176<br />
Evolving web presence<br />© Sametz Blackstone Associates<br />177<br />
Goal: build coherence across different programs and functions<br />© Sametz Blackstone Associates<br />Undergrad<br />Exec...
Goal: build coherence across different programs and functions<br />© Sametz Blackstone Associates<br />Resourcedevelopment...
Goal: build coherence across different programs and functions<br />© Sametz Blackstone Associates<br />Undergrad<br />Exec...
An inclusive process<br />Research<br />Brand foundation<br />Action<br />Cross-campus working group<br />Teams<br />+<br ...
182<br />MIT inside<br />Culture: passion and entrepreneurial spirit<br />Quantitative rigor + qualitative excellence<br /...
Immersed in MIT’s culture of innovation<br />Adventurous learning environment<br />Magnet for smart, creative, passionate ...
Mens et Manus<br />Intelligent<br />Innovative / curious<br />Entrepreneurial<br />Passionate<br />Forward-looking<br />Co...
Brand foundation<br />+<br />messaging<br />Core anddynamic elements<br />Primary identifiers / <br />taglines<br />2D / 3...
Typographic choices<br />© Sametz Blackstone Associates<br />Benton Sans<br />Adobe Caslon<br />186<br />
Typographic execution<br />© Sametz Blackstone Associates<br />187<br />
188<br />© Sametz Blackstone Associates<br />
189<br />© Sametz Blackstone Associates<br />
Using the system’s “controls” to create connection and resonance<br />© Sametz Blackstone Associates<br /> Bold expressio...
Coherence and flexibility;tuning communications…<br />191<br />© Sametz Blackstone Associates<br />
MBA admissions<br />© Sametz Blackstone Associates<br />192<br />
193<br />© Sametz Blackstone Associates<br />
194<br />© Sametz Blackstone Associates<br />
Fellows program<br />© Sametz Blackstone Associates<br />195<br />
PhD program<br />© Sametz Blackstone Associates<br />196<br />
197<br />© Sametz Blackstone Associates<br />
Corporate programs<br />© Sametz Blackstone Associates<br />198<br />
Institutional advancement<br />© Sametz Blackstone Associates<br />199<br />
Alumni magazine<br />© Sametz Blackstone Associates<br />200<br />
© Sametz Blackstone Associates<br />201<br />
© Sametz Blackstone Associates<br />202<br />
203<br />© Sametz Blackstone Associates<br />
Engaging the organization: extranet<br />© Sametz Blackstone Associates<br />204<br />
Supporting decentralized creation…<br />© Sametz Blackstone Associates<br />205<br />
MBA<br />Applications up 40% in first three years; another 57% in last three years <br />Market share among top four compe...
Portfolio branding<br />More consistent, integrated communications <br />Shared brand understanding<br />Results: the “sof...
208<br />© Sametz Blackstone Associates<br />
209<br />© Sametz Blackstone Associates<br />
There: tethered<br />
Next?<br />Ok, now what?<br />
	What’s driving the need for change / improvement?<br />Research<br />Goals?<br />What are you known for? Need to be known...
Visual system<br />What approaches to type, color, imagery, and design best translate your brand foundation and messages?<...
Thank you<br />Roger Sametz<br />Sametz Blackstone Associates<br />www.sametz.com<br />www.sametz.com/roundthesquare<br />...
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CASE D. 2 2011: Brand control to Major Tom: New rules for increasing your brand's gravitational pull

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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.

