North Star Report

Iowa’s Creative Corridor
Final BrandAMP Report
December 30, 2011

Iowa’s Creative Corridor BrandAMP Report | North Star Destination Strategies December 30, 2011

TABLE OF CONTENTS

INTRODUCTION 5
About North Star Destination Strategies 5
Branding Partners 5
About the BrandPrint Process 5

BRANDPRINT SUMMARY 6
UNDERSTANDING 6
SUMMARY OF INSIGHTS 7
STRATEGIC BRAND PLATFORM 8
IMAGINATION 8

IMAGINATION 9
WHAT WILL GET US THERE? 9
CREATIVE EXPRESSIONS OF THE BRAND 10
Brand Narrative 10
Logo 12
Color Palette 13
Descriptive Vocabulary 13
CREATIVE DELIVERABLES 14
Additional Logos 15
Image Ads 16
PowerPoint Slides 22
Letterhead 23
Portal Website 24
E-Newsletter 25
Brag Mag Cover 26
Economic Development and Recruitment Packet 27
Specific Economic Development Prospect Folder 28
Smart Phone App 29
Pole Banners 30
Wayfinding Signage 32
Airport Signage 33
Entryway Signage 34
Water Tower 35
Grain Facility Application 36
Outdoor Boards 37
Vehicle Wraps 38
Crosswalk 39
Partner Plaque 40
Lapel Pin 41
Bookmark 42

Iowa’s Creative Corridor BrandAMP Report | North Star Destination Strategies 2 of 231

Thumb Drive 43
Farmers Market Shopping Bag 44
Hat 45
T-Shirts 46
IOWA’S CREATIVE CORRIDOR HAS A NEW BRAND. WHAT IS NEXT? 47

BRAND ACTION MANAGEMENT PLAN 54
PUTTING THE BRAND TO WORK 54
OVERVIEW OF BRANDAMP 55
KEY INSIGHTS 56
CREATIVE EXPRESSIONS OF THE BRAND 58
IMPLEMENTATION STRATEGIES 59
OUTLINE OF OBJECTIVES 65
BUDGET ESTIMATES 69

OBJECTIVES & TACTICS
OBJECTIVE I: Establish an organizational structure for promoting and developing 70
the brand
OBJECTIVE II: Establish the region as a center of creative innovation 82
OBJECTIVE III: Jump start the brand through the members of the Corridor Business 102
Alliance
OBJECTIVE IV: Develop a greater sense of regionalism through brand projects 111
OBJECTIVE V: Attract, support and retain business on a regional basis using the 133
brand as a rallying cry
OBJECTIVE VI: Integrate the Iowa’s Creative Corridor brand into regional 160
community infrastructure and initiatives
OBECTIVE VII: Attract and retain college graduates with the brand 184
OBJECTIVE VIII: Achieve tourism goals through brand-based initiatives 205
OBJECTIVE IX: Gather your regional stories of innovation and transformation and 220
share them via a structured public relations strategy
TIMEFRAME FOR COMPLETION 228

APPENDIX A: TRADEMARK SEARCH
APPENDIX B: IMAGE AD BODY COPY
APPENDIX C: LIST OF LINKED RESOURCES
APPENDIX D: BUDGET OUTLINE
APPENDIX E: BRAND MANAGER JOB DESCRIPTION
APPENDIX F: NOVA SCOTIA’S BIG BRAND BOOK
APPENDIX G: SAMPLE PRESS RELEASE
APPENDIX H: SAMPLE BRAND CHARTER
APPENDIX I: INNOVATOR’S INSIGHTS NEWSLETTERS
APPENDIX J: NASHVILLE BRAND CHAMPIONS
APPENDIX K: NEW MEDIA COORDINATOR JOB DESCRIPTIONS
APPENIDX L: BIBLIOGRAPHY OF SOCIAL MEDIA WHITE PAPERS


APPENDIX M: COMPETITIVE ADVANTAGE STATEMENTS
APPENDIX N: ECONOMIC DEVELOPMENT WEBSITES
APPENDIX O: ECONOMIC DEVELOPMENT VIDEOS
APPENDIX P: IEDC AWARD-WINNING PUBLICATIONS
APPENDIX Q: LANCASTER NEWSLETTER
APPENDIX R: DAYTON & DALLAS ECONOMIC DEVELOPMENT
NEWSLETTERS
APPENDIX S: HELIX ART & SCULPTURE EXAMPLES
APPENDIX T: PSYCHOLOGY OF A POP-UP ARTICLE
APPENDIX U: TRANSIT MEDIA PRICING
APPENDIX V: RETURN TO ROOTS FLYER
APPENDIX W: INVOLVING YOUNG PROFESSIONALS IN THE
BRAND
APPENDIX X: GRAPHIC STANDARDS


INTRODUCTION

ABOUT NORTH STAR DESTINATION STRATEGIES

North Star Destination Strategies comprises over two dozen talented individuals dedicated to
growing community brands through integrated marketing solutions. North Star offers
communities a combination of research, strategy, creativity and action. This process – called
Community BrandPrint – provides direction for the community's brand development, like a
blueprint guides the construction of a home. And just like a blueprint, the priorities and targets
of each Community BrandPrint are stated in clear and unambiguous language. The resulting
brand personality is as revealing as an individual's fingerprint, and just as unique.

BRANDING PARTNERS

The Corridor Business Alliance on behalf of the Cedar Rapids-Iowa City region contracted with
North Star Destination Strategies to determine the region’s true, unique and relevant brand
position that will help the region stand out in the marketplace. Included in the contract is a
two-year strategic implementation plan for the new Corridor regional brand presented here as
the Action stage.

ABOUT THE BRANDPRINT PROCESS

This report contains the final stages of the process: Imagination and Action. The Understanding,
Insights and Evaluation stages are presented in an accompanying report to this volume – the
BrandPrint Research Report.

Recommendations for the Imagination and Action stages are often cross-referenced and
intertwined. Thus, they are presented together for ease of eventual use by the brand drivers.


BRANDPRINT SUMMARY

The following summary represents a snapshot of the knowledge gained during the Understanding and
Insights stages of the BrandPrint process. For more detailed information about the studies conducted in
the Understanding stage, please refer to the preceding report, Corridor BrandPrint Research Report.

 UNDERSTANDING (Research findings):

North Star conducted more than a dozen pieces of research to identify a branding strategy for
The Corridor in order to increase awareness among varied audiences. By examining the region
(stakeholders, residents), consumers (visitors, regional and state officials in government,
economic development, and tourism) and the competition (competitor regions nationwide),
North Star determined a strategy for The Corridor to assert across all regional communities
and assets with the implementation of an effective, meaningful and relevant brand.

Important findings are summarized below.

The Corridor is situated in Eastern Iowa in the area between and surrounding its two large
anchor communities, Cedar Rapids and Iowa City. Each has a distinct personality in the mindset
of residents and visitors, yet they are uniquely a perfect complement to the other. And the
surrounding communities significantly enhance the offering of the region. Iowa City is home to
the University of Iowa, one of the nation’s best public universities, which includes the Iowa
Writers’ Workshop, a writing program without equal. The IWW program is a key factor in
Iowa City’s UNESCO designation as the most literary spot in the country. Iowa City also
boasts a roster of the best healthcare practitioners and researchers in the nation. Toss in the
home to the brilliant young minds behind Guitar Hero, to Hawkeye sports and to acclaimed
cultural assets, and Iowa City is rightfully a draw for many. But a few short miles away you have
more arts and culture and sports offerings in Cedar Rapids. And one of the nation’s best
community colleges in Kirkwood, which innovates daily with its workforce development efforts
benefitting businesses small and large including the region’s several Fortune 500 companies like
Rockwell Collins, Quaker Oats, and General Mills. And American Master, Grant Wood is from
the area. Cedar Rapids also has acclaimed healthcare assets that are redefining the delivery of
healthcare. The smaller communities like Coralville or Marion or Mount Vernon or the
Amanas, all present dynamic personalities to the collective region. Whether through art or
science or both, there is a rich tradition of creativity and innovation across the region. The
Corridor is home to great ideas and the successful application of those ideas.

With a focus on growth, achievement, and education, Iowa produces the most high school
graduates in the country or close to it. But they are close to the worst nationally in keeping
college graduates. Brain drain is a significant problem for the region. Within the lack of
awareness in general for the Corridor, there is a significant deficit in the awareness of the
opportunities and innovations in the region.

