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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 © Sametz Blackstone Associates (And never did.)
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 © Sametz Blackstone Associates
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
Four branding strategies Corporate / institutional focus Product Endorsed Source Master Product /  offering  focus © Sametz Blackstone Associates
Four branding strategies Corporate / institutional focus Product Endorsed Source Master Product /  offering  focus © Sametz Blackstone Associates
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  ≠ … © Sametz Blackstone Associates
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. High-level, “elevator” message © Sametz Blackstone Associates
3 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. 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.  High-level, “elevator” message © Sametz Blackstone Associates
Cues for main messages… 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. 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 .  High-level, “elevator” message © Sametz Blackstone Associates
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
 
 
© Sametz Blackstone Associates = 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
Transferring knowledge; encouraging ownership of the system © Sametz Blackstone Associates
Leverage © Sametz Blackstone Associates
This is a  process ,  not an event. © Sametz Blackstone Associates Roger Sametz
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. © Sametz Blackstone Associates
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
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
Crafting special initiatives:  Symphony Hall Centennial © Sametz Blackstone Associates
Crafting special initiatives:  Symphony Hall Centennial © Sametz Blackstone Associates
Crafting special initiatives:  Symphony Hall Centennial © 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. © Sametz Blackstone Associates
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
© Sametz Blackstone Associates
© 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). © Sametz Blackstone Associates
© Sametz Blackstone Associates
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. © Sametz Blackstone Associates
Informing message clusters © Sametz Blackstone Associates
Building an image over time © Sametz Blackstone Associates
Building an image over time © Sametz Blackstone Associates
Building an image over time © Sametz Blackstone Associates
Creating a coherent  communications path © Sametz Blackstone Associates
Creating a coherent  communications path © 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
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.  © Sametz Blackstone Associates
Connecting across brands © Sametz Blackstone Associates
A view across the organization for major donors © Sametz Blackstone Associates
© Sametz Blackstone Associates
Corporate sponsorship: BSO Inc © Sametz Blackstone Associates
Corporate sponsorship: BSO Inc © 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: 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 Attributes © Sametz Blackstone Associates
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. Hard-working tagline-working tagline © Sametz Blackstone Associates
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. Hard-working tagline-working tagline © Sametz Blackstone Associates
Conceptualizing  and expressing  the brand: visual development
Brand identifier + tagline © Sametz Blackstone Associates
Typography © Sametz Blackstone Associates
Typography : execution––articulation © Sametz Blackstone Associates
Typography : execution––articulation © Sametz Blackstone Associates
Color © Sametz Blackstone Associates Substantial Dynamic Inclusive Neutral Corporate colors
Imagery: moving beyond “mug shots” © Sametz Blackstone Associates People + events Backgrounds: disciplines, experience, audience Energy, connections
© Sametz Blackstone Associates
Implementation: brand system  in action
Business papers © Sametz Blackstone Associates
Connecting to ticket buyers:  rolling out the brand: season brochure © Sametz Blackstone Associates
Brochure spread © Sametz Blackstone Associates
Information design: creating accessible hierarchies © Sametz Blackstone Associates
Creating a coherent communications path: season posters… © Sametz Blackstone Associates
Mini-calendar / postcards / posters… © Sametz Blackstone Associates