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

    1. 1. CASE II<br />System thinking to increase your brand’s<br />gravitational pull<br />Cathy Canney<br />MIT Sloan School of Management<br />Roger Sametz<br />Brand control to Major Tom<br />
    2. 2. Today<br />Un-tethered?<br />New approach to brand<br />System thinking<br />Pulling it all together<br />There… tethered<br />
    3. 3. Daunting challenges<br />
    4. 4. Attract and retain the beststudents, faculty, staff<br />
    5. 5. Engage alumni<br />
    6. 6. Bolster philanthropy<br />
    7. 7. Manage multiple lines of business<br />
    8. 8. Be seen, heard, and remembered<br />
    9. 9. Connect with diverse constituencies<br />
    10. 10. Compete with multiple allegiances<br />
    11. 11. Get credit<br />
    12. 12. Do more with less<br />
    13. 13. So now what?<br />
    14. 14. But what does that really mean?<br />
    15. 15. BRAND<br />≠<br />LOGO<br />(And never did)<br />15<br />© Sametz Blackstone Associates<br />
    16. 16. BRAND<br />≠<br />CORP I.D.<br />(It’s wider and deeper)<br />16<br />© Sametz Blackstone Associates<br />
    17. 17. BRAND<br />><br />CAMPAIGN<br />(They sit under and reinforce)<br />17<br />© Sametz Blackstone Associates<br />
    18. 18. (Your)<br />BRAND<br />isn’t owned by<br />YOU<br />(And never was)<br />18<br />© Sametz Blackstone Associates<br />
    19. 19. It’s a mosaic<br />
    20. 20. Your brand….<br />what you stand for, promise, experiences you deliver<br />your value and values<br />your position in the competitive environment….<br />Shaped by what you can control:<br />primary identifiers (name/s, logos / logotypes)<br />main messages<br />communications you make / take part in<br />offerings<br />personality and behavior!<br />And by what you can’t control:<br />conversations others are having<br />media coverage<br />history<br />Your brand mosaic<br />20<br />© Sametz Blackstone Associates<br />
    21. 21. 21<br />© Sametz Blackstone Associates<br />
    22. 22. 22<br />© Sametz Blackstone Associates<br />
    23. 23. 23<br />© Sametz Blackstone Associates<br />
    24. 24. Communicating in academia…<br />© Sametz Blackstone Associates<br />Institution<br />Public Relations<br />Development<br />Admissions<br />Alumni Relations<br />Provost<br />President<br />Volunteer leadership<br />Alumni<br />Faculty/staff<br />Community<br />Peers<br />Industry<br />Employers<br />Students<br />Recruits<br />Alumni<br />Media<br />Trustees<br />24<br />
    25. 25. Shared, flexible, teachable brand system <br />Glue<br />enable decentralized creation / stewardship;<br />connect communications across media;<br />provide “portability”; <br />leverage communications you can control;<br />influence those you can’t;<br />increase efficiency.<br />What’s needed<br />© Sametz Blackstone Associates<br />25<br />
    26. 26. Advocates<br /> Supporters<br />Success<br />© Sametz Blackstone Associates<br />Vision / Mission<br />Marketing<br />Development<br />26<br />
    27. 27. Success<br /> When constituents…<br />Share your vision,<br />Are involved in relationships with you,<br />Use your visual / verbal cues in their communications,<br />Want to be part of your special culture,<br />Define (in part) their personal brands through identification with your institutional brand.<br />© Sametz Blackstone Associates<br />27<br />
    28. 28. So… how to get there?<br />
    29. 29. A brand roadmap<br />Research<br />Brand foundation<br />Action<br />Building or renewing<br />your brand <br />Teams<br />+<br />knowledge<br />Messaging<br />Visual system<br />© Sametz Blackstone Associates <br />
    30. 30. Research and analysis<br />
    31. 31. Quantitative<br />Qualitative<br />Research in different dimensions<br />© Sametz Blackstone Associates<br />Actions / history<br />Motivations / future<br />31<br />
    32. 32. Research in different dimensions<br />© Sametz Blackstone Associates<br />Inside<br />Outside<br />32<br />
    33. 33. Research in different dimensions<br />© Sametz Blackstone Associates<br />Inside<br />Outside<br />Who:<br />Leadership<br />Staff<br />Board<br />Family<br />What:<br />Strategy<br />Offerings<br />Behavior<br />Position<br />Communications<br />Quantitative<br />Qualitative<br />33<br />
    34. 34. Research in different dimensions<br />© Sametz Blackstone Associates<br />Inside<br />Outside<br />Who:<br />Leadership<br />Staff<br />Board<br />Family<br />What:<br />Strategy<br />Offerings<br />Behavior<br />Position<br />Communications<br />Who:<br />Prospects<br />Students<br />Alumni<br />Donors<br />Partners<br />What: Competitive orgs<br />Strategy<br />Offerings<br />Behavior<br />Position<br />Communications<br />Quantitative<br />Qualitative<br />34<br />