Many in The Corridor do not understand or recognize the benefits of regional promotions.
There is fear by some, particularly smaller communities, that by communicating regionally, there
will be a dilution of local personality and identity. Many identify conflicting goals and


competitiveness as the main reason regional efforts struggle here. There is a lack of meaningful
cooperation and collaboration among Corridor communities and organizations.

Broadly regionalism is seen as a great opportunity in the Cedar Rapids – Iowa City area,
benefiting business and industry as well as quality of life interests. Many see it as a way to
broaden the economy but fault their leaders’ commitment to the pursuit. Most recognize the
savings in time and resources that communicating regionally can provide. But there are not
quite enough advocates and influencers in place yet. Many are hopeful that this project will
advance regional efforts significantly. Having the power to generate great ideas AND the
expertise to realize the practical application of great ideas within a few feet or miles of each
other positions The Corridor as a national leader in creativity, innovation and discovery.

 INSIGHTS SUMMARY (Conclusions based on research):

As revealed in the research, the Cedar Rapids – Iowa City Region offers a wealth of assets that
many larger cities cannot come close to offering. With a national trend toward funding regions
rather than single cities, The Corridor is poised for even greater advantages by communicating
as a defined, cohesive region.

The Corridor is rich in both history and opportunity, yet marketing and promotion has not
been its strong suit. There are many aspects that contribute to a competitive region, and The
Corridor has a good foundation for most of those interests. Unfortunately regionalism has not
been fully embraced here and actions sometimes contradict pledges of cooperation. But there
is a growing group of regional advocates (as evidenced by this project). In branding The
Corridor, the quicksilver we are trying to capture and leverage is what occurs differently when
this region interacts together and works as a whole. The whole is certainly greater than the
sum of its parts here.

The regional brand should elevate The Corridor from an instrument of physical transportation
to an instrument of metaphysical transformation. So instead of I-380, The Corridor becomes
the supportive, idea-rich, innovative, and creative environment where entrepreneurs, artists,
scientists, students, teachers, artists, biologists, writers, inventors, and engineers can transform
their knowledge into power, their learning into great living, and any of their dreams into reality
whether personal or professional.

Your brand is what people say about you when you are not around. And we want more
people talking about The Corridor as an environment for creativity and innovation, finally
receiving the recognition for the legacy of achievement born from these fields of dreams that
continues today. And as you will see in the research, you have a chorus of ambassador praising
the region as a place to live and work. A regional brand and mindset will garner greater
attention more quickly by leveraging the advantages of the whole rather than those of individual
institutions, organizations or communities.


 STRATEGIC BRAND PLATFORM:

North Star funnels these strategic insights for the brand into a single sentence, the brand
platform. The brand platform is used as a filter for the formation of creative concepts and
implementation initiatives. All communications, actions and product development should
connect to the essence of this relevant and defining statement. The platform informed the
creative brand expressions and brand action implementation ideas for The Corridor.

Target Audience: For those seeking a place with infinite possibility,

Frame-of-Reference: the region from Cedar Rapids to Iowa City along
Interstates 380 and 80 in America’s Heartland

Point-of-Difference: is the conduit for a transformative reaction that
sparks knowledge to power, learning to living and
dreams to reality

Benefit: so each individual, each idea, each business and each
city is exponentially more successful.

 IMAGINATION (Creative ideas for building the brand):

The brand platform serve as a guide for the positioning of The Corridor brand. From these
statements, a creative concept is born; a concept that aligns creative treatments of the brands
in a variety of communication mediums and action ideas.

The creative concept developed by North Star is based on the approved brand platform
focusing on the transformation of ideas into art and innovation. The concept draws inspiration
from the dualities evident throughout the region.

In the visual executions of the brand, imagery, graphics, and language showcase the assets and
advantages in a dynamic way that connects the one-of-a-kind features of the region’s many parts
into a moving presentation of the whole. Focusing on the imperatives of cultivating and igniting
innovation and creativity, headlines and copy point to how the region has and continues to
impact the world through both art and science.


IMAGINATION

WHAT WILL GET US THERE?

In this section, we discuss which elements of communication need to be created or altered –
and in what ways – to influence the responses and behavior of The Corridor’s various target
audiences toward its brand. Elements were created with the research and resultant strategy in
mind including preferences and interests among consumer profiles identified in the Tapestry
segmentation research conducted for the area. A number of brand-shaping issues often must
be confronted: overall positioning, packaging, budget allocation, stakeholder participation,
sponsorship association, cooperative efforts and of course, advertising and promotions.

Several major initiatives occur at this point:

 A logo and strapline are created
 A brand narrative is crafted
 Creative expressions of the brand are developed

These elements serve as the backbone for North Star’s creative recommendations for the
Corridor’s brand. Every idea in the Brand Identity Guide – from logos to vocabulary to ads –
represents North Star’s best suggestions for how to put your brand to work creatively. Ideas
that are expressed in this Imagination section have influenced the subsequent, tactic-driven
brand recommendations that follow in the BrandAMP strategic plan.

Note: All final logos are included in the attached Final Logo CD in both JPEG and Vector/EPS format.
We encourage you to make more copies of this CD to give to municipalities, organizations, vendors or
other outlets requesting a copy of the logo. All files for the creative deliverables contained in this section
are also included on your Final BrandAMP CDs.


CREATIVE EXPRESSIONS OF THE BRAND

You are about to see several creative expressions that will help bring the Corridor brand to
life. This Brand Identity Guide should serve as a blueprint for the creative rendering of your
new brand – with the exception of the logo, files do not represent finished work. Many
communities choose to work with local talent for the actual refinement and production of
creative communication pieces. This allows for true customization and also brings local
perspectives to the work.

Renaming the Corridor
At the beginning of the creative process, the Creative Committee (in the Corridor) considered
the possibility of a name change for the region that would distinguish the region in the emerging
competitive marketplace of innovation hubs. Naming the region was a critical first step. North
Star provided a lengthy roster of naming considerations that met the following criteria:
supports the brand strategy, leverages the equity in the existing truncated name “Corridor,”
places the region in a geographical context, and has a chance of being accepted into the
vernacular.

The Creative Committee selected the name: Iowa’s Creative Corridor.

Support for this name includes:
 The Corridor is targeting industries of the mind, which are fueled by creative thinking.
 This name supports the idea of converting knowledge to power, recognizes the
creativity that drives industry and technology and leaves plenty of room for
development of the arts.
 From a design perspective, this approach holds tremendous potential. For example,
linking the C’s in the acronym symbolizes the interactivity of creativity and the Corridor
as well as the strong link between the Corridor and its unique communities.
 Including Iowa provides immediate geographic context. This also helps establish the
region as the source of creative, innovative thinking for the state.
 Over time, the geographic identifier may be dropped, and Creative Corridor will enter
the vernacular.
North Star ran a search for the Corridor’s new name on the United States Patent and
Trademark Office’s Trademark Electronic Search System (TESS). We found no live or dead
results or conflicts for trademark registration. Searches are only accurate for that moment in
time of the search. North Star recommends that The Corridor pursue trademark protection
of the region’s name. North Star’s trademark search is documented in APPENDIX A.

Brand Narrative
The following Brand Narrative takes the foundation of the brand platform and breathes life into
it through an artistic interpretation of language. Its purpose is to help residents and consumers
connect and embrace the emotional story of the brand to their own lives. It represents
inspiring language meant to describe the Creative Corridor’s assets as they relate to your new
brand and to garner excitement among brand drivers, brand partners, and regional
stakeholders.


The Brand Narrative is critical to successful integration of the brand for a number of reasons:
 It can literally and figuratively serve as a guide for users who are working to integrate
brand tone and language into their own marketing and communications
 It helps maintain consistency of tone and message amongst all users thus preserving the
integrity of the brand
 It provides language that users can replicate verbatim in their own communications
when applicable.

Because of the inherent value in brand narratives, we recommend wide distribution of the copy
. . . typically in tandem with the logo. Many of our clients use both the strategic brand platform
and the brand narrative together as a touchpoint for each new project or policy they initiate.
In other words, “Does this idea support and further what makes us special?”

