CASE D1 2011: Achieving (Compelling) Visual Coherence

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Sametz Blackstone Associates CASE District I January 2011 Achieving (compelling) visual brand coherence Building your brand mosaic to increase awareness, comprehension, participation, advocacy, and support Margaret Andrews Roger Sametz

description

In today’s decentralized, tweeting, demand-printed, www universe, achieving compelling visual coherence is tough. There are many applications that need to be brought into a brand; communications that affect your brand are created inside and outside your walls, 24/7. Crafting or renovating a system for visual brand expression is more like making a mosaic than it is carving a sculpture out of a single piece of stone; it requires a different toolbox than the one used even a few years ago: one with approaches to color, type, imagery, design, and movement; one with volume and tone controls; one that can be taught and shared.

Transcript of CASE D1 2011: Achieving (Compelling) Visual Coherence

Page 1: CASE D1 2011: Achieving (Compelling) Visual Coherence

Sametz Blackstone Associates

CASE District IJanuary 2011

Achieving (compelling) visual brand coherence

Building your brand mosaic to increase awareness, comprehension, participation, advocacy, and support

Margaret AndrewsRoger Sametz

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oday

Who’s up frontShared challengesMosaic brandingGetting thereSystem componentsPulling it all together

T

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Shared challenges

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Attract and retain the beststudents, faculty, staff

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Engage alumni

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Bolster philanthropy

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Be seen, heard, and remembered

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Connect with diverse constituencies

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Compete with multiple allegiances

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Get credit

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Do more with less

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So now what?

Key to meeting these challenges…

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But what does that really mean…today?

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BRAND≠

LOGO(And never did)

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BRAND≠

CORP I.D.(It’s wider and deeper)

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BRAND>

CAMPAIGN(They sit under and reinforce)

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BRANDisn’t owned by

YOU(And never was)

(Your)

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It’s a mosaic

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Your brand….—what you stand for, promise, experiences you deliver—your value and values—your position in the competitive environment….

Shaped by what you can control:—primary identifiers (name/s, logos / logotypes)—main messages—communications you make / take part in—offerings—personality and behavior!

And by what you can’t control:—conversations others are having—media coverage—history

Your brand mosaic

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Communicating in academia…

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Public Relations

Development AdmissionsAlumni

RelationsProvost President

InstitutionT

rus

tee

s

Vo

lun

tee

r le

ad

ers

hip

Alu

mn

i

Fa

cu

lty

/sta

ff

Co

mm

un

ity

Pe

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Ind

us

try

Em

plo

ye

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Stu

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nts

Re

cru

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Me

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Alu

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Shared, flexible, teachable visual system Glue

—enable decentralized creation / stewardship;—connect communications across media;— increase efficiency;—provide “portability”

What’s needed

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Success

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Tactical communications—by program, function, audience, initiative

…When communications reinforce each other through shared verbal and visual approaches

PromisesExpectationsPositionAttributesPersonality

Yourorganization

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Advocates Supporters

Success

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Vision / Mission

Marketing Development

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When constituents…

Share your vision, Are involved in relationships with you, Use your visual / verbal cues in their communications, Want to be part of your special culture, Define (in part) their personal brands through

identification with your institutional brand.

Success

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So… how to get there?

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Building or renewing

your brand

A brand roadmap

Action

Research

Messaging

Visual system

Teams+

knowledge

Brand foundation

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Research

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Qualitative

Quantitative

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Outside

Inside

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Who Leadership Staff Board Students

What Strategy Offerings Behavior Position Communications

Who Prospects Alumni Partners

What Competitive organizations

— Strategy— Offerings— Behavior— Communications

Audit (+ listening)

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Distance

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Group 2

Group 4

Group 3

Group 1

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Value

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Connection to friends

Connection to School

Lifelong learning

Professional networking

Career building

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What your constituents care about, will participate in, and value

Th

at w

hic

h y

ou

sta

nd

fo

r a

nd

see

k to

ad

van

ceRelevance and resonance

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What your constituents care about, will participate in, and value

Th

at w

hic

h y

ou

sta

nd

fo

r a

nd

see

k to

ad

van

ceRelevance and resonance

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Goal: insight to build on

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Brand foundation

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A brand foundation to build on

You!