    35. 35. Research in different dimensions<br />© Sametz Blackstone Associates<br />Inside<br />Outside<br />Quantitative<br />Qualitative<br />35<br />Who:<br />Leadership<br />Staff<br />Board<br />Family<br />What:<br />Strategy<br />Offerings<br />Behavior<br />Position<br />Communications<br />Who:<br />Prospects<br />Students<br />Alumni<br />Donors<br />Partners<br />What: Competitive orgs<br />Strategy<br />Offerings<br />Behavior<br />Position<br />Communications<br />Audit<br />Listen<br />
    36. 36. Know your constituents’ “distance”<br />© Sametz Blackstone Associates<br />Group 1<br />Group 2<br />Group 3<br />Group 4<br />36<br />
    37. 37. For a research organization…<br />There are different “ways in”…resonant points<br />© Sametz Blackstone Associates<br />Advancing basic science<br />Curing specific diseases<br />Effecting transformation<br />Training the next generation<br />New technologies<br />37<br />
    38. 38. Goal: insight to build on<br />
    39. 39. A firm brand foundation<br />
    40. 40. A brand foundation to build on<br />Vision +mission<br />Category+ model<br />Positioning<br />You!<br />Focus areas<br />Personality attributes<br />Brand strategy<br />© Sametz Blackstone Associates <br />
    41. 41. 41<br />© Sametz Blackstone Associates<br />
    42. 42. ><br />42<br />© Sametz Blackstone Associates<br />
    43. 43. 43<br />© Sametz Blackstone Associates<br />
    44. 44. 44<br />© Sametz Blackstone Associates<br />
    45. 45. Branding strategies<br />© Sametz Blackstone Associates<br />Product / <br />offering <br />focus<br />Corporate /<br />institutional focus<br />Product<br />Endorsed<br />Source<br />Master<br />45<br />
    46. 46. Four branding strategies<br />Product / <br />offering <br />focus<br />Corporate /<br />institutional focus<br />Product<br />Endorsed<br />Source<br />Master<br />46<br />© Sametz Blackstone Associates<br />
    47. 47. Four branding strategies<br />Product / <br />offering <br />focus<br />Corporate /<br />institutional focus<br />Product<br />Endorsed<br />Source<br />Master<br />47<br />© Sametz Blackstone Associates<br />
    48. 48. Four branding strategies<br />Product / <br />offering <br />focus<br />Corporate /<br />institutional focus<br />Product<br />Endorsed<br />Source<br />Master<br />48<br />© Sametz Blackstone Associates<br />
    49. 49. Four branding strategies<br />Product / <br />offering <br />focus<br />Corporate /<br />institutional focus<br />Product<br />Endorsed<br />Source<br />Master<br />49<br />© Sametz Blackstone Associates<br />
    50. 50. Harvard College—Admissions<br />Case study<br />50<br />© Sametz Blackstone Associates<br />
    51. 51. Master brand within a university <br />© Sametz Blackstone Associates<br />51<br />
    52. 52. Source<br />52<br />© Sametz Blackstone Associates<br />
    53. 53. Endorsed branding<br />53<br />© Sametz Blackstone Associates<br />
    54. 54. Without strategy…almost endorsed<br />54<br />© Sametz Blackstone Associates<br />
    55. 55. Without strategy…almost product<br />© Sametz Blackstone Associates<br />55<br />
    56. 56. Almost product…<br />© Sametz Blackstone Associates<br />56<br />
    57. 57. Adventures in Music<br />Adventures in Music<br />MetroCitySymphony<br />MetroCitySymphony<br />MetroCitySymphony<br />Musical education for kids<br />Adventures in Music<br />57<br />© Sametz Blackstone Associates<br />
    58. 58. 58<br />See note on previous page, do we want to pull just afew examples through<br />San fran<br />Sloan<br />bca<br />neuro?<br />Personality<br />© Sametz Blackstone Associates<br />
    59. 59. © Sametz Blackstone Associates<br />Personality<br />See note on previous page, do we want to pull just afew examples through<br />San fran<br />Sloan<br />bca<br />neuro?<br />59<br />
    60. 60. Goal: clear, purposeful sense of identity + relationships<br />
    61. 61. Message development<br />
    62. 62. That which you stand for and seek to advance<br />What your constituents care about, will participate in, and value<br />Relevance and resonance<br />© Sametz Blackstone Associates<br />62<br />
    63. 63. Where you can win! <br />Start the conversation here.<br />That which you stand for and seek to advance<br />What your constituents care about, will participate in, and value<br />Relevance and resonance<br />© Sametz Blackstone Associates<br />63<br />
    64. 64. High-level<br />message<br />Customized for a specific constituency<br />Areas of focus<br />Initiatives,<br />programs,<br />opportunities<br />Supporting<br />stories<br />Evolving a message system<br />© Sametz Blackstone Associates<br />Fact sheets, giving oppts<br />64<br />
