Command the Cultural Marketplace: Building a Brand for Customer Fascination

Building a brand for customer fascination

Command the

cultural marketplace

National Arts Marketing Project Conference

Providence, RI

31 October 2009

Tamsen S. McMahon, Sametz Blackstone Associates

Director of Digital and Strategic Initiatives

tamsen@sametz.com, @tamadear, 617.266.8577

Kim Noltemy, Boston Symphony Orchestra

Director of Sales, Marketing, and Communications

David A. Dalena, Celebrity Series of Boston

Vice President, Marketing, Development, and Communications

Speakers © Sametz Blackstone Associates

Sound familiar?

Managing multiple lines of business

Balancing diverse income streams

Answering to more affinity groups than ever

… through more channels than ever

Doing more with less?

So now what?

So now what? Brand

But what does that mean?

BRAND

≠ LOGO

It’s a mosaic

So… how do we do it?

The steps:

0 Research

1 Foundation

2 Constituents

3 Messaging

4 Visual identity

5 Action

6 Sustainability

Know who you are, and what that means. 0

research

Research © Sametz Blackstone Associates Qualitative Quantitative Inside Outside Actions Motivations Staff Env.

Insight

1

foundation

Be who you are, become what you want to be.

A brand foundation to build on © Sametz Blackstone Associates Vision + mission Model Position Areas of endeavor Brand attribute(s) Personality / Image Brand strategy / hierarchies Desired Departure points

Four branding strategies © Sametz Blackstone Associates Corporate / institutional focus Product Endorsed Source Master Product / offering focus

Four branding strategies Corporate / institutional focus Product Endorsed Source Master Product / offering focus © Sametz Blackstone Associates

Identity © Sametz Blackstone Associates

Know who you serve, and why they care 2

constituents

Ticket buyers ≠

media ≠

donors ≠

partners ≠

volunteers ≠

board ≠

staff ≠

…

Where they are © Sametz Blackstone Associates Group 2 Group 4 Funders and supporters often cut across all Group 3 Group 1

For an orchestra…

What they care about © Sametz Blackstone Associates Innovation Education Outreach Performance Capital projects

Resonance

3

messaging

Use your messages, in their words

Messages that motivate © Sametz Blackstone Associates What your constituents care about, will participate in, and value That which you stand for and seek to advance

Messages that motivate What your constituents care about, will participate in, and value That which you stand for and seek to advance © Sametz Blackstone Associates Where you can win! Start the conversation here.

Evolving a message system © Sametz Blackstone Associates High-level message Customized for a specific constituency Initiatives, programs, opportunities Supporting stories Fact sheets, giving oppts Areas of focus

1 Floor…

A public media powerhouse, WGBH is your trusted guide for exploring new worlds and new ideas.

High-level, “elevator” message © Sametz Blackstone Associates

2 Floors…

A public media powerhouse, WGBH is your trusted guide for exploring new worlds and new ideas; creating and delivering experiences that educate, engage, and entertain us all––at home in Boston and around the globe.

3 Floors…

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.

Cues for main messages…

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 .

Public media

Creating

Delivering

Experiences that educate, engage, and entertain

Expertise and focus

At home in Boston

+

For you…(add-on for general audience)

Made possible by you…(add-on for individual giving)

Made possible by you…(for local corporate sponsors)

Main message areas © Sametz Blackstone Associates

Clarity

4

visual identity

Look the part, be the part.

A mix of…

Design that delivers © Sametz Blackstone Associates Name(s) Logo(s) / logotype(s) Taglines / modifiers Service marks Color Typography Imagery Composition That which you can own Focused approaches

= SYSTEM Logo, anchor + Focus areas + Imagery + Transparent overlay + Accent color + Supporting imagery + Typography + Venue branding

And to leverage every communication to build brand and meaning © Sametz Blackstone Associates Tactical communications – by program, function, audience, initiative 20-90% reinforces brand (depending on strategy) Promises Expectations Position Attributes Personality Your organization

(Compelling) Coherence

Put it together, and put it to work. 5

action

Architecture for action Awareness Comprehension Participation Loyalty Support Desired Outcome Season kit Membership Development kit Print Digital Postcard / mailers Donor newsletter © Sametz Blackstone Associates

Relevance

Own your brand, and keep it healthy. 6

sustainability

It takes a village.