Creative Corridor Brand Narrative
The rich, fertile fields of amber grain belie the roaring waves of cultural, technological and industrial
impact that ripple across the country. The winds of change blow out from east central Iowa across the
prairies and states to touch the far corners of the world. In fact, listen closely and you can hear the
voice of Iowa’s Creative Corridor all the way from the East Coast to the Far East. Because, here, the
evolution and growth of pioneering ideas that advance and improve life are the norm.

Every day, from the books we read and the films we see to the foods we eat and the healthcare we
receive, Iowa’s Creative Corridor touches our lives in many thousands of ways. By cultivating a culture of
innovation, the seeds are sown for transformational thinking. And ideas are grown that sustain the
world. In the urban and rural areas that lay along the corridor between Iowa City and Cedar Rapids,
knowledge gets turned into power by a thriving creative network and powerfully connected
entrepreneurial community that nurtures and supports idea generation and execution.

A remarkable combination of resources has conspired to make Iowa’s Creative Corridor a wellspring of
intellectual and artistic pursuits, as well as science, commerce and industry. The highly esteemed Iowa
Writers’ Workshop, and iconic American brands such as Quaker Oats, General Mills and Rockwell
Collins, have generated a strong current of talent and influence that continues to flow consistently from
the region, touching and persuading lives of people everywhere. The mark they have left on our
academic, literary, business and scientific landscapes is indelible.

Recognized as a center of creative and economic renaissance, Iowa’s Creative Corridor draws innovators
ranging from Pulitzer-Prize winning writers to research engineers and digital cottage industries to some
of the world’s most advanced companies. Here, their inspiration and energy are ignited, new directions
are encouraged and positive change is generated.

A seed planted here in the rich soil of Iowa’s Creative Corridor not only grows to its potential but its fruit
finds its way to the far corners of the globe while its roots stabilize, support, and sustain an entire
region.


Strapline
The Creative Committee in the Corridor evaluated several strapline options, but ultimately
decided that a strapline reduced the focus on the new compelling descriptor, Creative, in the
region’s name. With a geographic identifier and a descriptive qualifier in the new name, North
Star and the Creative Committee determined that no strapline was needed and in fact would
serve as a distraction from the key message of creativity and innovation introduced with the
evolution of the Corridor’s name.

Logo
The most often-used creative element representing your brand the first 24 months after launch
will be your logo. While we caution against the idea that a logo is your brand, we understand
that it is a high-profile, easily understandable and embraceable manifestation of your brand.

Support for the logo design:
 A double helix comprises an “I”, which symbolizes the individual and the transformative
power of the Creative Corridor for his/her future.
 The “I” also represents the collective Iowa.
The double helix that makes up the stylized “I” is reminiscent of DNA …the root of life
and the code responsible for the past and future of any living entity.
 The double helix mark is symbolic of the spark of life or the signature of an individual.
 The mark also represents the duality of the Creative Corridor, the unique mix of art
and science and the importance of both the individual and the community.
 On a more subtle level the double helix forms an interlocking double C pattern, which
can stand for the Creative Corridor when this logo is used independent of the name.
 The strong colors lend a solid foundation to the mark while the lowercase type
treatment injects a contemporary quality and youthful spirit to the logo.
 The gold and green communicate the productive growth of ideas, agriculture, artists,
and individuals in the region.
 The use of green type against neutral grays brings the brand’s key message of creativity
to the forefront.

All creative files are included in the attached Final BrandPrint CD. Also, the Creative Corridor
Graphic Standards Guide is attached as APPENDIX X to this report. In addition, North Star
has included two copies of the Creative Corridor Final Logo CD for distribution to vendors or
anyone requesting a copy of your logo.


Color Palette
The color palette for the Creative Corridor is dynamic and vivid just like the variety of
communities that comprise the region. The golds and greens are a respectful nod to the
region’s heritage of agriculture and the area’s growth today of ideas and innovation. Black and
gold tones connect the brand to the University of Iowa as a center for research and creativity.
The earth tones connote strength and values while the bright yellows and blues communicate
excitement and a youthful vitality.

This color palette including the primary colors used in the following executions was developed
with the psychology of color in mind. Colors can connote certain qualities and characteristics.
 Yellows connote and evoke joy, happiness, intellect, and visibility
 Blues are connected with depth, stability, loyalty, confidence, intelligence, faith, and
truth.
 Greens identify nature, growth, harmony, freshness, and fertility.
 Golds suggest worth and wisdom.

Descriptive Vocabulary
The brand vocabulary provides a common language that reinforces brand attributes and brand
positioning for use in communications materials, press releases, interviews, presentations and
general conversation among regional officials, brand partners, area businesses and
internal/external audiences.

Creatively, these words set the balanced tone of the brand:

Creative Innovative Transformative
Collaborative Industrious Powerful
Possibilities Cultural Affordable
Entrepreneurial Artistic Smart
Inventive Scientific Genuine
Ingenious Right brain/Left brain Intellectual
Variety Accomplished Family
Supportive Ideas Engaging
Curiosity Successful Impact
Imaginative Resilient DNA
Technological Hardworking Resourceful
Prolific Focused Comfortable
Industrious Cutting-edge Cooperative
Literary Entertaining Assortment
Together Sporting Pioneering


CREATIVE DELIVERABLES

The creative deliverables that follow use the brand narrative as a springboard for exploring
different vehicles for delivering that brand story. Each one echoes the narrative’s tone and feel
and adds imaginative dimension to the brand, while providing an effective means of
communicating to intended audiences.

The Creative Committee selected a creative concept and logo during this process that guided
visual development. This direction focuses on the dual disciplines of art and science in the
Creative Corridor (and the constant interweaving of the two), which creates waves of influence
that are as powerful and complex as anywhere on earth. Within the region students, teachers,
artists, biologists, writers, inventors, scientists, and engineers have created a legacy and lineage
that leave in their wake a strong current of creative inclinations and innovative talent that
continues to flow consistently from the region, touching and persuading lives of people
everywhere. In the Creative Corridor, art flourishes with science, emotion resides with logic,
and beauty is found in everything from technology to the geography. And just as the most
accomplished people represent a unique combination of right-brain and left-brain thinking, the
magic of the Creative Corridor is defined by its duality of accomplishment, represented by the
stylized double helix (DNA) of the new logo.

The DNA image (as a marketing
tool) is artistic and sculptural while
communicating scientific curiosity
and discovery. There is extensive
flexibility in this type of image that
quickly and succinctly communicates
the duality of the Iowa City-Cedar
Rapids region. As you will see in the
creative executions and the strategic
plan that follow, the Creative
Corridor can customize this image
with words and images that can
uniquely target a variety of
audiences, sectors, and even singular
prospects as you demonstrate the
waves of influence, ideas, and
innovations that flow from your
unique, diverse region.

The Brand Action Management Plan, a two-year strategic plan for brand development and
implementation, follows these creative deliverables. Before presenting the BrandAMP strategic
plan, North Star has identified the Top 10 tasks to address first in organizing and building
momentum for the new regional brand.


ADDITIONAL LOGOS


IMAGE AD


IMAGE AD

See APPENDIX B for the body copy used in all Image Ads.


IMAGE AD


POWERPOINT SLIDES


LETTERHEAD


PORTAL WEBSITE


E-NEWSLETTER


BRAG MAG COVER


ECONOMIC DEVELOPMENT AND RECRUITMENT PACKET


SPECIFIC ECONOMIC DEVELOPMENT PROSPECT FOLDER


SMART PHONE APP


POLE BANNERS


WAYFINDING SIGNAGE


AIRPORT SIGNAGE


ENTRYWAY SIGNAGE


WATER TOWER


GRAIN FACILITY APPLICATION


OUTDOOR BOARDS


VEHICLE WRAPS


CROSSWALK


PARTNER PLAQUE


LAPEL PIN


BOOKMARK


THUMB DRIVE


FARMERS MARKET SHOPPING BAG


HAT


T-SHIRTS


Iowa’s Creative Corridor has a new brand. What is next?
So Iowa’s Creative Corridor has a distinct and relevant brand. Now what? One of the key
issues for communities faced with the task of actually implementing that brand is “What do I do
first.”

With our experience with more than 130 communities nationwide and our knowledge of the
region, North Star has arrived at a list of 10 tasks that absolutely must be accomplished in the
first 6-12 months after brand development to ensure the brand builds and maintains
momentum. Many of these tasks involve setting up the organization and cooperation that will
propel your brand forward. Our goal – and yours – is to make sure that innovation and
creativity are the guiding principles for the Creative Corridor’s future. Not just a logo on your
letterhead.