Positioning

Vision +mission

Focus areas

Brand strategy

Personality attributes

Category+ model

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Branding strategies

Corporate /institutional focus

Product Endorsed Source Master

Product / offering focus

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Four branding strategies

Corporate /institutional focus

Product Endorsed Source Master

Product / offering focus

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Four branding strategies

Corporate /institutional focus

Product Endorsed Source Master

Product / offering focus

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Four branding strategies

Corporate /institutional focus

Product Endorsed Source Master

Product / offering focus

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Four branding strategies

Corporate /institutional focus

Product Endorsed Source Master

Product / offering focus

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Harvard College—Admissions

Case study

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Master brand within a university

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Source

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Endorsed branding

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Without strategy…almost endorsed

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Without strategy…almost product

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Almost product…

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Adventures in Music

Adventures in Music

MetroCitySymphony

Adventures in Music

MetroCitySymphony

Musical education for kids

MetroCitySymphony

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See note on previous page, do we want to pull just afew examples through—San fran

Sloanbcaneuro?

Personality

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See note on previous page, do we want to pull just afew examples through—San fran

Sloanbcaneuro?

Personality

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Goal: clear, purposeful sense of identity + relationships

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Configuring visual systems

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Creating distinctive visual systems from open source elements

Choices+

Articulation+

Relationships

2D / 3DMovement

Primary identifiers /

taglines

Typography

Composition Color

Imagery

What you can own+focused approaches

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Operationally, stuff doesn’t work. Brand expression was never right.

You’ve evolved (and your brand system hasn’t). Constituent and market expectations have evolved.

All of the above…plus need to reign in chaos.

You’ve new strategic directions. You’re transforming.

Brand new!

Why your visual system might need work

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Retaining meaning, adding clarity and 21st century operability

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Look closer, Dig deeper

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Reining in chaos: multiple identifiers…

ASOASOASO

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Reining in chaos: multiple identifiers…

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New master identifier

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Extending and including

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Celebrating…and building more equity

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Celebrating…and building more equity

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Visual systems: components

Choices+

Articulation+

Relationships

2D / 3DMovement

Primary identifiers /

taglines

Typography

Composition Color

Imagery

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Type

gg g© Sametz Blackstone Associates

Dynamic Friendly Conservative

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Color

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Dynamic Friendly Conservative

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Imagery

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Dynamic Friendly Conservative

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Composition

Dynamic Friendly Conservative

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2D / 3D Movement

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Dynamic Friendly Conservative

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dynamicdynamic

dynamic

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friendly

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Conservative

conservat ive

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Brand foundation

+messaging

San Francisco Symphony

Color

Imagery

Typography2D / 3D

Movement

Primary identifiers /

taglines

Composition

Configuring visual systems: core and dynamic elements

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Brand foundation

+messaging

Harvard Medical School

Imagery

2D / 3DMovement Typography

Composition

Primary identifiers /

taglines

Color

Configuring visual systems: core and dynamic elements

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Goal: coherence and flexibility

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Action

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Architecture for action

Goals +

outcomes

Resources

Constituents

Channels

Offerings

Behavior

Content

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Architecture for action: moving people closer

© Sametz Blackstone Associates

Awareness Comprehension Participation Loyalty Support

Desired outcome for constituency X

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Goals Messages VehiclesChannel

Architecture for action: moving people closer

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Awareness Comprehension Participation Loyalty Support

For un-engaged alumni, move to …

Participation

Stay in touch with eNews HTML EmailBuild database

Reconnect with friends, re-live a fun college weekend

PostcardPromote gathering

Support a critical cause SMS fundraisingRaise small donations

Rejoin our community FacebookBuild community mass

Reconnect with friends around topic that’s meaningful to you

Evite to local coffee gathering with connection to pre- and post- podcasts

Engender pride

Print

Digital

Live

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Goals Messages VehiclesChannel

