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Managing Brand Consistency Through Presidential Transitions
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Managing Brand Consistency Through Presidential Transitions

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AMA Symposium on Higher Education …

AMA Symposium on Higher Education
New Orleans, LA
November 12, 2012

Peter Holloran – President Cognitive Marketing Inc.
Janet Morgan Riggs - President Gettysburg College
Paul Redfern - Executive Director of Communications & Marketing Gettysburg College

Published in Education
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  • Paul RedfernThe “right way” captures the essence of a place. It will transcend past individual presidents and their personalities.Not every brand deserves to survive presidential transition.It’s far better, whenever possible, to evolve and develop rather than start over. IMore cost effective to maintain the equity your brand has developed among the stakeholders of the institution. When you change it, you have to undertake to change the mindset, and elevator speeches, of everyone in the institution.Unless a president is coming in to fundamentally change the institution, the brand, if well articulated and well favored by the community of the college or university, will be his or her ally—part of the solution, not part of the problem.
  • Paul
  • Peter
  • Peter
  • PeterYour new president is more likely to stick with your brand if:It isn’t personal to the previous president (requires building and treating the brand as an institutional rather than personal propertyIt is undeniably trueIt hasn’t been beaten to death through overexposure or poor stewardshipIt is fertile enough soil in which to grow the legacy of a new administrationIt exists as more than ad campaign or a sloganIt is is flexible enough to bend
  • PeterIn other words if has no strong core truth about it, if the community of the institution has strengthened by working with it and respecting it, or if the message of the brand is no longer an accurate centering device for thinking about the institution.
  • PeterBrands expand because with each passing day, week, month and year, the story of the institution is being told through the prism of the brand—it’s being framed by the brand—(If it is not, then one doesn’t have a brand to begin with.)
  • Paul2001 Developed institutional visual identityPresident Haaland holds a brand development workshopSummer 2002 Developed athletic visual identity2003 – 04 Brand development work conducted on campus; President Haaland approves and begins implementation of a long-term brand identity strategyFall 2004 Reshaped institutional marketing committee to Brand Council Search for new President begins. Brand positioning statement used in recruitment ad.Fall 2004 Restructured Admissions position to include a focus on e-communication and new media responsibilitiesSummer 2005 Developed Brand Standards GuideFall 2005 Positioning the (new) President Plan developed, Kate Will retains brand strategySpring 2006 Created new college seal in conjunction with 175th AnniversarySummer 2006 Launched new website with primary audience of prospective studentsFall 2006 Communications workshop for all PC members Fall 2006 Institutional Communications Plan BlueprintWinter 2008 Developed Eisenhower Institute brandSummer 2008 Tested leadership concept against brandFall 2008 Enhanced Public Relations, Admissions, Web Communications collaborative marketing initiativesFall 2008 College homepage and news sections redesigned to meet growing clients’ demands and web 2.0 technologiesWinter 2009 President Riggs era begins, brand is adjusted, signature is retained. EES directors focus on value, image, affordability, academic reputation using 4 national surveys (ASQ, NSSE, CIRP, Senior)Winter 2010 Key Marketing Messages DevelopedJune 2010 Communications and Public Relations and Web Communications and Electronic Media reorganizationFall 2010 New Admissions Viewbook with Do Great Work FocusOctober 2010 Developed Garthwait Leadership Center brandDecember 2010 Integrated Marketing Plan DevelopedJanuary 2011 Developed focus groups and recommendations for the use of Do Great Work for alumni and parents.April 2011 Launched Gettysburg Great Founders Day CampaignMay 2011 Key Marketing Messages Toolkit developedMay 2011 RFP Process for Campaign Communications FirmJune 2011 Merged Communications & Marketing with Web Communications & Electronic Media
  • Speaks to the values of those who are (and have been) a part of Gettysburg College.Not a boast, but a challenge issued by an institution that has turned the corner from modesty and introversion to self-confidence and leadership, without having lost its essential character.An internal reminder that we have concluded the chapter of our history entitled: “A Salutary Influence,” and begun a new chapter entitled: “Distinguished Leadership.”
  • Janet
  • Examine it periodically, take its pulse, see that its kept nourished