Please consider these strategic brand tactics for the first 6-12 months (in order of importance).
Note that each of these strategies is addressed in more depth in the BrandAMP that follows.

1) Assign a brand manager
Bottom line: your brand will go nowhere if no one takes responsibility for it. Appoint a
qualified brand manager to oversee and coordinate brand integration. It is the most important
action you can take in support of the new brand.

While North Star advocates for a full-time position dedicated to brand implementation, we also
understand the budget constraints many communities face. If funding is not available for a full-
time brand manager, combine the Brand Manager duties with another communications or
community-oriented position such as the Vice-President of Continuing Education and Training
Services at Kirkwood Community College. Kirkwood is a regional resource that has been
involved in brand development throughout the project and the Vice-President’s position serves
as a liaison to many community groups and economic development projects throughout the
Creative Corridor.

Provide organizational support for the Brand Manager with a Brand Management Team (BMT)
of representatives from the Creative Corridor Business Alliance to offer input and guidance in
brand implementation.

2) Create a brand PowerPoint or video
The branding process is complex and difficult for many people to understand. Create a
professional brand presentation (PowerPoint or video) to help your stakeholders grasp the
background, meaning and potential of your new brand. This will be your primary tool to recruit
volunteers, support and additional funding as the brand moves outward. Allocate appropriate
resources for professional assistance with design, infographics, filming and language. The brand
narrative and brand vocabulary list are excellent tools for discovering the “voice” of the brand.

Use the brand presentation to tell your story from the project’s beginning through research
and development to creative and implementation. Don’t forget to acknowledge all those
stakeholders who have been involved in the process – hearing about major players already


involved helps recruit new supporters. Close your presentation with some ideas for how the
audience can become involved in the brand.

3) Develop brand stationery and business supplies
Official correspondence regarding brand-related projects, people, initiatives and priorities must
reflect the brand identity. Every letter, every envelope, every business card, every memo and
every invoice that is issued on behalf of the brand should reflect the brand’s graphic identity.
Develop Iowa’s Creative Corridor stationery and business supplies for use by the brand
manager and members of the BMT.
Since the brand is based at Kirkwood
Community College, you may want to
co-brand the stationery in a subtle
fashion, but the regional brand should
receive top billing.

When thinking through business
correspondence, don’t forget electronic
communications. Develop a brand
masthead and signature line for
standardized use in all brand-related e-
mails.

In addition to stationery and business supplies for the Brand Manager, it is a good idea to supply
the BMT with branded business items, as well. BMT members will be corresponding with
regional stakeholders and recruiting individuals for the Creative Collaborative (see next tactic) -
- tasks which will require official correspondence on behalf of the brand.

4) Involve the private sector with the brand
The impact and goals of the ICC brand will be increased exponentially by marshalling the power
of your private sector. Establish a Creative Collaborative of large and small businesses, arts
groups, healthcare, colleges and universities, museums, media, other non-profit groups,
churches, cities, towns, counties and even individuals. Use your CCBA members to develop
and recruit an in initial prospect list. Then, open up membership to anyone who is interested


and willing to contribute – time or funding – to promoting the region for future growth and
success. Provide branded lapel pins for those partners that join.

A team approach (including the private and public sector) to managing the brand furthers the
buy-in and adoption of the resulting work. It keeps in mind the big picture for the region, and it
weathers changes in political administrations. Most importantly, this group can solicit funds for
brand implementation from its membership to keep the brand moving forward. Ultimately,
partnerships with private sector companies and organizations will be the primary funding
source that drives the brand. For many communities, forming the partnership (along with other
Year 1 activities) can take the better part of a year.

One of the most important initial projects of the Creative Collaborative will be the
management of the DNA Project and creation of the region’s Innovation Inventory (see next
tactic).

5) Promote an innovation imperative within the region
The ICC brand is built on the foundation of
innovation. In order for the brand to be
successful, you must continually work to
promote and expand this culture of
creativity and imagination. Initiate a DNA
Project designed to celebrate and uncover
the many innovators and innovations
throughout the region. Enlist stakeholder
volunteers from the Creative Collaborative
to help create an ICC Innovation Inventory.
This database should then be housed and
managed through the Brand Manager at
Kirkwood Community College.

Once your Innovation Inventory is established, look for ways to promote and educate
residents, visitors, corporations, and institutions about the impact of your many innovations.
Consider innovation-based events, posters and publicity, websites, awards, press releases and
so on. Be sure to benchmark the region’s innovation annually, using a tool like the Innovation
Index.

The DNA Project should be one of the primary brand initiatives in Year 1.

6) Create a sense of place through use of the brand
For the Creative Corridor to feel like a region, rather than a loose affiliation of communities,
you must begin to develop some common regional brand identity elements throughout the
area. Using CCBA members and other major stakeholders, develop a priority list of potential
locations and ways to showcase the brand.

Some ideas, like pole banners, water towers, community signage or crosswalks are highly visible
and relatively easy to implement. Others such as co-branded websites, outreach programs, a


major regional wayfinding system or rebranding the airport and airport signage may require
more time and collaboration among the region’s stakeholders.

When your list is complete, prioritize the items
based on impact and cost from simple (implement
immediately) to complex (develop long-term plan or
revisit in six months).

7) Foster a sense of regionalism
Developing a regional mindset is a critical, yet
challenging aspect of your collective future as a
region. To truly work as a region, businesses,
institutions and individuals must begin to identify
with their regional assets and issues as well as their
hometown resources and concerns.

Under the flagship of the brand, the Creative
Corridor should grow a more dynamic sense of
regionalism through development of regional
communication vehicles, identification and
assessment of regional issues and initiatives. Using
the manpower and involvement of the CCBA and
the Creative Collaborative, seize the many
opportunities for regional synergy currently
underway in the region: development of major
regional healthcare facilities, branding project at the
University of Iowa, rebranding of the airport, new
State level regional innovation focus and so on.
Identify key strategies to involve these regional
stakeholders and provide visibility for the brand (co-
branding, signage, sponsorship of events, using
common brand language in communications). As
part of this strategy, bring together key players with
common interests such as research or marketing to
network and explore topics of common concern.

In addition, ICC must expand its efforts to analyze
and mobilize around key regional issues and
priorities for your common future. Spend the next
12 months reviewing your strengths and weaknesses
in areas such as environment, economy, education
and research, health and human services, arts and
culture, infrastructure, land use,
transportation/logistics, governance and tourism.
Identify areas of common concern and create on-


going study groups to suggest intervention strategies. Finally, develop a strategy for
benchmarking these strategic assets against your competitor regions in an on-going manner.

8) Engage the brand in economic development
In today’s economic develop arena, a community is often pre-judged by its “cover”. And these
days, that means its economic development web presence. When a site selector, developer,
Fortune 500 company, budding entrepreneur or venture capitalist clicks on your economic
development web page, your site better brimming over with a crisp layout, compelling language,
interesting graphics, smooth and seamless functionality, complete data/demographics and
interactive elements such as maps, cluster inventories, available land plats and so forth.

Currently, Iowa’s Creative Corridor has no economic development site featuring a true
regional focus. Development of a top-quality economic development portal must be one of the
first year implementation priorities. Organize the site around the brand theme of innovation –
highlighting companies, entrepreneurs, and programs that illustrate and support your culture of
innovation. In addition, the web portal must supply quality economic development data and
maps with a regional focus and more global overview. From the central hub, provide links to
individual communities and local economic development/business organizations.

A central portal is a win-win-win for
all involved. Most importantly,
viewers enjoy the ease of finding all
the information they need on one
site. A portal represents a cohesive,
comprehensive way to rein in the
many diverse online initiatives of the
region’s economic development
partners.
Along with branding your portal,
remember to brand Facebook,
Twitter and YouTube sites (if you
don’t have such sites, create them.)
Social media offers an affordable
strategy to cultivate your relationship
with residents, visitors and
businesses.

Of course, implementation isn’t all
about the web. Develop an economic
development version of the brand presentation and create regional support materials like
presentation folders and prospect gifts. When your brand presentation and printed materials
are ready for prime time, host a meeting of top economic development stakeholders to
introduce and explain the brand and to discuss how the brand might be used within the
attendee’s own business.


