Vumh Proposal

VARSITY + VUMH
= A POWERFUL PARTNERSHIP

At Varsity, we pride ourselves on the relationships we form. We know that senior living isn’t just about
transactions; it’s about a deeper understanding of the mature market and the way the market is evolving.
We’ve helped other organizations do exactly what you’ve identified in your RFP. We take pride in providing a fresh
perspective to each and every client challenge and are particularly experienced in defining and building brands.
We will work to establish a strong relationship with your team, which will be important for an efficient, productive
process to evolve your brand. When this assignment is completed, we want you and your team to be able to
look back with the feeling that the process was stimulating, and the result will position VUMH as a stronger
organization, poised for continued success.
1. Ownership and year of incorporation
Our team has been serving the senior living marketplace ever since Pavone was founded in 1992. Given the
increasing concentration of our experience in this category, we established Varsity as a stand-alone agency serving
the mature market, with a strong emphasis on senior living communities. Since our 2007 launch, we’ve been
recognized nationally for thought leadership in our proprietary research studies and consider ourselves citizens of
the industry.
Varsity is owned by a partnership of Michael Pavone, president and CEO, Amy Beamer Murray, COO, and John
Bassounas, EVP Sales and Marketing.
2. Business and professional certifications
Varsity is a member in good standing of the American Association of Advertising Agencies (AAAA), which is the
primary organization representing our industry.
Additionally, our company is an active member of LeadingAge and LeadingAge PA and counts LeadingAge
Wisconsin as a valued client. We have provided support to LeadingAge Virginia as well as state associations
in Indiana, Missouri, Ohio, Oregon and Washington. Wayne Langley, Varsity’s vice president planning
performance, holds board positions with LeadingAge Tennessee and LeadingAge California.
Our organization has been tapped by LeadingAge to be an integral part of Project NameStorm, which endeavors
to rename our industry moniker: Continuing Care Retirement Communities (CCRC). We have helped shape
the strategy and tactics and are currently conducting research into naming possibilities. Furthermore, we will
participate in a panel discussion at the LeadingAge PEAK Conference on March 16.
The 4As and LeadingAge are both sources of knowledge and support, which we tap into for secondary research
and best practices as well as to make our industry expertise available for our colleagues across the country.
REQUEST FOR PROPOSAL RESPONSE | 1
A M E R I C A N A S S O C I A T I O N
of A D V E R T I S I N G A G E N C I E S
VARSITY + VUMH = A POWERFUL PARTNERSHIP
BUSINESS IDENTIFICATION
3. D-U-N-S ID number
Varsity’s D-U-N-S ID number is 87-842-7368.
4. Name and resume of leader for project as well as individuals who will be assigned to the project team
outlined in point #7 under proposed approach below
Derek Dunham, vice president client services, will be the lead strategist on this project. He has led similar
assignments for organizations, such as Westminster Ingleside, Army Distaff Foundation/Knollwood and Clare
Oaks, among many others.
Robinson Smith, design director, will oversee the creative and design process to deliver a unique, actionable
identity for the organization.
Jennifer Daggs, mature market specialist, will provide day-to-day management of the project, ensuring that all the
details are managed and that the quality of the work lives up to our standards.
James Schorn, resource manager, will work closely with Jennifer to make sure the schedules and budgets are all met.
1. Time commitment and involvement of leader in all aspects of work and presentations to VUMH constituents
Derek Dunham will invest the time necessary to guide the strategic process for VUMH. This is estimated to be 10 to 12 hours
per week for the first four weeks of the assignment, and six to 10 hours per week until all the deliverables are completed.
He will work with the team to review secondary research (e.g., websites, collateral, news articles) and implement the
plan put forth in this proposal. He will lead any primary research and moderate any focus groups deemed necessary,
representing the agency in all strategic discussions and presentations with the VUMH stakeholders.
2. Organizational structure
Our teams are organized around the three partners in the company, with Michael Pavone focused on creative,
John Bassounas focused on strategy and Amy Beamer Murray focused on operations.
OVERVIEW OF COMPETENCIES
MICHAEL PAVONE, President and CEO/Partner
ROBINSON SMITH, Design Director
JOHN BASSOUNAS, EVP Sales Marketing/Partner
AMY BEAMER MURRAY, CEO/Partner
DEREK DUNHAM, VP Client Services JACKIE STONE, Sales Consulting
GREG CARNEY, Integrated Media Manager IAN HUTCHISON, Client Operations Manager
WAYNE LANGLEY, VP Planning Performance
JENNIFER DAGGS, Mature Market Specialist
JENNIFER KEHLER, Media Director
COLLEEN FLANNERY, Media Planner/Buyer DAVE PENDER, Technology Manager
MEGAN GEORGE, Interactive Resource Manager
LEE CICHANOWICZ, Senior Web Developer
LEANDRA TOMAINE, Junior Web Developer
ANDREW COX, Web Developer
LINDSAY DEIBLER, Digital Marketing Manager JODI CHRISTMAN, Director of InteractiveJAMES SCHORN, Resource Manager
CLAIRE CANTU, Senior Copywriter RENEÉ KELLY, Art Director/Designer