Transferring knowledge; encouraging ownership of the system © Sametz Blackstone Associates

Leverage © Sametz Blackstone Associates

This is a process , not an event.

Effective communications deliver value over time © Sametz Blackstone Associates Brand foundation Who you are, and who you can be. Constituents Those for whom your work is––and could be––meaningful. They are vital to your success, and they are not monolithic! Action A communications architecture; your plan for hitting the streets! Research Qual. + Quant Inside + Outside Sustainability Documentation + training, engaging the organization. Measure / retune Adapt + evolve

Eg.

1

case study

Boston Symphony Orchestra Inc. Sustaining and advancing four vital brands Kim Noltemy Director of Sales, Marketing, and Communications, BSO, Inc.

The Boston Symphony Orchestra, Tanglewood, and the Boston Pops needed to be able to present themselves and their offerings in a compelling, and cost-effective manner to different audiences, to––

retain existing and develop new audiences;

support multi-level development efforts;

foster partnerships / alliances;

increase awareness of, and participation in, programs;

recruit and retain the best people;

be a significant presence in the social / civic landscape.

Original big-picture goals © Sametz Blackstone Associates

Where we started a dozen years ago…BSO: © Sametz Blackstone Associates

Tanglewood: before © Sametz Blackstone Associates

Boston Pops: before © Sametz Blackstone Associates

Confusion and misperceptions in the marketplace © Sametz Blackstone Associates What did each mean? Represent? Promise? For whom? Connections were unclear Were there connections? Boston Pops Boston Symphony Orchestra Tanglewood ? ? Esplanade? Tanglewood Music Center? Education? Outreach? Fundraising? ? ? ?

Findings and recommendations informed new brand platforms, logos, visual building blocks, “tilts,” and communication vehicles:

mission / vision

business and communication goals

target audiences / constituents

brand attributes

positioning points / key messages

departmental goals

negative or mis-perceptions

marketing opportunities

Defining and expressing the brands © Sametz Blackstone Associates

Within a coherent system, need to be able to “tilt” for:

Brand

BSO / Tanglewood / Pops

Constituent

long-time subscribers / new acq’s / donors / sponsors…

Departmental / tactical goals

acquisition / fundraising / media relations…

Campaign

year-to-year change / building brand equity / managing forward

Special programs / initiatives

Symphony Hall centennial, Repartee...

Goal: build a system with long shelf life and flexibility © Sametz Blackstone Associates

People’s relationships need to be acknowledged.

Experiences need to be reinforced and connected.

Need to tilt by “distance” from organization © Sametz Blackstone Associates Single ticket buyer Subscriber • • > First-time donor • • > Major donor • • > Trustee • • >

Investigate / learn: organization, offering, department.

Audit internal / external communications / processes.

Audit of relevant competitive landscape.

Develop the program to be fulfilled.

Evolve / refine communications architectures.

Define brands / taxonomy / relationships.

Develop building blocks of the branding system––

strategic messages;

visual system.

Create prototypes / specific pieces.

Teach and train.

Implement!

Measure / review / adjust.

The workplan © Sametz Blackstone Associates

Building the platform: it’s about the music!

Highest quality; one of the best orchestras in the world.

In one of the three best halls.

Significant history, but relevant / accessible to all.

Powerful / dynamic.

Transforming / involving.

Majestic / intimate.

Deep / rich.

Vital––on individual, city, national, international levels.

Informing message clusters © Sametz Blackstone Associates

Typography © Sametz Blackstone Associates

Color palette © Sametz Blackstone Associates

Imagery: rich, literal, slightly formal, hall details © Sametz Blackstone Associates

Building brand meaning © Sametz Blackstone Associates

Clear typographic hierarchies © Sametz Blackstone Associates

Building brand meaning © Sametz Blackstone Associates

Gala invitations, giving societies © Sametz Blackstone Associates

Crafting special initiatives: Symphony Hall Centennial © Sametz Blackstone Associates

Managing the brand forward: new challenges

Need to consider sales goals, audience trends, special initiatives and the economy.