Connecting other brands, sponsors, and series back to Celebrity Series © Sametz Blackstone Associates
Connecting other brands, sponsors, and series back to Celebrity Series © Sametz Blackstone Associates
 
Moving people closer to the organization © Sametz Blackstone Associates
 
Moving people closer to the organization: branding venues © Sametz Blackstone Associates
Building awareness across media © Sametz Blackstone Associates
And making it easier to do business © Sametz Blackstone Associates
Integrating the brand across media… © Sametz Blackstone Associates Roger Sametz: Jorg: big GLOBE ad, maybe full screen if needed
Building the customer experience: program covers © Sametz Blackstone Associates
Connecting on- and off-stage endeavors © Sametz Blackstone Associates
Connecting on- and off-stage endeavors © Sametz Blackstone Associates
 
Raising funds © Sametz Blackstone Associates
Celebrating © Sametz Blackstone Associates
Getting credit © Sametz Blackstone Associates
Expanding visibility © Sametz Blackstone Associates
And comprehension © Sametz Blackstone Associates
Moving forward: consistency and freshness
Reinforcing the brand and getting tactical results… over six years © Sametz Blackstone Associates
© Sametz Blackstone Associates
© Sametz Blackstone Associates
© Sametz Blackstone Associates
© Sametz Blackstone Associates
© Sametz Blackstone Associates
 
© Sametz Blackstone Associates
Quarterly updates © Sametz Blackstone Associates
© Sametz Blackstone Associates
© Sametz Blackstone Associates
Communicating in pixels…. © Sametz Blackstone Associates
© Sametz Blackstone Associates
09-10 brochure and mailer © Sametz Blackstone Associates
Quarterly updates © Sametz Blackstone Associates
Quarterly updates © Sametz Blackstone Associates
Building self-sufficiency: transferring and teaching the brand system © Sametz Blackstone Associates
Internal roll-out © Sametz Blackstone Associates
Internal roll-out: positioning / tagline © Sametz Blackstone Associates
Internal roll-out: “tilted” messages © Sametz Blackstone Associates
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 © Sametz Blackstone Associates
Creating a coherent  communication path © Sametz Blackstone Associates
Immediate impact on clarity of brand throughout materials; look is fresh and consistent; able to &quot;brand&quot; performance venues; new energy and enthusiasm among staff for better communication. Longer term system has evolution built-in;  better recognition of materials &quot;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.) Results: immediate / longer term © Sametz Blackstone Associates
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. Results: tangible / intangible © Sametz Blackstone Associates
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. Results: internal / external © Sametz Blackstone Associates
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. IMPACT: across the organization © Sametz Blackstone Associates
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?” IMPACT: across the organization © Sametz Blackstone Associates
Thank you
What now?
The concepts: 0 Insight 1 Identity 2 Resonance 3 Clarity 4 (Compelling) Coherence 5 Relevance 6 Leverage © Sametz Blackstone Associates
The steps: 0 Research 1 Foundation 2 Constituents 3 Messaging 4 Visual identity 5 Action 6 Sustainability © Sametz Blackstone Associates
The steps: 0 Research 1 Foundation 2 Constituents 3 Messaging 4 Visual identity 5 Action 6 Sustainability © Sametz Blackstone Associates Rinse, repeat.
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 Speakers © Sametz Blackstone Associates
 

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Command the Cultural Marketplace: Building a Brand for Customer Fascination

  • 1. Building a brand for customer fascination Command the cultural marketplace National Arts Marketing Project Conference Providence, RI 31 October 2009
  • 2. 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
  • 6. Answering to more affinity groups than ever
  • 7. … through more channels than ever
  • 10. So now what? Brand
  • 11. But what does that mean?
  • 12. BRAND ≠ LOGO © Sametz Blackstone Associates (And never did.)
  • 14. So… how do we do it?
  • 15. The steps: 0 Research 1 Foundation 2 Constituents 3 Messaging 4 Visual identity 5 Action 6 Sustainability © Sametz Blackstone Associates
  • 16. Know who you are, and what that means. 0 research
  • 17. Research © Sametz Blackstone Associates Qualitative Quantitative Inside Outside Actions Motivations Staff Env.
  • 19. 1 foundation Be who you are, become what you want to be.
