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CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
CASE D1 2011: Achieving (Compelling) Visual Coherence
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CASE D1 2011: Achieving (Compelling) Visual Coherence

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In today’s decentralized, tweeting, demand-printed, www universe, achieving compelling visual coherence is tough. There are many applications that need to be brought into a brand; communications that …

In today’s decentralized, tweeting, demand-printed, www universe, achieving compelling visual coherence is tough. There are many applications that need to be brought into a brand; communications that affect your brand are created inside and outside your walls, 24/7. Crafting or renovating a system for visual brand expression is more like making a mosaic than it is carving a sculpture out of a single piece of stone; it requires a different toolbox than the one used even a few years ago: one with approaches to color, type, imagery, design, and movement; one with volume and tone controls; one that can be taught and shared.

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  • .
  • Well this is where your brand comes in… A strong brand is how you --connect mission to meaning and marketing--and build and manage relationships critical to success
  • 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: the programs we saw—and see—around banks, oild companies….where your logo matches your stationery and signage…..but 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.
  • It can be defined in your conference room, but it exists OUT THERE….in the hearts and minds of those whose interest, participation, and support are critical for your success
  • TO ROGER HERE??One way to think of your brand is as a mosaic…Lots of pieces, some placed by you, some by othersYour brand….what you stand for, promise, experiences you deliveryour value and valuesyour position in the competitive environment….Shaped by what you can control:primary identifiers (name/s, logos / logotypes)main messagescommunications you make / take part inofferingspersonality and behavior!And by what you can’t control:conversations others are havingmedia coveragehistory
  • What’s needed: flexible, coherent, teachable visualsystemTo supply the shared thinking and glue––to connect and unify materials across today’s wide range of print, digital, and social media;enable decentralized communication creation and brand stewardship;shorten learning time, increase recognition;provide “portability” for communications outside your control;operationally, save time and money.
  • SuccessWhen brand meaning, communications, offerings, behavior… drive decisions, create a larger whole,set the context…When constituents…share your vision,have relationships with you,want to be part of your special culture,define (in part) their personal brands through identification with your institutional brand.
  • 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 positioning and differentiation and context– finding the piece of pie you can own– and where you can win!
  • Who are they? Different drivers, needs, expectations, ways to satisfy…Know WHERE constituents sit in relation to you…MAPPING THEIR DISTANCE TO YOU CAN HELP YOU TUNE MESSAGES AND MATERIALS TO BE MORE EFFECTIVEAnd of course, ACKNOWLEDGE and deliver the right messages and materialsBackup…..For a university, prospective / current… undergraduates…≠ graduate students (in multiple favors)≠ alumni (in multiple flavors)≠ donors≠ partners≠ corporate sponsors ≠ trustees≠ volunteers ≠ recommenders≠ staff≠ media…
  • Know what’s resonant and relevant
  • Know where the intersection of what you’re out to do…value and what constituents care about…will participate and support start the conversation THERE
  • Systems can be configured fort different needs, scopeProject / initiativeDepartment / centerCampaignSchool within larger universityUniversity / cross-campus effort
  • TO MARGARET! Through to end
  • Transcript

    • 1. CASE District I<br />January 2011<br />Achieving (compelling) visual brand coherence <br />Building your brand mosaic to increase awareness, comprehension, participation, advocacy, and support<br />Margaret Andrews<br />Roger Sametz<br />
    • 2. Who’s up front<br />Shared challenges<br />Mosaic branding<br />Getting there<br />System components<br />Pulling it all together<br />oday<br />T<br />
    • 3. Shared challenges<br />
    • 4. Attract and retain the beststudents, faculty, staff<br />
    • 5. Engage alumni<br />
    • 6. Bolster philanthropy<br />