Central messages remain, but there’s a need to tone down "richness" in tough economic times.

As the audience gets younger, we need to express the brand through color and images that communicate “not your grandparents’ orchestra.”

Technology initiatives, amenities, and attention to the door-to-door experience are increasingly important––and need to be expressed in design and messaging.

Evolving color palette: brighter, bolder © Sametz Blackstone Associates

Evolving approach to imagery: more personal, immediate, telling the story © Sametz Blackstone Associates

Managing forward: building emotional, personal connections © Sametz Blackstone Associates

Extending across different customer touchpoints © Sametz Blackstone Associates

Making the experience personal, immediate, relevant…compelling © Sametz Blackstone Associates

Attracting new audiences © Sametz Blackstone Associates

Results

Response rates are high––

Subscription brochure brings in 20% new subscribers;

New attendees, up 150%

Single ticket sales up 30% (eighth consecutive year of double digit growth).

Building the platform: music + nature

Magical destination where music and nature each enhance the other.

High quality performance + innovative programming in an inspirational setting.

Welcoming to all.

Professionals-in-training add a new “take” and energy.

Informing message clusters © Sametz Blackstone Associates

Building an image over time © Sametz Blackstone Associates

Creating a coherent communications path © Sametz Blackstone Associates

Presenting multi-venue / multi-program information clearly © Sametz Blackstone Associates

Raising funds © Sametz Blackstone Associates

Continuity and freshness © Sametz Blackstone Associates

Results

5% increase this past year while region was down 10% in tourism attendance.

Philanthropic giving, sponsorship, web visitation, and merchandise purchases––all up.

Connecting across brands © Sametz Blackstone Associates

A view across the organization for major donors © Sametz Blackstone Associates

Corporate sponsorship: BSO Inc © Sametz Blackstone Associates

Messages and graphics get wrapped into social media–– in a lighter version:

Facebook - 3,000 members

Meet-Up - 1,000 members

Podcasts - 85,000 subscribers

Internet TV - 250,000 viewers

Twitter - 200 members

BSO Mobile Club - 1,100 members

Solid brand platform for social media © Sametz Blackstone Associates

So we can preserve our legacy….and build one for the future, by sustaining and advancing…

the highest classical music attendance in the world: 1.3 million annually;

our four key brands;

7.3 million visitors to website;

60%+ of audience attending 20 years or more;

35% of audience new in the past 5 years;

23,000 kids each year in our education programs;

our heritage of important recordings––making the BSO available through a range of media.

Our brand matters… © Sametz Blackstone Associates

Thank you © Sametz Blackstone Associates

2

case study

Celebrity Series of Boston Securing the future by building the brand: building comprehension, communities, and commitment David Dalena, Vice President, Marketing and Administration

Branding challenges and goals.

Developing the brand foundation / getting calibrated: research, audit, analysis.

Conceptualizing and expressing the brand:

verbal development,

visual development.

Implementing the program: brand system in action.

Moving forward: consistency and freshness.

Creating self-sufficiency: transferring knowledge.

Results and impact.

Building the brand © Sametz Blackstone Associates

Branding challenges and goals

The then new (2002) strategic plan included three overarching themes / objectives:

build brand awareness;

enhance education and community service; and

strengthen leadership.

Supporting the strategic plan © Sametz Blackstone Associates

Low external institutional awareness:

incomplete understanding of scope of activity / value.

Diffuse image in the marketplace:

no unified visual or verbal “story” externally;

“ story” hard to tell, even internally;

history of many homes and names / confusion;

“ named” programs didn’t point to master brand.

As “presenter” strong “brand competition” with––

performers, venues, programs, co-sponsors / partners.

Misconceptions about nonprofit status;

System needed to build in both continuity and change:

season / season,

possible future name change.

Branding challenges © Sametz Blackstone Associates

A stronger master brand was needed to:

build equity in “Celebrity Series” w/o title sponsor;

sell more tickets;

attract more participants and build audiences;

attract more collaborators;

build relationships / trust to expand programming;

help Celebrity Series get the credit it deserves;

position Celebrity Series as a cultural contributor and community asset;

correct misperceptions;

assure fiscal stability;

help attract funding for programs; and

provide for a vital future.