9) Engage community imagination with branded premium items
Whether it’s a lapel pin, t-shirt or bottled water, branded merchandise is a tangible, memorable
way to keep the regional identity message top-of-mind with residents, visitors and businesses.
Work with the BMT and Creative Collaborative to brainstorm ideas for unique branded
premium items.

Gift shops, Visitor Centers, hotels, special events and festivals, bookstores, libraries, local
merchants and an on-line store are all great venues for brand exposure through premium items.
Consider items that relate directly to your brand message of innovation such as t-shirts that
emphasize creativity, bookmarks for the Iowa Writer’s Workshop and a deck of cards featuring
your local innovators/innovations are all excellent ideas.

10) Create a media plan for the brand
Your many stories of innovative success won’t do the region much good if they continue to
remain a secret. Using the DNA Project and Innovation Inventory as a springboard for ideas,
the Brand Manager should develop a comprehensive media strategy for the brand to help
spread the word about ICC far and wide. The plan should include development of a list of
knowledgeable sources for interviews and quotes, creation of a comprehensive media mailing
list (organized by specialization); development of personal relationships with key contacts,


creation of an editorial calendar for distribution of press releases, special events like media
roundtables and fam tours and monitoring of media coverage for the region.

Management of such a project can be a big undertaking. Consider contracting with a part-time
public relations professional or agency to give this item the attention it deserves.

Congratulations! That is a busy first year. And don’t worry if you don’t get everything done.
These initial steps are meant to help you organize your efforts and gradually introduce brand
elements so residents, visitors, and businesses can begin to experience and connect with the
exciting new brand for Iowa’s Creative Corridor. It may take 12-15 months for this list rather
than 8-12 months. Don’t feel rushed. The most successful community brands take the time to
build the organization, structure, and advocates required to build momentum and longevity.
These recommendations and many more are covered in detail in the following plan.


BRANDAMP STRATEGIC PLAN PLAN
BRAND ACTION MANAGEMENT

PUTTING THE BRAND TO WORK

Some Thoughts on Brands and Brand Management

One of the often-neglected responsibilities of community governments and leaders is the job of
building a reputation that is fair, honest and powerful. Whether leading a small town, an
emerging region or a world power, leaders owe it to their individual and institutional
constituents to dig out the “competitive identity” of their region. This identity comes from the
history, the culture, the geography and the society of the place – as such, it should be an
accurate reflection of the genius and the will of the people.

A brand is not created; it is discovered within the spirit of a place. Brands uncovered in this
manner are endorsed and absorbed by their communities due to their fundamental truth. As
such, they are exceedingly useful to community leaders in furthering the economic, political and
social goals of the community.

Change in attitudes and perceptions about cities and regions, particularly positive changes, can
seem to take eons to achieve. But, when the essence of the region’s identity informs and
infuses the daily tasks of planning, policy-making and governing, change in attitude is much
easier.

Yet the job is too big and too important to be the responsibility of governments alone. You
also need a critical mass of businesses, organizations and residents within the community – all
with a shared vision and common purpose. Each will be counted on to “share the story” of the
community among family, friends, and colleagues locally, regionally, nationally and even around
the globe. These stakeholders must become involved in the ongoing care and nurturing of the
collective identity – all assume a level of responsibility for ensuring the success of the brand.


OVERVIEW of BrandAMP

Strategic implementation of the new brand is the most critical, and sometimes the most
challenging, aspect of community branding. North Star’s Brand Action Management Plan
(BrandAMP) provides a clear roadmap for how to put the brand to work in the region – from
launch to longevity.

This plan spans a 24-month period starting from the time of brand rollout. The goals of this
period are twofold. First, the plan works to convert the “players” in Iowa’s Creative Corridor
(ICC) to be brand ambassadors. It is critical that strategies be dedicated to reinforcing and
demonstrating the value of a strong regional brand. Once everyone is on board the brand team
– pulling in the same direction, so to speak – there is no end to the powerful things the area
can accomplish.

Second, the specific goals of the regional stakeholders will be addressed within the context of
the new brand. These goals include brand messaging for region-wide economic development,
strategies for updating outsider perceptions of Iowa’s Creative Corridor, tourism support and
community engagement.

The Creative Corridor two-year strategic plan will help to:

 Determine the “who, what, when and how” of ongoing brand implementation
o Organization: Identifying leadership and individual responsibilities for action
o Collaboration: Building strong partnerships within the community
o Funding: Identifying additional funding sources
o Tactics: Prioritization of action and steps/timing to accomplish objectives

 Focus the efforts and resources of the region on the most effective initial strategies for
launching your brand, as well as eliminating false steps that could delay success.

 Build local commitment to the brand by involving the organizations and individuals
whose support is essential for success.

Also, keeping in mind that Iowa’s Creative Corridor must be a good steward of resources,
special attention has been taken to:

 Make the best use of existing human and financial resources

 Identify additional assets for brand implementation that are controlled or managed by
ICC cities, counties and affiliated organizations that can be immediately employed at
limited additional expense

 Prepare a plan of action that can provide for early successes in building additional local
and community support for the new brand.


KEY INSIGHTS
(for implementing the brand)

 The region has a core of very involved and motivated stakeholders including
philanthropists, business owners, tourism assets, arts and cultural organizations,
economic development and business groups, educational resources, residents and local
governments. This core will be vital to implementation of the brand. However,
involvement must expand beyond this group to embrace the broader citizenry, most
importantly the next generation of Iowa’s Creative Corridor leaders. It is important
that the community attract and nurture young professionals.

 The region’s strong work ethic and educational emphasis are highly valued and
considered of utmost importance to the area’s future.

 Residents and leaders take great pride in and are quite loyal to their specific geographic
entities, sometimes at the expense of regional collaboration or market
recognition/exposure.

 Residents value the quality of life within the region.

 Though ICC municipalities, counties and organizations may verbally embrace a formal
structure of cooperation and collaboration, there is a strong undercurrent of
competition and distrust. This is particularly evident in the case of Cedar Rapids and
Iowa City, as well as between smaller geo-political entities and larger communities.

 Regional collaboration among Corridor organizations and other local/regional entities
must be a priority, including organizations like the Chambers of Commerce, tourism
groups and CVBs, educational entities and regional/municipal economic development
organizations. The concept of a regional economic development model as the driving
engine of the area is not an idea that has been embraced by all.

 The Corridor’s location as a geographic hub for the region is a competitive advantage
that is not being fully leveraged. Iowa’s Creative Corridor must step forward and claim
its rightful role as a regional center for tourism, culture, economic development,
leadership and innovation.

 Iowa’s Creative Corridor is rich in history and boasts a creative cast of thinkers, doers,
innovators and entrepreneurs. The region and all of its entities/organizations must do a
better job of celebrating and communicating this culture of innovation.

 County The region’s residents enjoy access to cultural assets representative of much
larger population centers. However, residents do not take ownership of their cultural
assets on a regional basis.


 Regional pride and self esteem are critical issues and a significant potential barrier to the
future success of Iowa’s Creative Corridor. Implementation of regional community
building and resident engagement strategies should be a priority for the Creative
Corridor.

 Connecting and nurturing the many points of innovation within the ICC will create a
more dynamic and competitive economic entity with a larger story to tell.

 Iowa’s Creative Corridor has everything it needs to succeed – rich history, convenient
location, natural beauty, cultural assets and people who want to make a difference. But
everyone must pull together for positive change to occur.

STRATEGIC BRAND PLATFORM

The strategic brand platform is used as a filter for the formation of creative concepts and
implementation tactics. All communications, actions and product developments should connect
to the essence of this relevant and defining statement.

Target Audience: For those seeking a place with infinite possibility,

Frame-of-Reference: the region from Cedar Rapids to Iowa City along Interstates 380
and 80 in America’s Heartland,

Point-of-Difference: is the conduit for a transformative reaction that sparks knowledge
to power, learning to living and dreams to reality

Benefit: so each individual, each idea, each business and each city is
exponentially more successful.


CREATIVE EXPRESSIONS OF THE BRAND

Earlier in this report is a Brand Identity Guide, which should serve as a blueprint for the
creative rendering of your new brand. Every idea in the Guide – from logos to vocabulary to
ads – represents North Star’s best suggestions for how to put your brand to work creatively.

This BrandAMP provides an abundance of ideas for incorporating the brand into the fabric of
Iowa’s Creative Corridor. Because many of the tactics presented in this plan make use of the
concepts in your Brand Identity Guide, the following is a synopsis of its content.