Architecture for action: moving people closer

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Awareness Comprehension Participation Loyalty Support

For a museum member, move to …

Support

Support the kids’ interaction center

Landing pageSolicit gift

Your gift benefits you and your community

Direct response mailerSolicit gift

You share when you care Facebook ‘like’Invite others to join

Join Museum Moms Mobile app with notices / benefits

Engender pride in special group

Connect in the way that matches your interests and passions!

Personal meetingSolicit gift

Print

Digital

Live

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e-Newsletter

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McGovern Institute web homepage

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Goal: right content, channel, timing, cost

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Building teams and knowledge

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Engaging the organization––tools and training

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Engaging the organization

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Engaging the organization: extranet

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Goal: internal engagement, ownership, and sustainability

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Pulling it together

WGBH

MIT Sloan School of Management

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WGBH

A visual system for a 21st century publicmedia powerhouse

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Goals:—Continue to build a leadership position in an

increasingly fragmented media landscape;—Compete more effectively for audience, members,

sponsors, contributed income, and mindshare;—Grow diversified income streams;—Connect communicators internally; increase

efficiency;—Ensure that the organization gets credit for all it does!

Three related initiatives:—Strategic approach to brand relationships—New messaging platform—Updated visual brand identity system

Realizing the potential of brand-building communications

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Where we started, samples from the logo-farm

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Where we started, in membership and development print materials

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Where started, in social media

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Four Three branding strategies

Corporate /institutional focus

Product Endorsed Source Master

Product / offering focus

Our national shows / initiativesWGBY

WCAIOur local shows

99.5 All Classical 2 44 89.7

Our “collections” All departments

All developmentAll membership

Tours, etc

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A global brand about ideas––—A 21st century public media powerhouse.

Contemporary, innovative, bold––—Yet welcoming and approachable.

Experience driven––—Trusted guide to new worlds and ideas.

A brand with a mission––—Education in all its forms is central.

Community-focused––—Building geographic and interest-centered

connection. A partner for your passion––

—Whether news, classical music, science, kids…. Definitely worth supporting!

Attributes driving the new system 125

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Brand foundation

+messaging

2D / 3DMovement

Primary identifiers /

taglines

Color

Imagery

Typography

Composition

Configuring visual systems: core and dynamic elements

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Master branding giving societies, departments, initiatives, clubs

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Master branding our areas of focus

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Source branding “A” platforms

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Typography

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Approach to color: core palette

PMS 647 PMS 716 PMS 3135 PMS 368 COOL GRAY 5 COOL GRAY 9

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Approach to color: colors drawn from imagery

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Texture and logo-driven angle

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Adding the color bar

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Putting the elements together…

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Sustaining member program

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Omnipresent brand bug…WGBH 2

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Development: giving society

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Ralph Lowell Society brochure

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140Members’ magazine

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Brand-driven promotion

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Brand-driven promotion

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Annual report

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Getting credit!

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Connecting the dots across platforms

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Connecting the dots across platforms

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MIT Sloan School of Management

MIT Sloan School of Management

Volume and tone controls for coherence and flexibility

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Increase visibility and comprehension

Correct lagging misperceptions

Overcome some real obstacles;

Stake out a unique position

Communicate / connect what students / alums value

Present an integrated portfolio

Engage “the big team”

Cultivate “brand ambassadors”

Big picture goals

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Goal: energize a cycle of success

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Students

Awareness & perception

AdmissionsEngagement

Student experience

Participation

Alumni relationshipsConviction & loyalty

PartnersDonors

PartnershipPhilanthropic cultivation

CollaborationGiving

Project successStewardship

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Starting points: where’s MIT Sloan?

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Where’s MIT Sloan?