3. Core competencies
Serving senior living and the mature market is why we exist. We are focused on this specific niche and have
worked with well over 100 communities over the years on challenges ranging from driving occupancy and
repositioning to expanding their offerings to take advantage of the trend toward aging in place.
We believe that the strongest results come at the intersection of age- and income-qualified leads and an
emotionally powerful brand message.
In addition to strategic branding and marketing communications, we deliver sales consulting services to assist
communities with the training and staffing of their sales team as well as planning and performance consulting.
The latter focuses on guiding clients through the ever-changing landscape of senior living, from senior level
recruitment and culture change to strategic planning.
Over the years, we have employed a variety of research methodologies to inform our strategies and collective
understanding of the mature market:
• Focus groups with current and prospective residents of senior living clients
• Focus groups with leadership and staff of senior living clients
• Ethnographic studies—moving researchers into a senior living community for 30 days in two instances and
in two locations
• Focus groups on a variety of topics ranging from food consumption and homecare to end-of-life care and
home design accessibility
• Statistically significant national study on the impact of wellness on senior living decisions
• Donor and non-donor surveys for foundations of senior living clients
These studies, as well as our integrated approach to planning—including brand strategy, sales techniques and
planning performance measures—have allowed us to make smart, actionable strategic recommendations for our
clients. It’s all about quality vs. quantity.
4. Description of any current strategic partners (firms, individuals) that comprise your core product offering.
Identify firms, individuals or others services that you subcontract with in order to meet the objectives of
this RFP. Delineate tasks that will be performed directly by employees of your firm versus those provided by
outside individuals. Please identify these partner firms or the individuals by name.
We have built a team of professionals that are all in-house. We will not be outsourcing any portion of this assignment.
1. What is your discovery process in order to orient your firm to the scope of the VUMH?
We will start by reviewing all the materials available to us. Ideally, this would include strategic plans, market
feasibility studies and the recent branding research and brand planks. In addition, we will thoroughly review all
online and printed materials to gain a deeper understanding of the organization and communities.
We will mystery shop all your competition, which will give us a good sense for how they’re describing their
offerings as well as a strong sense of the marketplace.
PROPOSED APPROACH
Finally, we will schedule a visit to Richmond to tour The Hermitage in Richmond, The Hermitage at Cedarfield and
your corporate offices. A focus of our time at your corporate office will be a working session with your leadership team.
Upon completion of this stage, we will provide a topline overview, with recommendations for next steps in the
process as well as our thoughts on topics outside the scope of the branding assignment.
2. What are your guiding principles or consulting philosophies you apply in executing an assignment of this nature?
At Varsity, we realize that every brand is on a journey. This journey unfolds as the central character—VUMH
and each of your communities—goes out into the world and interacts with its competitors against a backdrop of
consumer wants and needs, all within the current set of market conditions. In this scenario, your brand has clear
opportunities to emerge as a leader in your marketplace.
It’s important to note that we recognize the opportunity to define the umbrella brand for the VUMH Communities
but also the critical importance to celebrate the unique features of each of the individual communities.
As we work with you to shape the VUMH story, we will follow a series of stages to make the story crisp and relevant,
in a way that will ultimately achieve your overall objectives.
3. What is the process you use to effectively translate research recommendations regarding the overall VUMH
identity and recommendations about overall identity strategy (e.g, endorsement brand strategy) into an
optimal visual representation of the brand?
From a thorough review of the information provided, we will outline a working session with the VUMH leadership
team. Our questions for this group will include:
• What is the vision for the organization and the brand?
• What existing brand assets can be used in the strategic platform?
• What is the team’s SWOT (Strengths, Weaknesses, Opportunities and Threats) assessment?
•What are potential ways to talk about VUMH in the marketplace (confirming and further fleshing out the brand planks)?
This stage will conclude with a formal presentation of our analysis and recommendations for brand positioning
candidates. Positioning is quite simply the space a brand occupies in the minds of the target in relation to competing
brands and concepts.
Typically at this point, we would turn our attention to discussions with current and potential residents as well as
community leadership and front-line staff. It is likely that much of this work has been completed, so we would only
recommend this step should it be deemed necessary after reviewing the materials. You’ll find that we’re not the sort
of group who believes that if we didn’t originate the thinking, it’s not good. We’re able to spot a good idea, regardless
of who developed it. Our job is to build upon it and make sure it’s integrated with the brand.
• Positioning (statement of the position this
brand holds in relation to the competition)
• Promise (single-minded promise to the target
that only this brand can deliver)
• Benefits
- Rational (features that the targets use to make
logical decisions)
- Emotional (attributes that connect with the
targets and influence the way they feel about
their decisions)
• Values (values statements as established by the
organization)
• Personality (blending of two archetypes to form
a unique and ownable brand personality)
• Credo (a two- or three-sentence statement to
define the brand–the elevator pitch)