Branding goals © Sametz Blackstone Associates

Institutional < • • > transactional

Master brand < • • > program brands

Master brand < • • > venue brand

Master brand < • • > artist brand

On-stage < • • > off-stage

“ Push” < • • > “pull”

Long-term equity < • • > seasonal freshness

Need to integrate marketing / sales / development / PR to establish / reinforce brand in shortest timeframe, at lowest cost

Need to achieve balance © Sametz Blackstone Associates

Meet people where they’re coming from.

Provide resonant points…”ways in.”

Combine “rational” and “emotional” drivers.

Need to move people closer to the organization people which often also translates to increasing “length of relationship,” “dollars,” and “commitment” © Sametz Blackstone Associates Awareness  Support Loyalty  Participation  Comprehension  decreasing distance from organization “ home ”

Developing the brand foundation

Two rounds of market research revealed low external awareness about:

who FleetBoston [Bank of America] Celebrity Series is;

what it does;

its value;

its independence / non-profit status;

connection with educational programs.

Getting calibrated: quantitative research © Sametz Blackstone Associates

Low unaided awareness of name: only 2.5% surveyed identified the current name, trailing local peers.

If aware, still very low comprehension.

Only 6.5% of respondents recalled seeing advertising for Celebrity Series or any of its programs.

67% of respondents mistakenly believed Celebrity Series is a for-profit organization.

Almost no awareness of Celebrity Series education and outreach programs; if aware, not connected.

Getting calibrated: quantitative research © Sametz Blackstone Associates

Internal interviews revealed:

The Celebrity Series “story” was hard to tell.

Departments created communications independently–– for their constituents.

Unclear connection between performing arts and educational outreach.

Relatively small donor base.

Need for philanthropy not fully understood.

Getting calibrated: qualitative research © Sametz Blackstone Associates

Starting points: brand neither visible nor understood © Sametz Blackstone Associates

Starting points: logo / logotype not robust enough © Sametz Blackstone Associates

Starting points: range of marketing materials created a diffuse image © Sametz Blackstone Associates

Starting points: fundraising materials took another tack © Sametz Blackstone Associates

Conceptualizing and expressing the brand: verbal development

To present the best in performing arts to the broadest possible audience,

To create new works that bring artists and audiences together; and

To engage young audiences in artistic experiences through performing arts-based education and community service programs.

Celebrity Series mission © Sametz Blackstone Associates

To whom does Celebrity Series need to talk?

ticket buyers

education program participants

partners / sponsors

individual and institutional funders

community / civic leaders

media

internal (board, overseers, volunteers, staff)

Communities / constituencies © Sametz Blackstone Associates

Template for message-building:

Building messages that resonate © Sametz Blackstone Associates For______ [a specific community]… [Celebrity Series]…..is _______ [what? something meaningful /important]… that provides______ [services, products]… through_____ [how does it deliver the above]… which creates ______benefit … and is worthy of support because_______.

For those who attend performances,

Bank of America Celebrity Series, Boston’s preeminent presenter of world-class performers from around the globe,

with choice, flexibility, and responsive customer service,

provides a wide range of artistic experiences not available elsewhere,

that enrich, entertain, and educate.

Messages: ticket buyers © Sametz Blackstone Associates

For individual and institutional donors,

Bank of American Celebrity Series, an independent nonprofit organization, Boston’s preeminent presenter of world-class performers from around the globe, and a leader in arts-in-education,

through its uniquely wide-ranging and accessible performing arts programming,

enlarges and expands the city’s cultural life,

positively influences young lives,

and creates beneficial economic impact,

making it an organization worthy of support.

Messages: philanthropy prospects © Sametz Blackstone Associates

For education program participants (students, parents, educators, administrators, etc),

Bank of America Celebrity Series, Boston’s preeminent presenter of world-class performers from around the globe, and a leader in arts-in-education,

provides engaging, enriching experiences

through accessible performing arts programs

that have a positive impact on young lives.

Messages: education programs © Sametz Blackstone Associates

Bank of America Celebrity Series,

… Boston’s preeminent presenter of world-class performers from around the globe, a leader in arts-in-education, and an independent nonprofit organization,

… provides uniquely wide-ranging and accessible artistic experiences that engage, entertain, and enrich—

… enlarging and expanding Boston’s cultural life.