    65. 65. A strategy for messages at WPI:brand •••> campaign messages<br />WPI messages<br />Campaign messages<br />Campaign resonant themes<br />Campaign focus areas<br />Prepare students to discover, grow, achieve, and lead<br />Build WPI’s national reputation and position<br />Renew and lead American competitiveness<br />Advance WPI’s excellence in teaching and research<br />Faculty and academic program support<br />Student financial aid<br />Academic facilities and campus life<br />Annual Fund<br />“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.”<br />Ryan Kendrick ’07<br />“Although these projects represent a wide spectrum of topics, they all address the broader question of how to build a brighter future.”<br />Professor Richard Vaz, Dean of the WPI’s Interdisciplinary and Global Studies Division<br />“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.”<br />Professor Kristin Wobbe, Department of Chemistry and Biochemistry<br />“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.”<br />Jason Richards, Computer Science ’01Team leader, Sun Microsystems<br />Faculty + alumnus<br />Student + faculty<br />Student + alumnus<br />Alumnus + partner<br />
    66. 66. ©2008 Sametz Blackstone Associates<br />“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.”<br />Andrew J. Edwards ’09, Biochemistry and New Hampshire State Representative <br />“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.”<br />Professor Jane Roberts, Department of Chemistry and Biochemistry<br />
    67. 67. Goal: resonance and agility (and portability)<br />
    68. 68. Configuring visual systems<br />
    69. 69. Creating distinctive visual systems from open source elements<br /> What you can own+<br /> focused approaches<br />Primary identifiers / <br />taglines<br />2D / 3D<br />Movement<br />Typography<br />Choices<br />+<br />Articulation<br />+<br />Relationships<br />Color<br />Composition<br />Imagery<br />© Sametz Blackstone Associates <br />
    70. 70. Operationally, stuff doesn’t work.<br />Brand expression was never right.<br />You’ve evolved (and your brand system hasn’t).<br />Constituent and market expectations have evolved.<br />All of the above…plus need to reign in chaos.<br />You’ve new strategic directions.<br />You’re transforming.<br />Brand new!<br />Why your visual system might need work<br />70<br />© Sametz Blackstone Associates<br />
    71. 71. Retaining meaning, adding clarity and 21st century operability<br />© Sametz Blackstone Associates<br />71<br />
    72. 72. Being in sync with your mission and audiences: before….<br />72<br />© Sametz Blackstone Associates<br />
    73. 73. Look closer, Dig deeper<br />After…<br />73<br />© Sametz Blackstone Associates<br />
    74. 74. Whitehead: 1982<br />© Sametz Blackstone Associates<br />74<br />
    75. 75. Whitehead: after<br />© Sametz Blackstone Associates<br />75<br />
    76. 76. Reining in chaos: multiple identifiers…<br />© Sametz Blackstone Associates<br />ASO<br />ASO<br />ASO<br />76<br />
    77. 77. Reining in chaos: multiple identifiers…<br />© Sametz Blackstone Associates<br />77<br />
    78. 78. New master brand<br />© Sametz Blackstone Associates<br />78<br />
    79. 79. Extending and including<br />© Sametz Blackstone Associates<br />79<br />
    80. 80. Transformation: before….<br />80<br />© Sametz Blackstone Associates<br />
    81. 81. 81<br />© Sametz Blackstone Associates<br />
    82. 82. 82<br />New cross-campus initiative<br />© Sametz Blackstone Associates<br />
    83. 83. Celebrating…and building more equity <br />83<br />© Sametz Blackstone Associates<br />
    84. 84. Celebrating…and building more equity <br />84<br />© Sametz Blackstone Associates<br />
    85. 85. Visual systems: components<br />Primary identifiers / <br />taglines<br />2D / 3D<br />Movement<br />Typography<br />Choices<br />+<br />Articulation<br />+<br />Relationships<br />Color<br />Composition<br />Imagery<br />© Sametz Blackstone Associates <br />
    86. 86. Type<br />g<br />g<br />Dynamic<br />Friendly<br />Conservative<br />g<br />© Sametz Blackstone Associates <br />
    87. 87. Color<br />© Sametz Blackstone Associates<br />Dynamic<br />Friendly<br />Conservative<br />87<br />
    88. 88. Imagery<br />© Sametz Blackstone Associates<br />88<br />Dynamic<br />Friendly<br />Conservative<br />
    89. 89. Composition<br />Dynamic<br />Friendly<br />Conservative<br />© Sametz Blackstone Associates <br />
    90. 90. 2D / 3D Movement<br />Dynamic<br />Friendly<br />Conservative<br />© Sametz Blackstone Associates <br />
    91. 91. dynamic<br />dynamic<br />dynamic<br />