    • 7. Be seen, heard, and remembered<br />
    • 8. Connect with diverse constituencies<br />
    • 9. Compete with multiple allegiances<br />
    • 10. Get credit<br />
    • 11. Do more with less<br />
    • 12. Key to meeting these challenges…<br />So now what?<br />
    • 13. But what does that really mean…today?<br />
    • 14. BRAND<br />≠<br />LOGO<br />(And never did)<br />14<br />© Sametz Blackstone Associates<br />
    • 15. BRAND<br />≠<br />CORP I.D.<br />(It’s wider and deeper)<br />15<br />© Sametz Blackstone Associates<br />
    • 16. BRAND<br />&gt;<br />CAMPAIGN<br />(They sit under and reinforce)<br />16<br />© Sametz Blackstone Associates<br />
    • 17. (Your)<br />BRAND<br />isn’t owned by<br />YOU<br />(And never was)<br />17<br />© Sametz Blackstone Associates<br />
    • 18. It’s a mosaic<br />
    • 19. 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 />19<br />© Sametz Blackstone Associates<br />
    • 20. 20<br />© Sametz Blackstone Associates<br />
    • 21. 21<br />© Sametz Blackstone Associates<br />
    • 22. 22<br />© Sametz Blackstone Associates<br />
    • 23. 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 />23<br />
    • 24. Shared, flexible, teachable visual system <br />Glue<br />enable decentralized creation / stewardship;<br />connect communications across media;<br />increase efficiency;<br />provide “portability” <br />What’s needed<br />© Sametz Blackstone Associates<br />24<br />
    • 25. © 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 />25<br />
    • 26. Advocates<br /> Supporters<br />Success<br />© Sametz Blackstone Associates<br />Vision / Mission<br />Marketing<br />Development<br />26<br />
    • 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. So… how to get there?<br />
    • 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. Research<br />
    • 31. Quantitative<br />Qualitative<br />
    • 32. Outside<br />Inside<br />
    • 33. Who<br /><ul><li>Prospects
    • 34. Alumni
    • 35. Partners</li></ul>Who<br /><ul><li>Leadership
    • 36. Staff
    • 37. Board
    • 38. Students</li></ul>What<br /><ul><li>Competitive organizations
    • 39. Strategy
    • 40. Offerings
    • 41. Behavior
    • 42. Communications</li></ul>What<br /><ul><li>Strategy
    • 43. Offerings
    • 44. Behavior
    • 45. Position
    • 46. Communications</li></ul>Audit (+ listening)<br />
    • 47. Distance<br />© Sametz Blackstone Associates<br />Group 1<br />Group 2<br />Group 3<br />Group 4<br />34<br />
    • 48. Value<br />© Sametz Blackstone Associates<br />Connection to friends<br />Connection to School<br />Lifelong learning<br />Professional networking<br />Career building<br />35<br />
    • 49. 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 />36<br />
    • 50. 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 />37<br />
    • 51. Goal: insight to build on<br />
    • 52. Brand foundation<br />
    • 53. 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 />
    • 54. 41<br />© Sametz Blackstone Associates<br />
    • 55. &gt;<br />42<br />© Sametz Blackstone Associates<br />
    • 56. 43<br />© Sametz Blackstone Associates<br />
    • 57. 44<br />© Sametz Blackstone Associates<br />
    • 58. 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 />
    • 59. 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 />
    • 60. 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 />
    • 61. 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 />
    • 62. 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 />
    • 63. Harvard College—Admissions<br />Case study<br />50<br />© Sametz Blackstone Associates<br />
    • 64. Master brand within a university <br />© Sametz Blackstone Associates<br />51<br />
    • 65. Source<br />52<br />© Sametz Blackstone Associates<br />
    • 66. Endorsed branding<br />53<br />© Sametz Blackstone Associates<br />
    • 67. 54<br />© Sametz Blackstone Associates<br />
    • 68. Without strategy…almost endorsed<br />55<br />© Sametz Blackstone Associates<br />
    • 69. Without strategy…almost product<br />© Sametz Blackstone Associates<br />56<br />
    • 70. Almost product…<br />© Sametz Blackstone Associates<br />57<br />
    • 71. Adventures in Music<br />Adventures in Music<br />MetroCitySymphony<br />MetroCitySymphony<br />MetroCitySymphony<br />Musical education for kids<br />Adventures in Music<br />58<br />© Sametz Blackstone Associates<br />
    • 72. © 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 />
    • 73. © 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 />60<br />
    • 74. Goal: clear, purposeful sense of identity + relationships<br />