  • 20. 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
  • 21. Four branding strategies © Sametz Blackstone Associates Corporate / institutional focus Product Endorsed Source Master Product / offering focus
  • 22. Four branding strategies Corporate / institutional focus Product Endorsed Source Master Product / offering focus © Sametz Blackstone Associates
  • 23. Four branding strategies Corporate / institutional focus Product Endorsed Source Master Product / offering focus © Sametz Blackstone Associates
  • 24. Four branding strategies Corporate / institutional focus Product Endorsed Source Master Product / offering focus © Sametz Blackstone Associates
  • 25. Four branding strategies Corporate / institutional focus Product Endorsed Source Master Product / offering focus © Sametz Blackstone Associates
  • 26. Identity © Sametz Blackstone Associates
  • 27. Know who you serve, and why they care 2 constituents
  • 28. Ticket buyers ≠ media ≠ donors ≠ partners ≠ volunteers ≠ board ≠ staff ≠ … © Sametz Blackstone Associates
  • 29. Where they are © Sametz Blackstone Associates Group 2 Group 4 Funders and supporters often cut across all Group 3 Group 1
  • 30. For an orchestra… What they care about © Sametz Blackstone Associates Innovation Education Outreach Performance Capital projects
  • 32. 3 messaging Use your messages, in their words
  • 33. 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
  • 34. 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.
  • 35. 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
  • 36. 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
  • 37. 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. High-level, “elevator” message © Sametz Blackstone Associates
  • 38. 3 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. 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. High-level, “elevator” message © Sametz Blackstone Associates
  • 39. Cues for main messages… 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. 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 . High-level, “elevator” message © Sametz Blackstone Associates
  • 40. 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
  • 42. 4 visual identity Look the part, be the part.
  • 43. 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
  • 44.  
  • 45.  
  • 46. © Sametz Blackstone Associates = SYSTEM Logo, anchor + Focus areas + Imagery + Transparent overlay + Accent color + Supporting imagery + Typography + Venue branding
  • 47. 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
  • 49. Put it together, and put it to work. 5 action
  • 50. Architecture for action Awareness Comprehension Participation Loyalty Support Desired Outcome Season kit Membership Development kit Print Digital Postcard / mailers Donor newsletter © Sametz Blackstone Associates
  • 52. Own your brand, and keep it healthy. 6 sustainability
  • 53. It takes a village.
  • 54. Transferring knowledge; encouraging ownership of the system © Sametz Blackstone Associates
  • 55. Transferring knowledge; encouraging ownership of the system © Sametz Blackstone Associates
  • 56. Leverage © Sametz Blackstone Associates
  • 57. This is a process , not an event. © Sametz Blackstone Associates Roger Sametz
  • 58. 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
  • 59. Eg.
  • 60. 1 case study Boston Symphony Orchestra Inc. Sustaining and advancing four vital brands Kim Noltemy Director of Sales, Marketing, and Communications, BSO, Inc.
  • 61.  
  • 62. 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
  • 63. Where we started a dozen years ago…BSO: © Sametz Blackstone Associates
  • 64. Tanglewood: before © Sametz Blackstone Associates
  • 65. Boston Pops: before © Sametz Blackstone Associates
  • 66. 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? ? ? ?
  • 67. 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
  • 68. 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
  • 69. 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 • • >
  • 70. 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
  • 71.  
  • 72. 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. © Sametz Blackstone Associates
  • 73. Informing message clusters © Sametz Blackstone Associates
  • 74. Typography © Sametz Blackstone Associates
  • 75. Color palette © Sametz Blackstone Associates
  • 76. Imagery: rich, literal, slightly formal, hall details © Sametz Blackstone Associates
  • 77. Building brand meaning © Sametz Blackstone Associates
  • 78. Building brand meaning © Sametz Blackstone Associates
  • 79. Clear typographic hierarchies © Sametz Blackstone Associates