    92. 92. 92<br />friendly<br />
    93. 93. © Sametz Blackstone Associates <br />Conservative<br />conservative<br />
    94. 94. 94<br />© Sametz Blackstone Associates<br />
    95. 95. Configuring visual systems: core anddynamic elements<br />San Francisco <br />Symphony<br />Primary identifiers / <br />taglines<br />2D / 3D<br />Movement<br />Typography<br />Brand foundation<br />+<br />messaging<br />Color<br />Composition<br />Imagery<br />© Sametz Blackstone Associates <br />
    96. 96. © Sametz Blackstone Associates<br />96<br />
    97. 97. © Sametz Blackstone Associates<br />97<br />
    98. 98. © Sametz Blackstone Associates<br />98<br />
    99. 99. © Sametz Blackstone Associates<br />99<br />
    100. 100. © Sametz Blackstone Associates<br />100<br />
    101. 101. Configuring visual systems: core anddynamic elements<br /> Harvard Medical School<br />Primary identifiers / <br />taglines<br />2D / 3D<br />Movement<br />Typography<br />Brand foundation<br />+<br />messaging<br />Color<br />Composition<br />Imagery<br />© Sametz Blackstone Associates <br />
    102. 102. © Sametz Blackstone Associates<br />102<br />
    103. 103. © Sametz Blackstone Associates<br />103<br />
    104. 104. 104<br />© Sametz Blackstone Associates<br />
    105. 105. © Sametz Blackstone Associates<br />105<br />
    106. 106. 106<br />© Sametz Blackstone Associates<br />
    107. 107. Goal: coherence and flexibility<br />
    108. 108. © Sametz Blackstone Associates<br />Success<br />…When communications reinforce each other through shared verbal and visual approaches<br />Yourorganization<br />Promises<br />Expectations<br />Position<br />Attributes<br />Personality<br />Tactical communications—<br />by program, function, audience, initiative<br />108<br />
    109. 109. Action<br />
    110. 110. Architecture for action<br />Constituents<br />Content<br />Resources<br />Goals <br />+<br />outcomes<br />Channels<br />Behavior<br />Offerings<br />© Sametz Blackstone Associates <br />
    111. 111. Architecture for action: moving people closer<br />© Sametz Blackstone Associates<br />Desired outcome for constituency X<br />Awareness<br />Comprehension<br />Participation<br />Loyalty<br />Support<br />111<br />
    112. 112. Architecture for action: moving people closer<br />© Sametz Blackstone Associates<br />For un-engaged alumni, move to …<br />Awareness<br />Comprehension<br />Participation<br />Loyalty<br />Support<br />Participation<br />Goals<br />Messages<br />Vehicles<br />Channel<br />Print<br />Promote gathering<br />Postcard<br />Reconnect with friends, re-live a fun college weekend<br />Digital<br />HTML Email<br />Build database<br />Stay in touch with eNews<br />Support a critical cause<br />SMS fundraising<br />Raise small donations<br />Facebook<br />Build community mass<br />Rejoin our community<br />Evite to local coffee gathering with connection to pre- and post- podcasts<br />Engender pride<br />Reconnect with friends around topic that’s meaningful to you<br />Live<br />112<br />
    113. 113. 113<br />© Sametz Blackstone Associates<br />
    114. 114. 114<br />© Sametz Blackstone Associates<br />
    115. 115. © Sametz Blackstone Associates<br />115<br />
    116. 116. e-Newsletter <br />© Sametz Blackstone Associates<br />116<br />
    117. 117. email template <br />© Sametz Blackstone Associates<br />117<br />
    118. 118. © Sametz Blackstone Associates<br />McGovern Institute web homepage<br />118<br />
    119. 119. 119<br />© Sametz Blackstone Associates<br />
    120. 120. 120<br />© Sametz Blackstone Associates<br />
    121. 121. © Sametz Blackstone Associates<br />121<br />
    122. 122. Goal: right content, channel, timing, cost<br />
    123. 123. Building teams and knowledge<br />
    124. 124. Transferring knowledge; encouraging ownership of the system<br />© Sametz Blackstone Associates<br />124<br />
    125. 125. © Sametz Blackstone Associates<br />125<br />
    126. 126. © Sametz Blackstone Associates<br />126<br />
    127. 127. © Sametz Blackstone Associates<br />127<br />
    128. 128. Engaging the entire community: message wallet cards<br />© Sametz Blackstone Associates<br />128<br />
    129. 129. Engaging the organization: extranet<br />© Sametz Blackstone Associates<br />129<br />
    130. 130. © Sametz Blackstone Associates<br />130<br />
    131. 131. Goal: internal engagement, ownership, and sustainability<br />
    132. 132. Pulling it together<br />WGBH Educational Foundation<br />MIT Sloan School of Management<br />
    133. 133. WGBH<br />A visual system for a 21st century publicmedia powerhouse<br />