Now the work to develop the creative expression of the brand begins—this is where the brand comes to life. We will
demonstrate the look, feel and sound of the brand position, based on insights gathered through research and reflected in
the strategic brand platform. We’ll then develop an expression that will articulate and demonstrate the brand position,
making sure that the strategy is clearly communicated for the consumer. Think of it as a storybook for your brand.
We have found this tool to be critical in gaining alignment among the team members on our interpretation of the brand
strategy. We’ve found that the brand narrative creates efficiency for the first projects and provides a guidepost for
development of these creative elements.
In addition, clients have found the brand narrative to be a valuable tool for internal communications. While its
primary purpose is strategic alignment on the creative expression of the brand, we have turned the narrative into a
video and other presentation pieces to roll out the brand internally and communicate its meaning during new team
member orientations.
As we are finalizing the narrative, we will develop the name for the umbrella organization (VUMH) as well as
identities for the parent and each of the communities (and any other entities in the organization). We recognize
that this is an emotionally based discussion, but we are skilled at respecting the heritage of the organization while
providing a fresh, unified identity.
Through this entire process, we need to make sure that we are staying true to the mission of VUMH and remaining
focused on the consumer, who will determine the future success of the organization based on his or her decision to
move to one of your communities or to one of your competitors’.
4. VUMH is the embodiment of the campuses, the institutional history, the connection to the Virginia
Conference of The United Methodist Church and the constituencies vested in how the brand for VUMH will
be represented (residents, supporters, leadership, campus, corporate and Board). How will you effectively
communicate, engage and consult with this diverse array of constituencies?
Varsity has successfully guided organizations through the exact same process you’ve outlined. Each time, we’ve been
sensitive to historical biases and differing viewpoints and priorities, with a critical sense of respect and diplomacy.
It’s important that each stakeholder group, from board members and managers to front-line staff and residents, feels that
they have had an opportunity to be heard and that they feel they are a significant part of the process. While we will never
get everybody to agree to every point, we need to make sure that each stakeholder feels respected.
In each of these assignments, regular check-ins explaining the progress have proven to be successful—well-conceived
communication is a powerful antidote to confusion and frustration.
It is important to note that we believe the best brands are born out of core truths about the organization; therefore, the
brand strategy also should be a reflection of—not a departure from—what VUMH embodies. By methodically uncovering
these truths, each stakeholder group should understand the relevance and power behind the final brand strategy.
Finally, once the brand strategy and identities are established, a communications plan must be developed and executed
for an internal launch. These internal stakeholders can, and should, become brand ambassadors to the external audiences.
Sample pages from Clare Oaks’ brand narrative
5. How do you propose to produce output to the required quality and specification within the time provided by the client?
We will work with your team on the optimal flow of dates along key milestones. In order to fulfill the elements outlined
in the RFP within the three month timeline, we propose the following schedule.
We will, of course, remain flexible based on team availability and stakeholder buy-in.
6. Please specify the nature of your final deliverables. Please note that your deliverables should include how
the VUMH brand strategy will be executed in relation to existing brands as well as how it might be executed
for emerging products and services lines, e.g., a statewide continuing care at home program.
When we launch a new brand strategy and identity for any of our clients, we strive for a cohesive, precise launch. To
accomplish this, we will provide the following deliverables:
• Comprehensive brand standards guide, detailing usage of the logos and names
• Folder of logos in full color and black/white versions (formats: .eps, .jpg, .png)
Once we have the identity established and are finalizing the standards guide, we will develop an internal
communications plan to launch the brand. It is important that this be carefully unveiled to each of the stakeholder
groups so each feels respected and informed.
It is important to note that, upon completion of this assignment, VUMH will retain full rights to all the creative elements.
6. How will you staff and structure this engagement? Please be specific regarding the core team of individuals
who will be assigned to this engagement and their relevant backgrounds in developing identity systems for
senior care and service systems. Identify each individual by the role they will play in the project and the
specific duties associated with that role.
March 19
Awarded the
assignment
March 19-27
Finalize plans
March 30-
April 17
Conduct any
recommended research
April 20-
May 1
Complete strategic
brand platform
May 4- May 29
Complete brand
narrative, propose
names, present logos
June 1-19
Finalize approvals
on name and logos
and complete brand
standards
PARTNERS:
MICHAEL PAVONE—PRESIDENT AND CEO/PARTNER
Michael Pavone founded Varsity because he realized the increasing need for a full-service marketing
agency that specifically helps clients reach out to active adults and Baby Boomers. Michael is
responsible for Varsity’s strategic business planning, new business efforts and ongoing management.
He also works closely with all members of the team, from concept to final execution, to ensure
strategic marketing objectives are consistently met in a cost-effective and timely manner.
Michael graduated with a bachelor’s degree in specialized technology from the Art Institute of
Philadelphia.