Position © Sametz Blackstone Associates

Desirable brand attributes—across areas / constituents:

preeminent

welcoming (warm, inviting, inclusive)

artistic / creative

wide-ranging / dynamic / energetic

innovative

substantial / stable

vital

excellent

Integral to advancing the brand, conceived to have a long life span, new tagline––

Evolved from messaging, positioning, and attributes;

Adds meaning to the name and logo;

Provides continuity through anticipated name changes;

Is evocative and motivational;

Reflects the sequence of the experience: first one is engaged, then entertained––ultimately enriched.

Integral to advancing the brand, conceived to have a long life span, new tagline––

Evolved from messaging, positioning, and attributes;

Adds meaning to the name and logo;

Provides continuity through anticipated name changes;

Is evocative and motivational;

Reflects the sequence of the experience: first one is engaged, then entertained––ultimately enriched.

Conceptualizing and expressing the brand: visual development

Imagery: moving beyond “mug shots” © Sametz Blackstone Associates People + events Backgrounds: disciplines, experience, audience Energy, connections

Implementation: brand system in action

Integrating the brand across media… © Sametz Blackstone Associates Roger Sametz: Jorg: big GLOBE ad, maybe full screen if needed

Moving forward: consistency and freshness

Results and impact

Looking at results

Benefits from a strong brand come in different forms, at different times:

immediate < • • > long-term

tangible < • • > intangible

external < • • > internal

organizational < • • > departmental

Immediate

impact on clarity of brand throughout materials;

look is fresh and consistent;

able to "brand" performance venues;

new energy and enthusiasm among staff for better communication.

Longer term

system has evolution built-in;

better recognition of materials "I know that it's a Celebrity Series piece (brochure, ad, postcard);

education programs better linked to brand (dropped Project Discovery for Celebrity Series Arts, Education and Community Program.)

Tangible

verbal and visual messages in place;

supplied images no longer define communications;

can “tune” the system for different projects / audiences;

subscriptions increased during market decline.

Intangible

refined, consistent identity bespeaks quality and primacy of the organization;

every communication contributes to brand-building;

programs and artists are now part of our brand;

better positioned for fundraising.

Internal

messaging exercises provide “jumping-off points;”

copywriting brand-driven and design process distilled, choices simplified;

messages map to specific audiences;

easy to work with vendors: system is teachable.

External

consistent look and feel readily perceived by public;

hierarchy of information makes materials easier for customers to navigate;

easy transition to new title sponsor and then to original corporate name; no change in our brand identity or loss in equity.

Marketing / communications staff no longer the only “keeper” of the brand.

Greatly improved efficiency in creating communications.

Board, committees and professional staff are aligned and all have ownership of organization's identity.

Departmental silos are breaking down.

Useful tool for recruitment, orientation and training of Board, Staff and Volunteers.

Partners, supporters and prospects respect the professionalism of the organization as expressed by thoughtfully developed brand guidelines.

Brand is used as a jumping-off point for new ideas and initiatives…

and…

Brand is used a decision-making filter:

Programming

Marketing Communications

Fundraising

Customer Service

Evaluating potential partnerships

“ Does the program / artist / initiative reflect the brand?”

Thank you

What now?

The concepts:

0 Insight

1 Identity

2 Resonance

3 Clarity

4 (Compelling) Coherence

5 Relevance

6 Leverage

The steps:

0 Research

1 Foundation

2 Constituents

3 Messaging

4 Visual identity

5 Action

6 Sustainability

The steps:

0 Research

1 Foundation

2 Constituents

3 Messaging

4 Visual identity

5 Action

6 Sustainability

Build a framework, not a prison.

Evolution is everything.

Questions?

Tamsen S. McMahon, Sametz Blackstone Associates

Director of Digital and Strategic Initiatives

tamsen@sametz.com, @tamadear, 617.266.8577

Kim Noltemy, Boston Symphony Orchestra

Director of Sales, Marketing, and Communications

David A. Dalena, Celebrity Series of Boston

Vice President, Marketing, Development, and Communications

Command the Cultural Marketplace: Building a Brand for Customer Fascination

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