    134. 134. 134<br />Goals:<br />Continue to build a leadership position in an increasingly fragmented media landscape;<br />Compete more effectively for audience, members, sponsors, contributed income, and mindshare;<br />Grow diversified income streams;<br />Connect communicators internally; increase efficiency;<br />Ensure that the organization gets credit for all it does!<br />Three related initiatives:<br />Strategic approach to brand relationships<br />New messaging platform<br />Updated visual brand identity system<br />Realizing the potential of brand-building communications<br />© Sametz Blackstone Associates<br />
    135. 135. 135<br />Where we started, samples from the logo-farm<br />© Sametz Blackstone Associates<br />135<br />
    136. 136. 136<br />Where we started, in membership and development print materials<br />© Sametz Blackstone Associates<br />136<br />
    137. 137. 137<br />Where started, in social media<br />© Sametz Blackstone Associates<br />137<br />
    138. 138. Four Three branding strategies<br />Product / <br />offering <br />focus<br />Corporate /<br />institutional focus<br />Product<br />Endorsed<br />Source<br />Master<br />138<br />© Sametz Blackstone Associates<br />Our national shows / initiatives<br /> WGBY<br /> WCAI<br /> Our local shows<br /> 99.5 All Classical<br /> 2<br /> 44<br /> 89.7<br /> Our “collections” All departments<br /> All development<br /> All membership<br /> Tours, etc<br />
    139. 139. 139<br />1 floor<br />A public media powerhouse, WGBH is your trusted guide for exploring new worlds and new ideas.<br />WGBH: High-level, “elevator” message<br />© Sametz Blackstone Associates<br />
    140. 140. 140<br />2 floors<br />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.<br />WGBH: High-level, “elevator” message<br />© Sametz Blackstone Associates<br />
    141. 141. 141<br />3 floors<br />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.<br /> 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.<br />WGBH: High-level, “elevator” message<br />© Sametz Blackstone Associates<br />
    142. 142. 142<br />Cues for main messages…<br />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.<br /> 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.<br />WGBH: High-level, “elevator” message<br />© Sametz Blackstone Associates<br />
    143. 143. 143<br />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.<br />Main message #1: Public media…<br />© Sametz Blackstone Associates<br />
    144. 144. 144<br />1. Participating citizens<br />WGBH engages audiences as participating citizens, not consumers, improving the quality of daily life and activating our roles as citizens in a democratic society.<br />2. Independent<br />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.<br />3. Member-supported<br /> 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.<br />Supporting points: Public media…<br />© Sametz Blackstone Associates<br />
    145. 145. 145<br />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.<br />Main message #2: Creating…<br />© Sametz Blackstone Associates<br />
    146. 146. Frontline –– a show<br /> Expertise and focus •••>News and public affairs<br /> WGBH is a champion for journalism that matters…<br />Experiences •••>Independent voice<br /> WGBH is an independent voice for the public sphere…<br />Delivering •••> Beyond broadcast <br /> WGBH is pushing the boundaries of broadcast…<br />Public media •••> Non-profit, member-supported<br /> WGBH relies, in large part, on the generosity of the public it serves.<br /> Individual donor add-on•••> Made possible by you<br /> WGBH is both for you, and made possible by you…<br />Advancing a dialogue<br />© Sametz Blackstone Associates<br />146<br />
    147. 147. Configuring visual systems: core anddynamic elements<br />WGBH<br />Primary identifiers / <br />taglines<br />2D / 3D<br />Movement<br />Typography<br />Brand foundation<br />+<br />messaging<br />Color<br />Composition<br />Imagery<br />© Sametz Blackstone Associates <br />
    148. 148. 148<br />A global brand about ideas––<br />A 21st century public media powerhouse.<br />Contemporary, innovative, bold––<br />Yet welcoming and approachable.<br />Experience driven––<br />Trusted guide to new worlds and ideas.<br />A brand with a mission––<br />Education in all its forms is central.<br />Community-focused––<br />Building geographic and interest-centered connection.<br />A partner for your passion––<br />Whether news, classical music, science, kids….<br />Definitely worth supporting!<br />Attributes driving the new system<br />© Sametz Blackstone Associates<br />148<br />
    149. 149. Master branding giving societies, departments, initiatives, clubs<br />149<br />© Sametz Blackstone Associates<br />