Logo

The most often-used creative element representing your brand the first 24 months after launch
will be your logo. While we caution against the idea that a logo is your brand, we understand
that the mark is a high-profile, easily understandable and embraceable manifestation of your
brand.


IMPLEMENTATION STRATEGIES

The value of a community brand is that it provides a relevant overarching principle to unite all
the efforts in a community or region. In doing so, it can also unite all the players toward a
common goal. This unification is vitally important for the future of Iowa’s Creative Corridor . . .
not only to successfully sustain a regional community brand, but to successfully move the area
toward its preferred future.

Because this is a two-year plan, many of the implementation strategies included within are
aimed at starting the process of cooperative thinking and acting within the context of the brand
and with assuming your role as a rightful regional hub within both internal and external
marketplaces. That – along with improving internal attitudes – is the fundamental, foundational
change that will ease the way for all other progress.

Socioeconomic Trends

It should be recognized that no plan can ever be implemented in a vacuum. To that end, this
strategic implementation plan has been developed with current socio-economic trends in mind,
including:

 “Generation G”
As the country faces its biggest economic crisis in recent memory, a new trend and
fresh attitude have swept the country. Generosity has replaced greed as both an
individual and societal/business mind-set. Dubbed “Generation G” by Trend Briefing,
this massive mind shift means that consumers long for institutions that are genuinely
caring and concerned. Never has it been more important for communities, businesses
and organizations to share, give, engage, create and collaborate.

Applicability:
Iowa’s Creative Corridor has already seen evidence of “Generation G” through the
community volunteer efforts and financial support of area events, programs, non-profits
and causes such as flood relief/clean-up. Not only do these types of programs help the
area accomplish great goals today, they develop the vital, giving, creative, spirited, young
leaders who will guide the Creative Corridor’s future. Consider ways to “regionalize”
and collaborate on these efforts in order to bring together all parts of the Creative
Corridor.

 Experience economy
Residents and tourists want to see AND do, to get their hands dirty, learn how
things/businesses/products are made and marketed, to continuously learn and
experience throughout life. And, they’re willing to pay for those experiences. The ICC
brand, built on a foundation of transformation, creativity and learning, is a perfect bridge
to the experience economy trend.


Applicability:
The Creative Corridor’s tourism/entertainment product already has many experiential
aspects. You can hike, bike or skateboard. Participate in an art class or see a
production at the historic Englert Theater; listen to the Symphony or learn to write a
novel. Visit the Amana Colonies to experience handcrafted goodness. Picnic on the
river. Go to a game and cheer on the Hawks. Continue to expand and play off this
trend as you develop new tourism and local entertainment/cultural offerings. Even
better, begin to consider marketing and promoting your assets as a region, rather than
separate attractions/areas.

In addition to capitalizing on current tourism resources, consider
expansion/development of experiential opportunities that highlight ICC’s history of
innovation and entrepreneurship. Start an Entrepreneur’s Club in local high schools and
provide insight on enterprising entrepreneurs, international corporations and Fortune
500 companies based in Iowa’s Creative Corridor. Consider an experiential sculpture
walk along the river highlighting inventions, patents and innovations from the University
of Iowa, local manufacturers, novelists, etc. Partner with your minor league baseball
team The Kernels and offer batting clinics for local youth.

Iowa’s Creative Corridor boasts a great farming heritage, yet features no appreciable
agritourism opportunities. Host a conference/workshop to explore the opportunities
within agritourism. Read below about the Nespresso AAA Summer Campus where
tourists APPLY to attend a two-week course offering an opportunity to “experience
firsthand the world of highest quality sustainable coffee agriculture.”
http://www.nespresso.com/aaa-program/en/campus/

Note: For a complete list of URLs included in this document, see APPENDIX C.

 Being spaces, third places
Being spaces and third places are commercial settings that facilitate out-of-home, out-of-
office activities such as reading a book, relaxing or meeting friends or colleagues within
an environment that neither party has responsibility for. They are a dependable place of
refuge, where one can escape the regular demands of home and office. For example,
Starbucks and Barnes and Noble have taken the simple retail transaction of buying
coffee or a book and turned it into an invitation to linger in a comfy chair, hook up to
free Wi-Fi, play a board game with a friend, browse through magazines or listen to
music on a rainy day.

Applicability:
This trend has tremendous relevance to Iowa’s Creative Corridor, where there are still
some empty storefronts in downtown Cedar Rapids and Iowa City and in some small
communities where you want to attract more people. Look for ways to create and
market being spaces/third places as part of the product development for downtowns.
Use your unique properties in unique ways – as gathering places for artists and
musicians, by clustering “learning communities” of post-graduate fellows, by offering
freelance and independent business people a warm and inviting place to work and


compare notes. Also, in order to make downtown attractive to families, look for ways
to provide being places for young families.

 Brand spaces and pop-up retail
Brand spaces are an extension of being places. They are a space for accommodating and
entertaining consumers outside the home and office, becoming a useful or entertaining
part of their daily life while promoting your brand. A brand space can be a place that
offers surprise, discovery, transformation or education. It can be a place to hang out,
try things out, work or relax. Brand spaces can be large or small, temporary or
permanent. Companies may use them to introduce a new product, or to offer lessons
in how to use their product (Apple provides lessons in programming iPods and Viking
offers cooking lessons in their demonstration kitchens). Below is an example of a
simple, portable, but practical brand space: a silence booth offered by Nokia for cell
phone users in noisy places. It pops up at noisy events like festivals, auto races and
construction sites, where cell phone users line up to step inside and enjoy a quiet
conversation.

Pop-up retail is another form of brand interaction. It is all about the surprise, the
spontaneity and the temporary availability of a brand experience. Retailers use it to
create a buzz and provide a unique, one-time experience for their consumers. For
instance, J. Crew (following) has a pop-up Holiday Haberdasher that patrols the streets
of major cities during the Christmas season, selling directly out of a converted Jeep. In
London, the London Fashion Bus, a converted double-decker, stocks the wares of 40
young designers and travels the countryside to sell trendy clothing to customers who
don’t have access to the hip shops of the City. Pop-up extends to dining and
entertainment, as well. In several major cities, restaurants and night clubs have created
great buzz with temporary installations in shipping containers outfitted for temporary
duty. One enterprising developer has outfitted restaurant space in NYC, but allows
only a temporary three-month lease. Every three months, he turns over the operator
and brings in a new concept. The crowds keep flocking back to see the latest
incarnation. Another New York restaurant changes its décor and menu every season,
thus creating a fresh dining experience for their customers. The name of the restaurant


changes as well: Park Avenue Autumn has recently transitioned (in 48 hours) to Park
Avenue Winter.
http://www.parkavenyc.com/

Applicability:
Brand space is of particular importance for the Iowa’s Creative Corridor brand and
brand merchandise because there is no true “center” to the region. Create a Creative
Corridor brand space pop-up retail venue that can travel from Cedar Rapids to Iowa
City, from one small community of the ECICOG to another, from the University of
Iowa to Kirkwood Community College, from area festivals to skateparks, from
neighborhoods to the airport. Fill the space with retail items that are uniquely ICC and
with items focused on transformation and learning. Make the brand space an
interactive environment featuring activities, games, crafts and contests. Schedule
appearances of area artists, comedians and street performers in conjunction with pop-
up appearances. Consider seasonal pop-ups for vacant commercial spaces in various
downtown areas.

 Minipreneurs, mobilepreneurs, mompreneurs
The business world is full of entrepreneurs. And it’s not just about small business
anymore – it’s about micro-businesses and side-businesses, weekend entrepreneurs,
web entrepreneurs, part-timers, freelancers, seniorpreneurs and mompreneurs, eBay
traders and advertising-sponsored bloggers. In 2005, almost one million Americans
reported that eBay was their primary or secondary source of income. Another 1.5
million say they use on-line selling to supplement their income. And web-driven
entrepreneurs now represent 25% of all small businesses in this country.

Applicability:
The Creative Corridor has many resources for budding entrepreneurs and some unused
spaces in downtown areas. Partner with Kirkwood and/or with the John Pappajohn
Entrepreneurial Center at University of Iowa to use some of this space as an
entrepreneurial/small business shared space. These shared spaces, which minipreneurs
can use as an outside office or meeting room promote the exchange of ideas and


provide low cost office amenities. Equip the space with computers, Wi-Fi, and small
photographic light boxes used for photographing objects to be sold on the internet.
Arrange for a shipping company to provide service to the minipreneur incubator. Set
up workshops and seminars on operating small businesses. Entrepreneurs and
minipreneurs represent an opportunity for Iowa’s Creative Corridor. ICAD and
Priority ONE might also come together to work on organically growing the
entrepreneurial climate through self-recruiting strategies like those used in Boulder,
CO.