    • 75. Configuring visual systems<br />
    • 76. 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 />
    • 77. 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 />© Sametz Blackstone Associates<br />64<br />
    • 78. Retaining meaning, adding clarity and 21st century operability<br />© Sametz Blackstone Associates<br />65<br />
    • 79. Look closer, Dig deeper<br />66<br />© Sametz Blackstone Associates<br />
    • 80. © Sametz Blackstone Associates<br />67<br />
    • 81. Reining in chaos: multiple identifiers…<br />© Sametz Blackstone Associates<br />ASO<br />ASO<br />ASO<br />68<br />
    • 82. Reining in chaos: multiple identifiers…<br />© Sametz Blackstone Associates<br />69<br />
    • 83. New master identifier<br />© Sametz Blackstone Associates<br />70<br />
    • 84. Extending and including<br />© Sametz Blackstone Associates<br />71<br />
    • 85. 72<br />© Sametz Blackstone Associates<br />
    • 86. Celebrating…and building more equity <br />73<br />© Sametz Blackstone Associates<br />
    • 87. Celebrating…and building more equity <br />74<br />© Sametz Blackstone Associates<br />
    • 88. 75<br />© Sametz Blackstone Associates<br />
    • 89. 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 />
    • 90. Type<br />g<br />g<br />Dynamic<br />Friendly<br />Conservative<br />g<br />© Sametz Blackstone Associates <br />
    • 91. Color<br />© Sametz Blackstone Associates<br />Dynamic<br />Friendly<br />Conservative<br />78<br />
    • 92. Imagery<br />© Sametz Blackstone Associates<br />79<br />Dynamic<br />Friendly<br />Conservative<br />
    • 93. Composition<br />Dynamic<br />Friendly<br />Conservative<br />© Sametz Blackstone Associates <br />
    • 94. 2D / 3D Movement<br />Dynamic<br />Friendly<br />Conservative<br />© Sametz Blackstone Associates <br />
    • 95. dynamic<br />dynamic<br />dynamic<br />
    • 96. 83<br />friendly<br />
    • 97. © Sametz Blackstone Associates <br />Conservative<br />conservative<br />
    • 98. 85<br />© Sametz Blackstone Associates<br />
    • 99. 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 />
    • 100. © Sametz Blackstone Associates<br />87<br />
    • 101. © Sametz Blackstone Associates<br />88<br />
    • 102. © Sametz Blackstone Associates<br />89<br />
    • 103. © Sametz Blackstone Associates<br />90<br />
    • 104. © Sametz Blackstone Associates<br />91<br />
    • 105. 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 />
    • 106. © Sametz Blackstone Associates<br />93<br />
    • 107. © Sametz Blackstone Associates<br />94<br />
    • 108. 95<br />© Sametz Blackstone Associates<br />
    • 109. © Sametz Blackstone Associates<br />96<br />
    • 110. 97<br />© Sametz Blackstone Associates<br />
    • 111. Goal: coherence and flexibility<br />
    • 112. Action<br />
    • 113. 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 />
    • 114. 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 />101<br />
    • 115. 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 />102<br />
    • 116. Architecture for action: moving people closer<br />© Sametz Blackstone Associates<br />For a museum member, move to …<br />Awareness<br />Comprehension<br />Participation<br />Loyalty<br />Support<br />Support<br />Goals<br />Messages<br />Vehicles<br />Channel<br />Print<br />Solicit gift<br />Direct response mailer<br />Your gift benefits you and your community<br />Landing page<br />Solicit gift<br />Support the kids’ interaction center<br />Digital<br />You share when you care<br />Facebook ‘like’<br />Invite others to join<br />Mobile app with notices / benefits<br />Engender pride in special group<br />Join Museum Moms<br />Personal meeting<br />Solicit gift<br />Connect in the way that matches your interests and passions!<br />Live<br />103<br />
    • 117. 104<br />© Sametz Blackstone Associates<br />
    • 118. © Sametz Blackstone Associates<br />105<br />
    • 119. e-Newsletter <br />© Sametz Blackstone Associates<br />106<br />
    • 120. © Sametz Blackstone Associates<br />McGovern Institute web homepage<br />107<br />
    • 121. 108<br />© Sametz Blackstone Associates<br />
    • 122. 109<br />© Sametz Blackstone Associates<br />
    • 123. © Sametz Blackstone Associates<br />110<br />
    • 124. Goal: right content, channel, timing, cost<br />
    • 125. Building teams and knowledge<br />
    • 126. Engaging the organization––tools and training<br />© Sametz Blackstone Associates<br />113<br />
    • 127. Engaging the organization<br />© Sametz Blackstone Associates<br />114<br />
    • 128. Engaging the organization: extranet<br />© Sametz Blackstone Associates<br />115<br />