STRATEGIC TEAM:
AMY BEAMER MURRAY—CHIEF OPERATING OFFICER/PARTNER
Amy works closely with Michael and the department managers in the day-to-day operations
of the company. She also confers with individual clients to ascertain their needs and develop
marketing and media solutions tailored to meet their expectations and budgets. Amy has
been recognized as one of the Top 50 Women in Business by the Pennsylvania Department of
Community and Economic Development.
Amy graduated with a bachelor’s degree in business administration from Elizabethtown College.
JOHN BASSOUNAS—EXECUTIVE VICE PRESIDENT SALES AND MARKETING/PARTNER
John supervises the day-to-day operations of the client services department. He has worked with
dozens of mature market clients, ranging from retirement communities to consumer packaged
goods brands. He is directly involved in brand planning for all Varsity clients, including
research, development, implementation, evaluation and strategy development.
John graduated with a bachelor’s degree in business administration from Villanova University.
DEREK DUNHAM—VICE PRESIDENT CLIENT SERVICES
Derek Dunham brings over 20 years in the marketing communications industry and nearly 10
years in senior living. He has led research studies and strategic development as well as tactical
plan implementation for dozens of senior living organizations and other major brands targeting
the mature market. Derek is an adjunct professor at Penn State and has presented at LeadingAge
Virginia, LeadingAge Washington, LeadingAge Oregon, LeadingAge PA and on the IGNITE stage
at the 2013 LeadingAge Annual Meeting Expo.
Derek earned his bachelor’s degree in advertising from the University of North Dakota and his
MBA with a marketing concentration from the University of Minnesota.
JACKIE STONE—SALES CONSULTING
Jackie has over 25 years of experience as a sales and marketing professional in the retirement
housing field. She has practical experience serving as a marketing director in several CCRCs, as
well as national experience working with nearly 90 senior living communities across the country.
In each of these capacities, she has focused on providing strategic sales and marketing direction,
and training in sales and communication skills in an effort to develop successful Continuing
Care Retirement Communities. Jackie has presented at LeadingAge, American Society on Aging,
Empire State Association of Adult Homes Assisted Living and LeadingAge Illinois.
WAYNE LANGLEY—VICE PRESIDENT PLANNING PERFORMANCE
Wayne leads Varsity’s planning and performance practice and is focused on ensuring clients achieve
their strategic objectives most efficiently. He applies his operational experience and expertise to
delivering reliable solutions that meet the unique needs of senior living organizations, large and
small. Prior to joining Varsity, Wayne worked with hospitality services organizations as a sales,
marketing and operations executive. His focus was on growing the customer base and overseeing
business portfolios in excess of $200 million as well as on strengthening strategic alliances with
global aging services organizations. Wayne currently serves on boards for LeadingAge Tennessee and
LeadingAge California. His participation at the state, national and international levels allows him to
maintain sensitivity to current issues facing senior living leadership.
Wayne’s educational concentration was in psychology at Mid-America Nazarene University and
his graduate work centered around organizational psychology at the University of Minnesota.
ROBINSON SMITH—DESIGN DIRECTOR
With over 20 years of design experience, Robinson guides the development of the visual
representation of the brand. He has been recognized with more than 100 national, regional and
local awards. His work has been featured repeatedly in publications, such as Letterhead and Logo
Design, US Ad Review and the Print Regional Design Annual.
Robinson graduated with a bachelor’s degree in graphic design from The Pennsylvania State
University.
JENNIFER DAGGS—MATURE MARKET SPECIALIST
Jennifer Daggs grew up working for her parents’ durable medical equipment business before
setting out on her own. She spent several years working as an activities coordinator for Country
Meadows Retirement Community, where she had the opportunity to learn about the aging
population. Jennifer also has over 10 years of experience in the advertising, marketing and
public relations industry. Her wide-ranging responsibilities have included sales at The Sentinel
and the Central Penn Business Journal; account management, traffic and media buying at Kelly
Michener, Inc.; and public relations at Sacunas.
Jennifer earned her bachelor’s degree in English/communications from Lebanon Valley College.
CLAIRE CANTU—SENIOR COPYWRITER
Claire crafts copy across all disciplines to ensure a consistent and compelling brand voice. She has
worked with health care and senior living clients, such as Metropolitan Jewish Health System,
Covenant Village of Florida and Ingleside.
Claire graduated with a bachelor’s degree in English from the University of California.
RENEÉ KELLY—ART DIRECTOR/DESIGNER
Reneé develops visual assets across all disciplines to ensure a consistent, compelling and unique
look and feel. She has worked with senior living clients, such as Peconic Landing, the Army Distaff
Foundation, Meadowood and Homestead Village.
Reneé graduated with a bachelor’s degree in communication design, with a concentration in graphic
design, from Kutztown University.
CREATIVE TEAM:
JAMES SCHORN—RESOURCE MANAGER
James oversees the flow of work as it moves through the agency. He manages multiple projects,
ensuring that they are completed within established time frames and budget parameters. He seeks
approval from appropriate team members and is in constant communication with all departments.
James graduated with a bachelor’s degree in marketing from Shippensburg University.