  • 80. Building brand meaning © Sametz Blackstone Associates
  • 81. Gala invitations, giving societies © Sametz Blackstone Associates
  • 82. Crafting special initiatives: Symphony Hall Centennial © Sametz Blackstone Associates
  • 83. Crafting special initiatives: Symphony Hall Centennial © Sametz Blackstone Associates
  • 84. Crafting special initiatives: Symphony Hall Centennial © Sametz Blackstone Associates
  • 85. Crafting special initiatives: Symphony Hall Centennial © Sametz Blackstone Associates
  • 86. Crafting special initiatives: Symphony Hall Centennial © Sametz Blackstone Associates
  • 87. 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 &quot;richness&quot; 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. © Sametz Blackstone Associates
  • 88. Evolving color palette: brighter, bolder © Sametz Blackstone Associates
  • 89. Evolving approach to imagery: more personal, immediate, telling the story © Sametz Blackstone Associates
  • 90. Managing forward: building emotional, personal connections © Sametz Blackstone Associates
  • 91. Extending across different customer touchpoints © Sametz Blackstone Associates
  • 92. © Sametz Blackstone Associates
  • 93. © Sametz Blackstone Associates
  • 94. Making the experience personal, immediate, relevant…compelling © Sametz Blackstone Associates
  • 95. Attracting new audiences © Sametz Blackstone Associates
  • 96. 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). © Sametz Blackstone Associates
  • 97. © Sametz Blackstone Associates
  • 98. 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. © Sametz Blackstone Associates
  • 99. Informing message clusters © Sametz Blackstone Associates
  • 100. Building an image over time © Sametz Blackstone Associates
  • 101. Building an image over time © Sametz Blackstone Associates
  • 102. Building an image over time © Sametz Blackstone Associates
  • 103. Creating a coherent communications path © Sametz Blackstone Associates
  • 104. Creating a coherent communications path © Sametz Blackstone Associates
  • 105. Creating a coherent communications path © Sametz Blackstone Associates
  • 106. Presenting multi-venue / multi-program information clearly © Sametz Blackstone Associates
  • 107. Raising funds © Sametz Blackstone Associates
  • 108. Continuity and freshness © Sametz Blackstone Associates
  • 109. Continuity and freshness © Sametz Blackstone Associates
  • 110. Results 5% increase this past year while region was down 10% in tourism attendance. Philanthropic giving, sponsorship, web visitation, and merchandise purchases––all up. © Sametz Blackstone Associates
  • 111. Connecting across brands © Sametz Blackstone Associates
  • 112. A view across the organization for major donors © Sametz Blackstone Associates
  • 113. © Sametz Blackstone Associates
  • 114. Corporate sponsorship: BSO Inc © Sametz Blackstone Associates
  • 115. Corporate sponsorship: BSO Inc © Sametz Blackstone Associates
  • 116. Corporate sponsorship: BSO Inc © Sametz Blackstone Associates
  • 117. 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
  • 118. 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
  • 119. Thank you © Sametz Blackstone Associates
  • 120. 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
  • 121.  
  • 122. 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
  • 123. Branding challenges and goals
  • 124. 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
  • 125. 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
  • 126. 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
  • 127. 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
  • 128. 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 ”
  • 129. Developing the brand foundation
  • 130. 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
  • 131. 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
  • 132. 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
  • 133. Starting points: brand neither visible nor understood © Sametz Blackstone Associates
  • 134. Starting points: logo / logotype not robust enough © Sametz Blackstone Associates
  • 135. Starting points: range of marketing materials created a diffuse image © Sametz Blackstone Associates
  • 136. Starting points: range of marketing materials created a diffuse image © Sametz Blackstone Associates
  • 137. Starting points: fundraising materials took another tack © Sametz Blackstone Associates
  • 138. Conceptualizing and expressing the brand: verbal development
  • 139. 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
  • 140. 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
  • 141. 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_______.