    • 129. © Sametz Blackstone Associates<br />116<br />
    • 130. Goal: internal engagement, ownership, and sustainability<br />
    • 131. Pulling it together<br />WGBH<br />MIT Sloan School of Management<br />
    • 132. WGBH<br />A visual system for a 21st century publicmedia powerhouse<br />
    • 133. 120<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 />
    • 134. 121<br />Where we started, samples from the logo-farm<br />© Sametz Blackstone Associates<br />121<br />
    • 135. 122<br />Where we started, in membership and development print materials<br />© Sametz Blackstone Associates<br />122<br />
    • 136. 123<br />Where started, in social media<br />© Sametz Blackstone Associates<br />123<br />
    • 137. Four Three branding strategies<br />Product / <br />offering <br />focus<br />Corporate /<br />institutional focus<br />Product<br />Endorsed<br />Source<br />Master<br />124<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 />
    • 138. 125<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 />125<br />
    • 139. Configuring visual systems: core anddynamic elements<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 />
    • 140. Master branding giving societies, departments, initiatives, clubs<br />127<br />© Sametz Blackstone Associates<br />
    • 141. Master branding our areas of focus<br />128<br />© Sametz Blackstone Associates<br />
    • 142. Source branding “A” platforms<br />129<br />© Sametz Blackstone Associates<br />
    • 143. Typography<br />130<br />© Sametz Blackstone Associates<br />
    • 144. Approach to color: core palette<br />131<br />© Sametz Blackstone Associates<br />PMS 647 PMS 716 PMS 3135 PMS 368 COOL GRAY 5 COOL GRAY 9<br />
    • 145. Approach to color: colors drawn from imagery<br />132<br />© Sametz Blackstone Associates<br />
    • 146. Texture and logo-driven angle<br />133<br />© Sametz Blackstone Associates<br />
    • 147. Adding the color bar<br />134<br />© Sametz Blackstone Associates<br />
    • 148. Putting the elements together…<br />135<br />© Sametz Blackstone Associates<br />
    • 149. Sustaining member program<br />136<br />© Sametz Blackstone Associates<br />
    • 150. Omnipresent brand bug…WGBH 2<br />137<br />© Sametz Blackstone Associates<br />
    • 151. Development: giving society<br />138<br />© Sametz Blackstone Associates<br />
    • 152. Ralph Lowell Society brochure<br />139<br />© Sametz Blackstone Associates<br />
    • 153. 140<br />Members’ magazine<br />140<br />© Sametz Blackstone Associates<br />
    • 154. Brand-driven promotion<br />141<br />© Sametz Blackstone Associates<br />
    • 155. Brand-driven promotion<br />142<br />© Sametz Blackstone Associates<br />
    • 156. Annual report<br />143<br />© Sametz Blackstone Associates<br />
    • 157. Getting credit!<br />144<br />© Sametz Blackstone Associates<br />
    • 158. © Sametz Blackstone Associates<br />
    • 159. Connecting the dots across platforms<br />146<br />© Sametz Blackstone Associates<br />
    • 160. Connecting the dots across platforms<br />147<br />© Sametz Blackstone Associates<br />
    • 161.
    • 162.
    • 163.
    • 164. 151<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 />
    • 165. 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 />152<br />
    • 166. Goal: energize a cycle of success<br />© Sametz Blackstone Associates<br />Students<br />Alumni relationships<br />Conviction &amp; loyalty<br />Awareness &amp; 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 />153<br />
    • 167. Starting points: where’s MIT Sloan? <br />© Sametz Blackstone Associates<br />154<br />
    • 168. Where’s MIT Sloan?<br />© Sametz Blackstone Associates<br />155<br />
    • 169. Evolving web presence<br />© Sametz Blackstone Associates<br />156<br />
    • 170. Goal: build coherence<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 />157<br />
    • 171. Goal: build coherence<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 />158<br />
    • 172. Goal: build coherence<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 />159<br />
    • 173. 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 />
    • 174. N=2,000 high GMAT scorers interested in 2 year residential MBA program<br />Source: MIT Sloan<br />What prospective MBAs care about<br />© Sametz Blackstone Associates<br />161<br />