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Evolving web presence

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Goal: build coherence

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Resource development

Alumni relations

Recruiting

Career development

Student life

Under

grad

MBA

PhD Fellow

s

Exec E

d

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Goal: build coherence

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Resourcedevelopment

Alumni relations

Recruiting

Careerdevelopment

Student life

Under

grad

MBA

PhD Fellow

s

Exec E

d

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Goal: build coherence

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Under

grad

MBA

PhD Fellow

s

Exec E

d

Resourcedevelopment

Alumni relations

Recruiting

Careerdevelopment

Student life

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Cross-campus working group

An inclusive process

Action

Research

Messaging

Visual system

Teams+

knowledge

Brand foundation

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N=2,000 high GMAT scorers interested in 2 year residential MBA programSource: MIT Sloan

What prospective MBAs care about

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Sources of information

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76%

71%

68%

64%

64%

62%

60%

55%

53%

47%

44%

42%

32%

32%

25%

16%

7%

The MBA program's website

Current MBA students

Published rankings

On-campus interviews

MBA program alumni

Campus visits

Business school faculty

The Internet (sites other than school website)

Admissions personnel

Guidebooks about business schools

Local presentations hosted by MBA program

Printed brochures from MBA program

Academic advisor

Local MBA forums and fairs

My supervisor or senior managers at work

Human resources personnel at work

Advertisements

N=2,000 high GMAT scorers interested in 2 year residential MBA programSource: MIT Sloan

Sources of information used

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MIT inside

Culture: passion and entrepreneurial spirit

Quantitative rigor + qualitative excellence

“Technology”

Competitive position

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Mens et Manus Intelligent Innovative / curious Entrepreneurial Passionate Forward-looking Collaborative Familial / supportive Rigorous

Personality

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Immersed in MIT’s culture of innovation Adventurous learning environment Magnet for smart, creative, passionate people Entrepreneurial spirit Unparalleled intellectual community / resources Focused on solving the most critical challenges Develops the principled leaders of tomorrow who

combine insight and action to improve lives, organizations, communities, and the world.

High-level message

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Brand foundation

+messaging

Core and dynamic elements

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2D / 3DMovement

Primary identifiers /

taglines

Color

Imagery

Composition

Typography

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Typographic choices

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Adobe Caslon

Benton Sans

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Typographic execution

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Using the system’s “controls” to create connection and resonance

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Bold expression • • • • • • • • • • • Conservative expression

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MBA admissions

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Telling stories: peer to peer dialogue

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Fellows program

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Institutional advancement

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Alumni magazine

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Engaging the organization: extranet

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Supporting decentralized communications

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MBA Applications up 40% “Market share” from 8% to 11% Women: 28% to 33% Rankings improved significantly: Better “fit” candidates

Executive education Enrollment and revenues FT rankings ups Custom programs up

Results

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Marketing Council

Portfolio

More consistent, integrated communications

Viewbooks to alumni

Improved morale…significant momentum

Results: the “soft” stuff

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Next? Ok, now what?

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What’s driving the need for change / improvement? Research

—Internal business / communication goals?—What are you known for? Need to be known for?—Your important constituents?—What do they need to know / think…desired actions?—What’s the competition doing / saying?

Foundation—Vision / mission?—Which brand strateg(ies)? —Areas of focus?—What position can you “own”?—Personality?

Asking the right questions

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Visual system—Is primary identifier(s) appropriate? Can needed new

meaning be invested in it?—What approaches to type, color, imagery, and design

best translate brand strategy and messages?—Which elements are core? Which dynamic?

Architecture—How best to deploy print, digital, and social channels?

Knowledge and team building—Champion?—How best to engender enthusiasm and buy-in?—Documentation: print, online? —What needs to change organizationally, culturally, to

support a robust brand?

Asking the right questions

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Start tessellating!

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Thank you

Roger SametzSametz Blackstone [email protected]??? Margaret AndrewsAssociate Dean for Management ProgramsHarvard UniversityDivision of Continuing [email protected]