 Community building/resident involvement via the web
More and more, commercial and community brands are turning to the web to involve
their citizens in local government via feedback, discussion, fresh ideas and viewpoints,
suggestions and connections among neighbors and interest groups and yes, even
disappointments and criticism. Those communities who continue to ignore the
potential of electronic interaction with their residents miss out on a vital connection.
Consider the following statistics from Trend Watch:
o Facebook now has more than 500 million active users; 50% of those log on in any
given day. Each of those users has an average of 130 Facebook friends and is
connected to 80 community pages, groups and events.
o Twitter now boasts 105 million users and adds 300,000 every day
o LinkedIn counts over 75 million members.
o Overall, the share of adult US internet users who have a profile on a social
networking site has more than quadrupled in the past four years—from 8% in 2005
to 35% now. For adults aged 18-24, it’s 75%, and for tweens, it’s close to 100%.
(Source: Pew Internet, January 2009.)

Applicability:
People everywhere love the web and their mobile phones as immediate forums for
posting opinions, getting information and finding others who share the same interests.
Use this trend toward social networking and consumer/resident involvement to draw
people into conversations and community involvement for the betterment of the
Creative Corridor. Every day, across the internet, your residents are talking about
various aspects of life in the region – the good, the bad and the ugly. Draw them into
official online participation so that you have a better idea of local opinions and interest
and can respond quickly when someone has a complaint or concern. Surround yourself
with a new virtual community of Iowa’s Creative Corridor residents.

 Regionalism
The world’s top competitors and collaborators are not cities, states, or countries per
se. They are regions. Regions are not defined by political boundaries, but by economic
resources such as industry concentrations, labor markets and common infrastructure.
Regions vary by their relative strengths and weaknesses from which regional
specializations and comparative advantages emerge – creating spikes in the competitive
marketplace. The perceived zero-sum game between communities within a region trying
to out-compete one another can and must be transformed into the pursuit of
integration for the purpose of mutual gain.


Applicability:
The seven-county area known as Iowa’s Creative Corridor is stretching toward a true
regional model of collaboration, communication and cooperation. Established business
organizations such as the East Central Iowa Council of Governments, Corridor Alliance,
and the Iowa Cultural Corridor Alliance have all moved toward a more regional
approach to planning, marketing and communicating. Even more recently, three
economic development organizations in Cedar Rapids have come together under one
umbrella to begin operations as a single entity called the Cedar Rapids Metro Economic
Alliance. These kinds of inter-connection efforts must expand and continue in order for
the Creative Corridor to reach its highest potential and remain competitive on the
national and international stage. Instead of competing for talent, technology and capital
as single entities, the many moving parts of the Creative Corridor must begin to drive
one another’s prosperity forward. Most ICC communities by themselves stand little
chance of competing with leading economic regions within the global economy. But
clusters of ICC communities, functioning regionally are large enough to achieve a critical
mass of companies, institutions, infrastructure and talent – yet still small enough to
provide the close interactions among people, firms and organizations that drives
innovation. Regional innovation is the key to economic prosperity.

Globalization has fundamentally transformed the American economy. Regions—defined


OUTLINE OF OBJECTIVES

To guide the brand drivers in the process of implementation and management, North Star has
developed a strategic plan consisting of objectives and accompanying tactics. This plan provides
a roadmap for success by:
 Providing a structure for managing the brand and implementation activities
 Creating immediate awareness and identification of the brand
 Making the best use of existing resources
 Providing a clear and achievable plan for implementation

In addition, the plan has been formulated to provide solutions to the following issues listed as
priorities by the brand drivers:
 Give leaders and stakeholders a common identity and message around which to rally
 Promote a culture of innovation throughout ICC
 Foster an appreciation for thinking and acting regionally
 Provide common messaging and extended reach for area economic development and
entrepreneurial development
 Promote a larger sense of regionalism and the benefits of regional thinking and action
 Provide a messaging framework for major area corporations and institutions to frame
area assets for recruiting purposes
 Promote the University of Iowa as a major asset not only for athletics, but also for
commercialization of research products and for entrepreneurial development
 Expand support and reach of the region’s entertainment, culture and tourism assets and
events
 Renew local residents’ appreciation of the areas assets – natural, educational, cultural,
and economic
 Improve recognition and appeal of Iowa’s Creative Corridor regionally and nationally
 Expand tourism market and help maximize tourism potential
 Celebrate regional history, industry, innovation and culture
 Recruit and retain more young people to live in Iowa’s Creative Corridor


LIST OF OBJECTIVES AND TACTICS

Objective I
Establish an organizational structure for promoting and developing the brand
1. Assemble an Iowa’s Creative Corridor Brand Management Team
2. Create an ICC Brand Manager position
3. Develop brand stationery, presentation folder, toolkit and brand pin
4. Hold on-going meetings with the BMT
5. Train the BMT to speak on the brand
6. Assemble an ad hoc brand idea incubator board
7. Create a media plan for communicating about the brand and brand-related activities
8. Share a grant writer to assist in the search for funds
9. Establish a relationship with a writer, advertising agency and photographer to bring the
brand to life and provide consistency
10. Create customized logos for participating organizations

Objective II
Establish the region as a center of creative innovation
1. Form a Creative Collaborative to advance the brand and support a culture of innovation
throughout the region
2. Recruit and organize members of the Creative Collaborative
3. Challenge the Creative Collaborative to define and implement a scope of work to
support the innovation imperative
4. Uncover the Creative Corridor’s hidden innovators
5. Provide information about your Innovation Inventory through multiple channels
6. Develop a visual representation of the innovative nature of Iowa’s Creative Corridor
7. Serve as a broker of innovation and spread the word on its importance through special
events and programs
8. Measure your innovation in a quantifiable manner

Objective III
Jump start the brand through the members of the Corridor Business Alliance
1. Put the brand to work for the CBA organization
2. Develop a workforce initiative for CBA employers/employees built around innovation
3. Develop a CBA employee version of the brand presentation with an emphasis on the
DNA Project
4. Meet with organization department heads to discuss brand roll-out
5. Hold By Innovation Only brand meetings with CBA organization employees
6. Make decisions on the role of the regional brand logo on CBA partner stationery.
7. Develop a branded award or recognition program for employees

Objective IV
Develop a greater sense of regionalism through brand projects
1. Look for opportunities for partnership and influence
2. Be innovative in exploring ways to use the brand with key stakeholders
3. Establish regional opportunities and benchmarks and share them with the region


4. Develop a branded region-wide web portal
5. Provide recognition and visibility for those who support the brand
6. Enter the world of emerging media

Objective V
Attract, support and retain business on a regional basis using the brand as a rallying cry
1. Establish a regional economic development presence with a branded website
2. Develop regional economic development communication materials
3. Launch an economic development e-newsletter
4. Upgrade your data with infographics
5. Support your culture of innovation with imaginative strategies
6. Infuse energy into your entrepreneur sector with updated look and programming
7. Grow your economy through a grassroots peer-to-peer recruitment campaign
8. Gain exposure and potential entrepreneurs through a combination recruiting and social
media awareness event
9. Provide tools and resources for local corporations in recruiting new employees

Objective VI
Integrate the Iowa’s Creative Corridor brand into regional community infrastructure and initiatives
1. Create branded merchandise/promotional items
2. Take the brand on the road with a pop-up retail brand space
3. Incorporate the brand into signage throughout the region
4. Expose the brand to riders and drivers throughout the Creative Corridor
5. Export the brand with your local products
6. Develop brand strength through local sports facilities
7. Invigorate your surroundings by incorporating the brand logo, heritage or values into
community fixtures and buildings

Objective VII
Attract and retain college graduates with the brand
1. Convene a broad-based group of enthusiastic and forward-thinking college and grad
students and young professionals in a GeNEXTics Creative Summit
2. Use the brand to connect with college students and post-grads who are longing for
home
3. Upgrade your technology quotient
4. Connect with students via meaningful internships and community service opportunities
5. Initiate a Summer Internship Program
6. Provide incentives for students to stay
7. Engage area high school and college students and equip them for success
8. Develop creative work spaces that encourage innovation