Please provide a detailed cost breakdown for the objectives identified in Section 2. Your cost estimate should
include all direct and subcontracted costs and fees (identifying subcontractors), including all assumptions in
detail that you are making regarding the development of this cost estimate. The total cost estimate should be
as inclusive of all expenses as possible.
Note:
• Once we receive your feedback and are able to review the research and completed brand planks, we will
provide a revised investment proposal.
• All third-party incidentals and travel expenses will be billed separately.
• No partner organizations will be engaged for this assignment.
• Upon completion of the project, VUMH will own all the work and files.
COSTS AND TIMING
Research review and leadership team working session $8,250
Additional research TBD
Strategic brand platform $3,850
Brand narrative, including video $16,000
Naming and logo development
New parent name, logo system for parent and seven communi-
ties
$24,750
Account management (per month) $1,750
8. What differentiates your firm as it relates to the specific task at hand in this assignment?
Varsity is committed to providing a fresh perspective, rooted in sound strategic research. We have a track record
of providing strong brands for clients from coast-to-coast. You would be hard-pressed to find another potential
partner with the level of experience we have in leading community systems to define brand strategy and identities.
At each step of the way, we remain committed to ensuring that the brand is true to the organization, unique within the
marketplace and compelling to the target audience. No one will outwork us.
We’re ready to go!

APPENDIX:
CASES REFERENCES
The challenge
Asbury is a group of five communities in Maryland, Pennsylvania and Oklahoma that had maintained their
independent identities, which reflected each community’s heritage. The organization wanted to corral
these logos under a unified system, while allowing each community to celebrate its history.
Additionally, Asbury had a positioning line it liked—“Anticipate More”—but wasn’t sure how to bring
it to life.
How we responded to it
First, we developed a brand narrative to demonstrate the opportunities with the “Anticipate More” line.
This became a rallying cry for the senior leadership and a training tool for each of the communities.
We then refreshed the Asbury stable of logos to reflect the new brand messaging and graphically align
all entities. After we presented the work and facilitated the discussion, one of the senior team members
stated: “We have accomplished more in two hours than (we) have over the past 12 years!”
APPENDIX: CASES REFERENCES | 1
Cases and references
Please submit three (3) case studies and related references for identity work that your firm has conducted for
a senior housing and service system organization. In your case response, please identify the challenge and how
you responded to it and provide an overview of your process, deliverables and any information related to the
evaluation of the effectiveness of your product. Please provide an example of an identity system delivered for one
of these clients, including excerpts from the manual or other tools that you have developed for internal use by the
client. Please provide examples of creative materials in a .pdf format. Creative materials are not counted against
the 10-page limit.
PMS 654 PMS 7550
Original logos Redesigned logos
PMS 654 PMS 7550
®
®
®