    • 175. Sources of information<br />© Sametz Blackstone Associates<br />76%<br />The MBA program&apos;s website<br />71%<br />Current MBA students<br />68%<br />Published rankings<br />64%<br />On-campus interviews<br />64%<br />MBA program alumni<br />62%<br />Campus visits<br />60%<br />Business school faculty<br />55%<br />The Internet (sites other than school website)<br />53%<br />Admissions personnel<br />47%<br />Guidebooks about business schools<br />44%<br />Local presentations hosted by MBA program<br />42%<br />Printed brochures from MBA program<br />32%<br />Academic advisor<br />32%<br />Local MBA forums and fairs<br />25%<br />My supervisor or senior managers at work<br />Sources of <br />information used<br />16%<br />Human resources personnel at work<br />7%<br />Advertisements<br />N=2,000 high GMAT scorers interested in 2 year residential MBA program<br />Source: MIT Sloan<br />162<br />
    • 176. MIT inside<br />Culture: passion and entrepreneurial spirit<br />Quantitative rigor + qualitative excellence<br />“Technology”<br />Competitive position<br />© Sametz Blackstone Associates<br />163<br />
    • 177. 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 />164<br />
    • 178. 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 />165<br />
    • 179. Brand foundation<br />+<br />messaging<br />Core anddynamic elements<br />© Sametz Blackstone Associates <br />Primary identifiers / <br />taglines<br />2D / 3D<br />Movement<br />Typography<br />Color<br />Composition<br />Imagery<br />
    • 180. Typographic choices<br />© Sametz Blackstone Associates<br />Benton Sans<br />Adobe Caslon<br />167<br />
    • 181. Typographic execution<br />© Sametz Blackstone Associates<br />168<br />
    • 182. 169<br />© Sametz Blackstone Associates<br />
    • 183. 170<br />© Sametz Blackstone Associates<br />
    • 184. Using the system’s “controls” to create connection and resonance<br />© Sametz Blackstone Associates<br /> Bold expression • • • • • • • • • • •<br />Conservative expression <br />171<br />
    • 185. MBA admissions<br />© Sametz Blackstone Associates<br />172<br />
    • 186. 173<br />© Sametz Blackstone Associates<br />
    • 187. 174<br />© Sametz Blackstone Associates<br />
    • 188. Telling stories: peer to peer dialogue<br />© Sametz Blackstone Associates<br />175<br />
    • 189. Fellows program<br />© Sametz Blackstone Associates<br />176<br />
    • 190. 177<br />© Sametz Blackstone Associates<br />
    • 191. Institutional advancement<br />© Sametz Blackstone Associates<br />
    • 192. Alumni magazine<br />© Sametz Blackstone Associates<br />
    • 193. © Sametz Blackstone Associates<br />
    • 194. 181<br />© Sametz Blackstone Associates<br />
    • 195. Engaging the organization: extranet<br />© Sametz Blackstone Associates<br />
    • 196. Supporting decentralized communications<br />© Sametz Blackstone Associates<br />
    • 197. MBA<br />Applications up 40% <br />“Market share” from 8% to 11%<br />Women: 28% to 33%<br />Rankings improved significantly: <br />Better “fit” candidates<br />Executive education<br />Enrollment and revenues <br />FT rankings ups<br />Custom programs up<br />Results<br />© Sametz Blackstone Associates<br />184<br />
    • 198. Marketing Council<br />Portfolio<br />More consistent, integrated communications <br />Viewbooks to alumni<br />Improved morale…significant momentum<br />Results: the “soft” stuff <br />185<br />© Sametz Blackstone Associates<br />
    • 199.
    • 200. 187<br />© Sametz Blackstone Associates<br />
    • 201. Next?<br />Ok, now what?<br />
    • 202. What’s driving the need for change / improvement?<br />Research<br />Internal business / communication goals?<br />What are you known for? Need to be known for?<br />Your important constituents?<br />What do they need to know / think…desired actions?<br />What’s the competition doing / saying?<br />Foundation<br />Vision / mission?<br />Which brand strateg(ies)? <br />Areas of focus?<br />What position can you “own”?<br />Personality?<br />Asking the right questions<br />189<br />© Sametz Blackstone Associates<br />
    • 203. Visual system<br />Is primary identifier(s) appropriate? Can needed new meaning be invested in it?<br />What approaches to type, color, imagery, and design best translate brand strategy and messages?<br />Which elements are core? Which dynamic?<br />Architecture<br />How best to deploy print, digital, and social channels?<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 />190<br />© Sametz Blackstone Associates<br />
    • 204. Start tessellating!<br />
    • 205. Roger Sametz<br />Sametz Blackstone Associates<br />www.sametz.com<br />roger@sametz.com<br />Margaret Andrews<br />Associate Dean for Management Programs<br />Harvard University<br />Division of Continuing Education<br />margaret_andrews@harvard.edu<br />???<br />Thank you<br />

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