  • 142. 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
  • 143. 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
  • 144. 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
  • 145. 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
  • 146. Desirable brand attributes—across areas / constituents: preeminent welcoming (warm, inviting, inclusive) artistic / creative wide-ranging / dynamic / energetic innovative substantial / stable vital excellent Attributes © Sametz Blackstone Associates
  • 147. 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. Hard-working tagline-working tagline © Sametz Blackstone Associates
  • 148. 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. Hard-working tagline-working tagline © Sametz Blackstone Associates
  • 149. Conceptualizing and expressing the brand: visual development
  • 150. Brand identifier + tagline © Sametz Blackstone Associates
  • 151. Typography © Sametz Blackstone Associates
  • 152. Typography : execution––articulation © Sametz Blackstone Associates
  • 153. Typography : execution––articulation © Sametz Blackstone Associates
  • 154. Color © Sametz Blackstone Associates Substantial Dynamic Inclusive Neutral Corporate colors
  • 155. Imagery: moving beyond “mug shots” © Sametz Blackstone Associates People + events Backgrounds: disciplines, experience, audience Energy, connections
  • 156. © Sametz Blackstone Associates
  • 158. Business papers © Sametz Blackstone Associates
  • 159. Connecting to ticket buyers: rolling out the brand: season brochure © Sametz Blackstone Associates
  • 160. Brochure spread © Sametz Blackstone Associates
  • 161. Information design: creating accessible hierarchies © Sametz Blackstone Associates
  • 162. Creating a coherent communications path: season posters… © Sametz Blackstone Associates
  • 163. Mini-calendar / postcards / posters… © Sametz Blackstone Associates
  • 164. Connecting other brands, sponsors, and series back to Celebrity Series © Sametz Blackstone Associates
  • 165. Connecting other brands, sponsors, and series back to Celebrity Series © Sametz Blackstone Associates
  • 166.  
  • 167. Moving people closer to the organization © Sametz Blackstone Associates
  • 168.  
  • 169. Moving people closer to the organization: branding venues © Sametz Blackstone Associates
  • 170. Building awareness across media © Sametz Blackstone Associates
  • 171. And making it easier to do business © Sametz Blackstone Associates
  • 172. Integrating the brand across media… © Sametz Blackstone Associates Roger Sametz: Jorg: big GLOBE ad, maybe full screen if needed
  • 173. Building the customer experience: program covers © Sametz Blackstone Associates
  • 174. Connecting on- and off-stage endeavors © Sametz Blackstone Associates
  • 175. Connecting on- and off-stage endeavors © Sametz Blackstone Associates
  • 176.  
  • 177. Raising funds © Sametz Blackstone Associates
  • 178. Celebrating © Sametz Blackstone Associates
  • 179. Getting credit © Sametz Blackstone Associates
  • 180. Expanding visibility © Sametz Blackstone Associates
  • 181. And comprehension © Sametz Blackstone Associates
  • 182. Moving forward: consistency and freshness
  • 183. Reinforcing the brand and getting tactical results… over six years © Sametz Blackstone Associates
  • 184. © Sametz Blackstone Associates
  • 185. © Sametz Blackstone Associates
  • 186. © Sametz Blackstone Associates
  • 187. © Sametz Blackstone Associates
  • 188. © Sametz Blackstone Associates
  • 189.  
  • 190. © Sametz Blackstone Associates
  • 191. Quarterly updates © Sametz Blackstone Associates
  • 192. © Sametz Blackstone Associates
  • 193. © Sametz Blackstone Associates
  • 194. Communicating in pixels…. © Sametz Blackstone Associates
  • 195. © Sametz Blackstone Associates
  • 196. 09-10 brochure and mailer © Sametz Blackstone Associates
  • 197. Quarterly updates © Sametz Blackstone Associates
  • 198. Quarterly updates © Sametz Blackstone Associates
  • 199. Building self-sufficiency: transferring and teaching the brand system © Sametz Blackstone Associates
  • 200. Internal roll-out © Sametz Blackstone Associates
  • 201. Internal roll-out: positioning / tagline © Sametz Blackstone Associates
  • 202. Internal roll-out: “tilted” messages © Sametz Blackstone Associates
  • 204. Looking at results Benefits from a strong brand come in different forms, at different times: immediate < • • > long-term tangible < • • > intangible external < • • > internal organizational < • • > departmental © Sametz Blackstone Associates
  • 205. Creating a coherent communication path © Sametz Blackstone Associates
  • 206. Immediate impact on clarity of brand throughout materials; look is fresh and consistent; able to &quot;brand&quot; performance venues; new energy and enthusiasm among staff for better communication. Longer term system has evolution built-in; better recognition of materials &quot;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.) Results: immediate / longer term © Sametz Blackstone Associates
  • 207. 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. Results: tangible / intangible © Sametz Blackstone Associates
  • 208. 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. Results: internal / external © Sametz Blackstone Associates
  • 209. 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. IMPACT: across the organization © Sametz Blackstone Associates
  • 210. 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?” IMPACT: across the organization © Sametz Blackstone Associates
  • 213. The concepts: 0 Insight 1 Identity 2 Resonance 3 Clarity 4 (Compelling) Coherence 5 Relevance 6 Leverage © Sametz Blackstone Associates
  • 214. The steps: 0 Research 1 Foundation 2 Constituents 3 Messaging 4 Visual identity 5 Action 6 Sustainability © Sametz Blackstone Associates
  • 215. The steps: 0 Research 1 Foundation 2 Constituents 3 Messaging 4 Visual identity 5 Action 6 Sustainability © Sametz Blackstone Associates Rinse, repeat.