Overview of our process and deliverables
We worked closely with the senior leadership to identify the key strategic points for each community, then
developed the narrative and identities.
Once this was accomplished, we provided digital files of all the logos as well as the following:
• Brand standards guidelines
• Corporate ID system (letterhead, envelopes, note cards, business cards)
• PowerPoint templates
We also led training sessions on using the brand standards and PowerPoint templates.
20030 Century Blvd. #300, Germantown, MD 20874 | 301.250.2100 | Asbury.org
Cathy Ritter
Vice President
Marketing Communications
O: 301.250.2086 • C: 301.537.3190
20030 Century Blvd. #300
Germantown, MD 20874
CRitter@asbury.org
Letterhead and business card
PowerPoint template cover
Sample pages from brand standards guide
Evaluation of the effectiveness
The team was pleased with the work and has fully implemented the identity system throughout its system.
Under the new brand, the organization was able to significantly improve occupancy at its flagship location,
Asbury Methodist Village. We recognize that a number of factors were at play to achieve this, but we
believe the fresh brand strategy laid the foundation for success.
Reference:
Doug Leidig, chief operating officer
Asbury
DLeidig@asbury.org
(301) 250-2100
Sample pages from brand narrative

The challenge
The Army Distaff Foundation and Knollwood were under new leadership and were embarking on a
strategic planning process to define their vision for the next decade. Simultaneously, the two organizations
had historic identities that had no apparent connection with each other, which had been identified as an
opportunity for improvement.
We were tapped to lead the team through a comprehensive strategic planning process that
included assessing new business opportunities and improving facilities and the overall identity and
communications.
We conducted a series of working sessions with the strategic team, which included senior leadership
and key residents. From there, we held focus groups with current residents and prospective residents,
conducted in-depth interviews with key board members, and created an online survey for current and
lapsed donors. Throughout the process, we provided progress updates to the advisory board and their
board of directors.
Once this was accomplished, we provided digital files of all the logos as well as the following:
• Brand standards guidelines
• Corporate ID system (letterhead, envelopes, note cards, business cards)
• New website
• New collateral system
Sample pages from brand narrative
Original logos Redesigned logos
Sample pages from brand style guide
Anecdotally, the team appreciated the work that was completed. The community remains at or near
capacity (97%+), and donations to the Foundation are higher than those of previous years.
Reference:
MG Stephen Rippe, president and CEO
Army Distaff Foundation and Knollwood
srippe@armydistaff.org
(202) 251-5761

REQUEST FOR PROPOSAL RESPONSE | XXAPPENDIX: CASES REFERENCES | 6
Note: Unfortunately, we are unable to show the work we did for Ingleside, since we have not yet launched
it to the marketplace. We will gladly share the work in mid-April, once it is in market.
The challenge
Westminster Ingleside Service Corporation had established a new parent organization to encompass
Ingleside at Rock Creek, Westminster at Lake Ridge, Ingleside at King Farm and the Westminster Ingleside
Foundation, and to lay the foundation for future entities.
Varsity was engaged to lead Ingleside’s teams through the process of developing the identity and
corresponding materials.
We first conducted a working session with the strategic team to uncover the key points of the organization.
We then directed focus groups on each of Ingleside’s three campuses, talking with the leadership team,
management team, front-line staff, current residents and prospective residents. Additionally, we met with
each community’s board of directors and conducted an online survey of current and lapsed donors.
The culmination of all of this work was a brand strategy and narrative as well as an identity system that
encompassed all of the entities.
We are in the process of launching this strategy and identity system, but the feedback from all the partners
has been strong.
Reference:
Monique Eliezer, VP of Sales, Marketing Strategies
Ingleside
meliezer@westminsteringleside.org
202.596.3112
VarsityBranding.com
@VarsityBranding
Blog: VarsityBranding.com/prime

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