    150. 150. Source branding “A” platforms<br />150<br />© Sametz Blackstone Associates<br />
    151. 151. Typography: our fonts<br />151<br />© Sametz Blackstone Associates<br />
    152. 152. Approach to color: core palette<br />152<br />© Sametz Blackstone Associates<br />PMS 647 PMS 716 PMS 3135 PMS 368 COOL GRAY 5 COOL GRAY 9<br />
    153. 153. Approach to color: colors drawn from imagery<br />153<br />© Sametz Blackstone Associates<br />
    154. 154. Texture and logo-driven angle<br />154<br />© Sametz Blackstone Associates<br />
    155. 155. Core elements in combination<br />155<br />© Sametz Blackstone Associates<br />
    156. 156. Putting the elements together…<br />156<br />© Sametz Blackstone Associates<br />
    157. 157. Sustaining member program<br />157<br />© Sametz Blackstone Associates<br />
    158. 158. Omnipresent brand bug…WGBH 2<br />158<br />© Sametz Blackstone Associates<br />
    159. 159. Development: giving society<br />159<br />© Sametz Blackstone Associates<br />
    160. 160. Ralph Lowell Society brochure<br />160<br />© Sametz Blackstone Associates<br />
    161. 161. Members’ magazine<br />161<br />© Sametz Blackstone Associates<br />
    162. 162. Brand-driven promotion<br />162<br />© Sametz Blackstone Associates<br />
    163. 163. Brand-driven promotion<br />163<br />© Sametz Blackstone Associates<br />
    164. 164. Annual report<br />164<br />© Sametz Blackstone Associates<br />
    165. 165. Getting credit!<br />165<br />© Sametz Blackstone Associates<br />
    166. 166. © Sametz Blackstone Associates<br />166<br />
    167. 167. Connecting the dots across platforms<br />167<br />© Sametz Blackstone Associates<br />
    168. 168. Connecting the dots across platforms<br />168<br />© Sametz Blackstone Associates<br />
    169. 169. 169<br />© Sametz Blackstone Associates<br />
    170. 170. 170<br />© Sametz Blackstone Associates<br />
    171. 171. 171<br />© Sametz Blackstone Associates<br />
    172. 172. 172<br />© Sametz Blackstone Associates<br />MIT Sloan School of Management<br />Volume and tone controls for coherence and flexibility<br />MIT Sloan School of Management<br />
    173. 173. Increase visibility and comprehension <br />Correct lagging misperceptions<br />Overcome some real obstacles<br />Stake out a unique position <br />Communicate / connect what students / alums value<br />Present an integrated portfolio <br />Engage “the big team”<br />Cultivate “brand ambassadors”<br />Big picture goals<br />© Sametz Blackstone Associates<br />173<br />
    174. 174. Goal: energize a cycle of success<br />© Sametz Blackstone Associates<br />Students<br />Alumni relationships<br />Conviction & loyalty<br />Awareness & perception<br />Participation<br />Admissions<br />Student experience<br />Engagement<br />Partners<br />Donors<br />Project success<br />Stewardship<br />Partnership<br />Philanthropic cultivation<br />Collaboration<br />Giving<br />174<br />
    175. 175. Starting points: where’s MIT Sloan? <br />© Sametz Blackstone Associates<br />175<br />
    176. 176. Where’s MIT Sloan?<br />© Sametz Blackstone Associates<br />176<br />
    177. 177. Evolving web presence<br />© Sametz Blackstone Associates<br />177<br />
    178. 178. Goal: build coherence across different programs and functions<br />© Sametz Blackstone Associates<br />Undergrad<br />Exec Ed<br />Fellows<br />MBA<br />PhD<br />Resource development<br />Alumni relations<br />Recruiting<br />Career development<br />Student life<br />178<br />
    179. 179. Goal: build coherence across different programs and functions<br />© Sametz Blackstone Associates<br />Resourcedevelopment<br />Alumni relations<br />Recruiting<br />Careerdevelopment<br />Student life<br />Undergrad<br />Exec Ed<br />Fellows<br />MBA<br />PhD<br />179<br />
    180. 180. Goal: build coherence across different programs and functions<br />© Sametz Blackstone Associates<br />Undergrad<br />Exec Ed<br />Fellows<br />MBA<br />PhD<br />Resourcedevelopment<br />Alumni relations<br />Recruiting<br />Careerdevelopment<br />Student life<br />180<br />
    181. 181. An inclusive process<br />Research<br />Brand foundation<br />Action<br />Cross-campus working group<br />Teams<br />+<br />knowledge<br />Messaging<br />Visual system<br />© Sametz Blackstone Associates <br />
    182. 182. 182<br />MIT inside<br />Culture: passion and entrepreneurial spirit<br />Quantitative rigor + qualitative excellence<br />“Technology”<br />Competitive position<br />© Sametz Blackstone Associates<br />