  • 216. Build a framework, not a prison.
  • 219. 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
  • 220.  

Editor's Notes

  1. 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.
  2. Quant: great for measuring actions, and is often more historical than aspirational Qual: great for uncovering motivations BEHIND actions, which is important for getting to the essence of brand-related decisions, preferences, etc,,, Inside --from vols to staff to board chair External --audiences, donors, prospects all the way to competitive and relevant environment.
  3. Prepare your open book: Active v. Passive transparency
  4. Your brand is like a sound wave that carries far—it will resonate with some and not others (and that’s okay) Social media means, in many ways, the &amp;quot;death of distance&amp;quot; - Tom Peters most powerful (donor) constituency may not be your local one broadcasting to narrowcast to find the the audiences with whom you resonate most strongly
  5. With everyone talking at once, your brand has to be heard above the noise. How? Clarity, like a knife against a wine glass—it can be heard throughout the room, and carries a clear message (stop, listen) clarity - irreducible core short and shareable  words don&apos;t make you better, work does (show v. tell) in other words, despite what a lot of folks are saying right now, you CAN control your brand where control actually happens: in how you &amp;quot;live&amp;quot; your brand
  6. “ logical interconnection”—not just “understandability”
  7. matter where it matters to be moving people closer to you v. moving you closer to them leveraging networks
  8. matter where it matters to be moving people closer to you v. moving you closer to them leveraging networks
  9. © 2001 Sametz Blackstone Associates
  10. © 2001 Sametz Blackstone Associates
  11. © 2001 Sametz Blackstone Associates
  12. With your eyes and ears open, it’s time to start digging deeper to see what’s there and what you have to work with. Investigation covers: Audiences Resonance and Dissonance Content Outcomes and Measurement
  13. David
  14. David • The organization often approached communications from a tactical perspective: promoting the season, performer, or program. Communications have met little success in advancing awareness of the organization as a whole. • Because of this tactical focus—reinforced by communications that connect to either specific tasks or to the internal organizational structure—there is not a clear image “out there” of who Celebrity Series is, or what it promises, or why it’s an organization worthy of support. • Dis-integrated communications have promoted a diffuse image. While pieces, individually, were often well-executed, the lack of connection among communication efforts—within and across areas and media—did little to build a robust, recognizable brand. • “ Named” programs and services have not been adequately connected to FleetBoston Celebrity Series—so that recognition of both the good work and heft of the organization has often leaked away. • Multiple name changes have exacerbated the problem of building recognition and have also subordinated the Celebrity Series to more powerful brands—Boston University, The Wang Center, and most recently FleetBoston Financial, to name a few. • Misconceptions often hold the place of accurate ones: the organization, which was incorporated as a not-for-profit entity in 1989, is still, by many, perceived to be a for-profit organization—and often thought of as an arm of FleetBoston Financial. • New audiences need to be developed—to create a larger development base, foster diversity, and to generate more loyal ticket-buyers who can spread the word more effectively than can any mail or phone campaign—while core audiences need to be nurtured and retained. • Celebrity Series also faces steep brand competition from within its own offerings—competing with the brands of the venues in which it presents, the brands of the performers on stage, the brands of the title sponsor, and the brands of co-sponsors. (When presenting Ailey Week in The Wang Theatre, sponsored by Tufts Health Plan, FleetBoston Celebrity Series ended up as low man on the brand totem pole.) • Not having a “home”—a building with a sign over the door—also makes it harder for FleetBoston Celebrity Series to occupy a recognizable place in the cultural landscape. • Even internally, there hasn’t been clarity around how to describe the organization, what it does, for whom, and why different constituencies should care. Messages, like the design of materials, have been more connected