Transcript

  • 1. Managing Brand Consistency Through Presidential Transitions AMA Conference New Orleans, LA November 12, 2012 Peter Holloran – President Cognitive Marketing Inc. Janet Morgan Riggs - President Gettysburg CollegePaul Redfern - Executive Director of Communications & Marketing Gettysburg College Managing Brand Consistency Through Presidential 1
  • 2. Our Premise• Your brand is your framework for the effective telling of the your story: not the story of a given presidency.• Take care to develop your brand: not every brand articulation deserves to survive a transition.• A great brand strategy by definition is designed to grow in strength and relevance with the institution it presents. If yours is a truthful, accessible, and compelling brand identity, it can bend without breaking. Managing Brand Consistency Through Presidential 2
  • 3. Questions we‟ll address• So what makes new leadership decide to retain instead of replace a brand?• What sort of brand building process can increase the likelihood that a new president will stick with it?• How do you educate your board and senior leadership team?• Why should you care? Managing Brand Consistency Through Presidential 3
  • 4. Great „brand‟ schools have:• Histories in which they take pride• Traditions that bind the generations• Alumni who remain engaged for life• The confidence to be themselves Managing Brand Consistency Through Presidential 4
  • 5. When developing your brand, be sure it is:• Rooted in the institution’s core values• Distinguishing• Single-minded but inclusive• Reflective of your reality and your aspiration• Timeless, eloquent, elegant Managing Brand Consistency Through Presidential 5
  • 6. Your new president is more likely to stick with your brand ifit: • Isn’t personal to the previous president • Is undeniably true • Hasn’t been beaten to death through overexposure or poor stewardship • Is fertile enough soil in which to grow the legacy of a new administration • Exists as more than an ad campaign or a ―tagline‖ • Is flexible enough to bend Managing Brand Consistency Through Presidential 6
  • 7. Your new president would be wise to“rebrand” if:• The brand is thin, frail or obsolete• The brand cannot support a new administration’s mandate• The brand speaks narrowly to a previous administration’s ―version‖ of the truth of the institution Managing Brand Consistency Through Presidential 7
  • 8. Why is it desirable that a well-conceivedbrand outlive those who created it?• Because your brand is your institution’s story, and so long as the institution exists, it can never be completely told• Because your brand is supposed to help you build institutional reputation, and its capacity to do this expands with the passage of time• Because it’s clear evidence of institutional integrity, good stewardship, and constancy of purpose Managing Brand Consistency Through Presidential 8
  • 9. Pres. Haaland • Marketing Committee holds brand reshaped to be Brand Council development • Search for new President Pres. Riggs workshop begins, positioning statement era begins used2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 Long-term •New seal • Key messages brand for 175th adopted strategy • Integrated approved marketing plan and Pres. Will developed implemented retains brand strategy Managing Brand Consistency Through Presidential 9
  • 10. The Brand Signature of Gettysburg College: Do great work Managing Brand Consistency Through Presidential 10
  • 11. Building brand coherent traditions:• Class Flags/Convocation/Graduation• The First-Year Walk• The new and more proudly displayed college seal• The History of the College exhibit Managing Brand Consistency Through Presidential 11
  • 12. Considerations for maintaining brand:• Just getting traction• Represents Gettysburg well Managing Brand Consistency Through Presidential 12
  • 13. Promise statement:We will prepare students to lead energetic, engaged, andenlightened lives.Need for change due to close tie to person and priorcampaign.Gettysburg College prepares students to be leaders and activecitizens in their professions, communities, nations and theworld. Managing Brand Consistency Through Presidential 13
  • 14. Brand as it exists today• Do Great Work• Gettysburg Great• What does it take to be Gettysburg Great?• What will you do to be Gettysburg Great?• Gettysburgreat—a campaign to make Gettysburg and Great inseparable• Examples of living the brand Managing Brand Consistency Through Presidential 14
  • 15. Some Do‟s and Don‟ts• Do: take care to guide the use of your brand, but also take care not to suffocate it.• Don’t: treat it like an ad campaign, or it will wear thin like an ad campaign• Do: think broadly about building brand; remember, it’s a three- dimensional idea, not a three-word phrase!• Don’t: Let your brand devolve to nothing more than a slogan—live it!• Do: treat the brand with the same respect you wish others to give it• Don’t: be impatient. The brand needs ultimately to come to live in the minds and hearts of people, and for that to happen, one needs to take time and care with it. Managing Brand Consistency Through Presidential 15
  • 16. Peter Holloran – President Cognitive Marketing Inc. peterh@cogmark.comJanet Morgan Riggs - President Gettysburg CollegePaul Redfern - Executive Director of Communications & Marketing Gettysburg College predfern@gettysburg.edu Managing Brand Consistency Through Presidential 16