Uca 23.03.10

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  • Route 1: natural progression – taking the ideas of the existing logo and reworking it to better match the new objectives of the organisation Route 2: Slick professionalism – The logo creates a structure to all communications – presenting ISM as a strictly professional (but inclusive) authority and accreditation for its members. Route 3: A lighter touch with the acronym being pushed as the key element. Route 4: A bold badge that embodies the values of the organisation and removes the ISM acronym
  • Route 1: natural progression – taking the ideas of the existing logo and reworking it to better match the new objectives of the organisation
  • Uca 23.03.10

    1. 1. 23 rd March 2010
    2. 2. We are Cog Design: working with clients in the cultural sector, we create engaging and intelligent design that inspires audiences, provokes action and delivers results.
    3. 3. What makes us special? 1. Cultural / third sector
    4. 4. What makes us special? 1. Cultural / third sector 2. Different visual approaches
    5. 5. What makes us special? 1. Cultural / third sector 2. Different visual approaches 3. We are all designers
    6. 28. Example of work: The Incorporated Society of Musicians
    7. 29. Initial brief: The ISM is a conservatively minded organisation (steeped in tradition and arcane structure) that needs to change to survive. The ISM is perceived as stuffy and old-fashioned. The ISM is looking for a design agency to modernise its logo and revamp its printed communications.
    8. 32. We presented four solutions to the logo design, each exploring different ways of challenging and exploring the brief…
    9. 37. <ul><li>We presented our thinking and worked with our clients to put together a new brief with a clear set of objectives and goals. </li></ul><ul><li>Reposition the ISM as </li></ul><ul><li>a) the voice of professional musicians. </li></ul><ul><li>b) inclusive and welcoming to all </li></ul><ul><li>Increase new membership </li></ul><ul><li>Reduce average age of membership </li></ul><ul><li>4. Reduce the cost of maintaining each member by reducing bureaucracy and increasing efficiency of communication </li></ul><ul><li>5. Increase attendance at conferences and seminars to bring in revenue </li></ul>
    10. 38. We held workshops with the wider staff team. We included some fun games and practical exercises to engender enthusiasm and to inform the process. We talked about the need to achieve our objectives and the way that they could be achieved through all forms of communication.
    11. 39. <ul><li>We settled on a logo as a tangible starting point - a touchstone for all stakeholders. </li></ul><ul><li>Authoritative. Formal but not staid </li></ul><ul><li>Emphasis on Musicians </li></ul><ul><li>Rooted in musical language but not twee or clichéd </li></ul><ul><li>Bold but not frivolous </li></ul><ul><li>We presented this solution, along with our thinking and research, at the Society’s AGM. It was unanimously approved and gave us a mandate for the full branding process </li></ul>
    12. 46. … I actually sat down and read it almost on arrival, something I have never done before. I was happy to pass it over to a young student because she was interested in one of the items without feeling she might think it was stuffy and old-fashioned. Well done! Frances Prince Chair Lancaster Centre After being very rude about the original journal, I wanted to drop you a note to say that the new look and feel is really great!    Darren Henley Classic FM I have just received my copy of the ISM Music Journal. What an improvement! It's so much easier to see the clear print, and it's on a matt surface with no glare. The highlighting and layout make it simpler to navigate around the different topics. Now I feel encouraged to read it cover to cover, whereas I previously hardly bothered to make the effort even to dip into it. Moreover, the crisp pages pages are a joy to handle. Pat Hanchet Norwich Centre
    13. 47. The redesigned members’ magazine now includes informative and agenda-setting articles, and is distributed to opinion-formers and key industry figures. Feedback has been overwhelmingly positive. Within six-months, the industry is already responding. The ISM’s Chief Exec is being called on, to speak at conferences across the UK. The ISM is being quoted and called upon to contribute to important news coverage. We have changed the tone and approach to language across all communications. Achieving their goals: 1. Reposition the ISM as a) the voice of professional musicians. b) inclusive and welcoming to all 2. Increase new membership 3. Reduce average age of membership 4. Reduce the cost of maintaining each member by reducing bureaucracy and increasing efficiency of communication 5. Increase attendance at conferences and seminars to bring in revenue
    14. 48. Despite the economic conditions, new membership has shot up by almost 300%. In October/November ’08, The ISM had 33 new members; In October/November ’09, The ISM had 90 new members; Achieving their goals: 1. Reposition the ISM as a) the voice of professional musicians. b) inclusive and welcoming to all 2. Increase new membership 3. Reduce average age of membership 4. Reduce the cost of maintaining each member by reducing bureaucracy and increasing efficiency of communication 5. Increase attendance at conferences and seminars to bring in revenue
    15. 49. It will take a long time to see a fall in the average age but early signs are encouraging. The majority of new members fall into the 20 – 30 age bracket and the has been a dramatic increase in student membership. The age of attendees at events and conferences also seems to be falling, which seems to indicate that younger members are looking to play a more active part in the organisation’s activities. Achieving their goals: 1. Reposition the ISM as a) the voice of professional musicians. b) inclusive and welcoming to all 2. Increase new membership 3. Reduce average age of membership 4. Reduce the cost of maintaining each member by reducing bureaucracy and increasing efficiency of communication 5. Increase attendance at conferences and seminars to bring in revenue
    16. 50. We have been able to significantly reduce the bureaucracy involved in becoming a member and maintaining membership. Using the new website as a resource we have been able to dramatically cut the use of paper and postage. By 2012 we will have helped the ISM to cut their paper/postage to approximately 5% of their 2008 usage. Achieving their goals: 1. Reposition the ISM as a) the voice of professional musicians. b) inclusive and welcoming to all 2. Increase new membership 3. Reduce average age of membership 4. Reduce the cost of maintaining each member by reducing bureaucracy and increasing efficiency of communication 5. Increase attendance at conferences and seminars to bring in revenue
    17. 51. Achieving their goals: 1. Reposition the ISM as a) the voice of professional musicians. b) inclusive and welcoming to all 2. Increase new membership 3. Reduce average age of membership 4. Reduce the cost of maintaining each member by reducing bureaucracy and increasing efficiency of communication 5. Increase attendance at conferences and seminars to bring in revenue The first seminar, after the rebranding was immediately oversubscribed. Another seminar has just been announced and is already booking fast. This year’s annual conference (in April) was announced at the beginning of the year and has received unprecedented bookings.
    18. 52. Thank you so much for all your expertise over the last year - I cannot believe the progress we have made. Deborah Annetts Chief Executive

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