    183. 183. Immersed in MIT’s culture of innovation<br />Adventurous learning environment<br />Magnet for smart, creative, passionate people<br />Entrepreneurial spirit<br />Unparalleled intellectual community / resources<br />Focused on solving the most critical challenges<br />Develops the principled leaders of tomorrow who combine insight and action to improve lives, organizations, communities, and the world.<br />High-level message<br />© Sametz Blackstone Associates<br />183<br />
    184. 184. Mens et Manus<br />Intelligent<br />Innovative / curious<br />Entrepreneurial<br />Passionate<br />Forward-looking<br />Collaborative<br />Familial / supportive<br />Rigorous<br />Personality<br />© Sametz Blackstone Associates<br />184<br />
    185. 185. Brand foundation<br />+<br />messaging<br />Core anddynamic elements<br />Primary identifiers / <br />taglines<br />2D / 3D<br />Movement<br />Typography<br />Color<br />Composition<br />Imagery<br />© Sametz Blackstone Associates <br />
    186. 186. Typographic choices<br />© Sametz Blackstone Associates<br />Benton Sans<br />Adobe Caslon<br />186<br />
    187. 187. Typographic execution<br />© Sametz Blackstone Associates<br />187<br />
    188. 188. 188<br />© Sametz Blackstone Associates<br />
    189. 189. 189<br />© Sametz Blackstone Associates<br />
    190. 190. Using the system’s “controls” to create connection and resonance<br />© Sametz Blackstone Associates<br /> Bold expression • • • • • • • • • • •<br />Conservative expression <br />190<br />
    191. 191. Coherence and flexibility;tuning communications…<br />191<br />© Sametz Blackstone Associates<br />
    192. 192. MBA admissions<br />© Sametz Blackstone Associates<br />192<br />
    193. 193. 193<br />© Sametz Blackstone Associates<br />
    194. 194. 194<br />© Sametz Blackstone Associates<br />
    195. 195. Fellows program<br />© Sametz Blackstone Associates<br />195<br />
    196. 196. PhD program<br />© Sametz Blackstone Associates<br />196<br />
    197. 197. 197<br />© Sametz Blackstone Associates<br />
    198. 198. Corporate programs<br />© Sametz Blackstone Associates<br />198<br />
    199. 199. Institutional advancement<br />© Sametz Blackstone Associates<br />199<br />
    200. 200. Alumni magazine<br />© Sametz Blackstone Associates<br />200<br />
    201. 201. © Sametz Blackstone Associates<br />201<br />
    202. 202. © Sametz Blackstone Associates<br />202<br />
    203. 203. 203<br />© Sametz Blackstone Associates<br />
    204. 204. Engaging the organization: extranet<br />© Sametz Blackstone Associates<br />204<br />
    205. 205. Supporting decentralized creation…<br />© Sametz Blackstone Associates<br />205<br />
    206. 206. MBA<br />Applications up 40% in first three years; another 57% in last three years <br />Market share among top four competitors: 8% to 11%<br />Women: 28% to 33%<br />Better “fit” candidates<br />Executive Education<br />Enrollment and revenues up <br />FT rankings up<br />Custom programs up<br />Results: the “hard” stuff<br />© Sametz Blackstone Associates<br />206<br />
    207. 207. Portfolio branding<br />More consistent, integrated communications <br />Shared brand understanding<br />Results: the “soft” stuff <br />207<br />© Sametz Blackstone Associates<br />
    208. 208. 208<br />© Sametz Blackstone Associates<br />
    209. 209. 209<br />© Sametz Blackstone Associates<br />
    210. 210. There: tethered<br />
    211. 211. Next?<br />Ok, now what?<br />
    212. 212. What’s driving the need for change / improvement?<br />Research<br />Goals?<br />What are you known for? Need to be known for?<br />Your important constituents need to know / think?<br />What’s the competition doing / saying?<br />Brand foundation<br />Vision / mission? Areas of focus?<br />Which brand strategy? <br />What position can you “own”?<br />Personality?<br />Messaging<br />What resonates for whom?<br />How can you build dialogues?<br />Asking the right questions<br />212<br />
    213. 213. Visual system<br />What approaches to type, color, imagery, and design best translate your brand foundation and messages?<br />Which elements are core? Which dynamic?<br />Action<br />How best to deploy print, digital, and social channels?How to participate in media you don’t own?<br />Knowledge and team building<br />Champion?<br />How best to engender enthusiasm and buy-in?<br />Documentation: print, online? <br />What needs to change organizationally, culturally, to support a robust brand?<br />Asking the right questions<br />213<br />
    214. 214. Thank you<br />Roger Sametz<br />Sametz Blackstone Associates<br />www.sametz.com<br />www.sametz.com/roundthesquare<br />roger@sametz.com<br />Cathy Canney<br />MIT Sloan School of Management<br />mitsloan.mit.edu<br />canney@mit.edu<br />
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