Objective VIII
Achieve tourism goals through brand-based initiatives
1. Integrate a regional viewpoint, brand message and logo into visitor experiences and
marketing touchpoints
2. Recognize and develop regional itineraries and assets that support the brand identity
3. Make sure that your Visitor Centers offer convenience and a positive brand experience
4. Wow visitors in hotel rooms with branded goodies and region-wide knowledge
5. Develop and market an ICC Art and Innovation Trail
6. Grow your agritourism market
7. Put together some golf getaways

Objective IX
Gather your regional stories of innovation and transformation and share them via a structured public
relations strategy
1. Establish a plan for collecting your regional stories
2. Contract with a part-time public relations writer, if needed
3. Create a media plan for communicating to the media about the innovative people,
institutions, initiatives, organizations, and corporations in Iowa’s Creative Corridor
4. Develop a comprehensive editorial calendar
5. Develop an electronic media kit
6. Develop a general and customized media list
7. Send branded merchandise and schedule FAM tours for key writers


BUDGET ESTIMATES

No firm budget figures have been attached to these recommended tactics because it is not
possible to do so at this point. Too many variables regarding current relationships, current
budgets and how the region will proceed remain unknown. Where possible, North Star has
attached price ranges for recommended Tactics for planning purposes.

The Creative Corridor BrandAMP is fiscally flexible because it can be adapted to match your
situation. Tactics are rated Priority 1, 2, and 3. Priority 1 tactics must be executed in order to
effectively implement the brand. Priority 2 tactics are recommended but are optional. Priority 3
tactics are “icing on the cake” if you have the funding. Most Priority 3 tactics are undertaken via
funding partnerships with private sector organizations.

Whenever possible, the ICC BrandAMP piggybacks its suggestions onto an existing
communication initiative. Costs involved are only those of branding the existing initiative since
content development and production of the piece was an existing cost.

In some cases, the BrandAMP may make recommendations that will require decision-making on
the part of community governments. For example, we recommend branding some existing
municipal or county infrastructure. Clearly, it wouldn’t be in the region’s best interest to brand
every piece of community-owned property. The BrandAMP makes recommendations, but an
analysis of priorities, partnership opportunities and other ongoing initiatives will need to be
conducted by leadership before making a final decision.

In other words, the Creative Corridor BrandAMP is not written in stone. Consider it a guide
for effectively implementing your brand with enough flexibility to adjust for changes in the
region’s economic or political landscape.

Please see APPENDIX D for a budget outline.


OBJECTIVES AND TACTICS

OBJECTIVE I
Establish an organizational structure for promoting and developing the brand

Situation:
Brands don’t grow and thrive if no one takes responsibility for them. Successful implementation
of the ICC brand will require accountability, passion, understanding and respect for the
branding effort. It will also require cooperation and partnership among City and County
officials, administrators, area organizations and businesses, and other regional stakeholders.

 Tactics

1. Assemble an Iowa’s Creative Corridor Brand Management Team

 It is critical that the potential major users of the brand come together and create a 5-9
member regional Brand Management Team (BMT). Support-building and eventual
fundraising for the brand will start with the BMT and move outward to other
organizations and the general public. The formation of such a group will help insure that
the brand has broad reach and acceptance across multiple audiences.

 Brand Management Team members might include representatives of: the
corporate/business community, the geo-political community (cities and counties), arts
and culture, education, tourism, non-profit and philanthropy. Economic development
organizations and Chambers of Commerce should have representation on the team.
These will be the thought leaders who work together to determine brand priorities,
draft an implementation schedule and develop guidelines/strategies for future funding
sources. Each member should be agreeable to investing personal and staff time in the
success of the brand. Visible cooperation and support across
organizational/governmental lines will positively impact public acceptance of the brand
and will build support throughout the region. Eventually, this group will merge into a
broader-based coalition that North Star suggests be called the Creative Collaborative
(see Objective II).

 It is North Star’s suggestion that Chuck Peters be asked to chair the BMT. His
familiarity with the region, regional interest and marketing/media expertise will all be
valuable to the brand’s integration and acceptance.

Responsibility: Former brand drivers
Priority: 1
Timing 3 months
Costs: Minimal


2. Create an ICC Brand Manager position

 The Brand Manager will have primary responsibility for working with the Brand
Management Team, including developing the annual budget for branding, pursuing the
specific brand strategies, building a network of supporters for the brand, and overseeing
and evaluating the effectiveness of the brand in the region.

 North Star recommends that Kim Johnson, Vice President of Continuing Education and
Training at Kirkwood Community College be named Brand Manager. Kim has extensive
experience in regional workforce development and economic development, both in her
positions at KCC and as a member of the regional planning work group for the
Comprehensive Regional Development Strategy. In addition, the regional resources and
exposure available through Kirkwood will be invaluable in the introductory phase of
brand integration. To formalize the position of Brand Manager as part of the Vice
President responsibilities, the title should be changed to Vice President of Continuing
Education and Training/ICC Brand Manager.

 For the purpose of our discussion of brand integration we will abbreviate this title as
simply Brand Manager (BM). In this expanded role, the Brand Manager would be
expected to conceive, plan, implement and coordinate fundraising efforts, develop and
manage community awareness campaigns/events for neighborhoods, maximize brand
integration throughout regional businesses and organizations, plan special events, and
provide cohesion and continuity for communications across all brand partners.

 Appropriate support staff for the position should be provided both through Kirkwood
Community College and also by other members of the Brand Management Team.
Kirkwood already serves as an engine for forward progress and prosperity within the
region. Adding a centralized Brand Manager function will broaden the institution’s
impact and role within the community and will provide a respected and neutral regional
resource as home to the brand.

 It is critical that the Brand Manager be a seasoned and skilled professional. Skills
necessary for the job include marketing, budgeting, writing, management, team building,
public speaking, consensus building, media relations and community relations. (See
APPENDIX E for Brand Manager job description and a branding organization chart.)

Responsibility: BMT
Priority: 1
Timing: Immediately
Costs: Some salary increase may be commensurate with additional responsibilities of managing
brand interpretation/implementation.


3. Develop brand stationery, presentation folder, toolkit and brand pin

 Produce brand stationery, business cards and presentation folders for the Brand
Manager and BMT members to use when corresponding officially on behalf of the
region. See the samples below:

 The Brand Manager should work with a graphic designer and writer to develop a
professional PowerPoint presentation for the brand. The presentation should
summarize research, insights, brand strategy and creative and should be customizable
for different audiences (i.e., should allow presenter to add the benefits and uses of the
brand for firemen, teachers or business owners.) Use the brand narrative as you craft
language for these presentations. (See page 11 earlier)


 Use the presentation to tell your story. This branding initiative was developed with a
long-term vision in-mind. Others need to understand that vision. Show a few slides of
valuable insights gleaned from the research. Build up what you learned from the
process.

o Why was this project started?
o Who else was involved?
o Why did you choose North Star?
o What did you learn from the research?
o Review the strategy – your strategic brand platform.
o Show the creative work. Tell others what it allows you to do. Why were the
colors/images/words used?
o How do you plan on using the brand immediately and long-term?
o How can others get involved in the brand integration process?

 North Star client, Lima-Allen County, Ohio, chose to implement their new regional
brand through economic development channels first. They produced a compelling DVD
targeting CEOs and other economic development leaders. This presentation explained
the branding process, goals, and suggested how business leaders could participate and
benefit. A professionally scripted and filmed video, using local stakeholders or industry
leaders, may be more compelling for more sophisticated viewers or for large audience
presentations. The downside to videos is that they are not easily customizable for
different audiences and are more expensive to produce. Please follow the link below
to the Lima-Allen County DVD presentation.
http://northstarideas.blogspot.com/2010/03/lima-allen-county-branding-video.html

 In addition to the presentation, put together an ICC Innovation Activation Toolkit that
can be used as a leave-behind following presentations. The toolkit can be packaged on a
thumb drive with camera-ready art for the primary logo, customized logos when
relevant, a one-page slick highlighting the brand and examples of how the brand can be
customized for local businesses or incorporated into premium items. Be sure to include
a graphics standards manual in the toolkit so that users will know how to display the
brand appropriately (See APPENDIX X for Graphic Standards).


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