to internal organizational structure and departmental goals than to a higher-level institutional brand—or to constituencies. • And culturally, some shifts are needed—“silos” need to have bridges built to connect them; horizontal functions—such as marketing / sales / development / pr—need to present an integrated face to the world based on shared thinking, strategies, goals, and “the story.” • Operationally, the logo and logotype were neither as legible nor as recognizable as needed—especially in environments where the symbols of the Celebrity Series had to compete with marks that were both better known and graphically stronger. • Good planning dictates that Celebrity Series needs to continue to build on its fiscal stability—to be able to expand into new areas, to take more risks in programming (and maybe reach a wider demographic) and to be prepared to “go it alone” without a title, brand-connected sponsor, should that happen for one reason or another.
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  17. David Unaided awareness was low: &lt;2.5% know the name Unaided awareness trailed that of other arts organizations Those who recalled the name could not characterize the brand Only 6.5% recalled advertising 67% thought Celebrity Series is part of Fleet bank Subsidiary programs were not associated with Celebrity Series Audience was mostly white, highly educated, and wealthy; 63.5% live with children
  18. David Unaided awareness was low: &lt;2.5% know the name Unaided awareness trailed that of other arts organizations Those who recalled the name could not characterize the brand Only 6.5% recalled advertising 67% thought Celebrity Series is part of Fleet bank Subsidiary programs were not associated with Celebrity Series Audience was mostly white, highly educated, and wealthy; 63.5% live with children
  19. Roger Building upon the earlier quantitative research, in 2002 Sametz Blackstone interviewed 17 people (staff, executives, board members) to “get calibrated” and to better understand what issues could be addressed though new branding / communication initiatives. There was significant uniformity around the issues, challenges, hurdles and opportunities. The most noted comments include: • Low awareness / low comprehension / a story that is hard to tell: no two people describe Celebrity Series, and its mission and programs, the same way—so there is no coherent brand identity “out there.” • Historical impediments: the history of name changes has hindered building awareness. • Lacking a highly visible, branded venue, Celebrity Series’ role in bringing artists to Boston is often subordinated to those of the host venues and program sponsors with well-known brands. This suggests the need for Celebrity Series to find novel ways to associate its name with its constituents’ experiences. • Even within Celebrity Series, persons from different departments, facing very different day to day challenges, have sometimes divergent perspectives on the meaning Celebrity Series has to the Boston cultural community. • Consequent to the divergent perspectives and responsibilities among departments, communications issuing from each department had little resemblance to one another, lacking a unified approach to presenting the master brand. Marketing and promotion budgets, also allocated to departments but not the overall brand, further reinforce the problem. • Unclear focus: is Celebrity Series about presenting performing arts, or about something more inclusive of educational efforts? Is it all about the star performers or is it a more robust cultural asset? • The difficulty of presenting the presenter: customers are buying tickets to see a performer (who usually has his / her own “brand” recognition). They are seated in “brand-named” halls like the Wang Center or Symphony Hall. Donors give money for the dance program or for youth outreach. The organization’s name is practically synonymous with the region’s largest bank. “FleetBoston Celebrity Series” takes a back seat in most minds. • Growth, fiscal stability, and risk-taking: Who supports Celebrity Series, who doesn’t, and why? With a relatively small base for annual giving and a perceived dependence on title sponsorship, Celebrity Series is often limited in its freedom to take creative programming risks.
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  24. The institutional positioning statement defines Celebrity Series’ place among its competition—the competition for time and attention, and for entertainment and philanthropic dollars.
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