Corporate id-plan proposal
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Transcript of Corporate id-plan proposal
Robbins-Gioia, LLC
Visual Corporate Identity Plan
Graphic Branding at Robbins-Gioia
Non-‐Disclosure Statement: All materials contained in this document are the confidential and proprietary property of Robbins-‐Gioia, LLC.
2011 Non-‐Disclosure Statement: All materials contained in this document are the confidential and proprietary property of Robbins-‐Gioia, LLC. 1
INTRODUCTION
This document outlines proposed plans for updating the visual identity of Robbins-‐Gioia, in accordance with the 2011 Brand Management Initiative, the executive direction of Herb Strauss, and the formation of the Brand Transformation & Management Integrated Project Team lead by Bruce Anich. This document has been developed by the Graphic Design Coordinator, who has been tasked as the designer in the development of a connected visual brand that represents us and appeals to our customers.
Robbins-‐Gioia has a proud tradition of hiring capable, industry leading talent. This is one of the driving forces of the firm, and has played a significant role in allowing R-‐G to continuously thrive and expand into new markets. The time has come for the visual identity of the company to truly reflect this attribute. Over the last 5 months the creative team1 has been engaged in research and development of existing resources and have reached the determination that the talent and ability of Robbins-‐Gioia employees is more than enough to perform the entire visual rebranding in-‐house. This is reflected within the Microsoft Project schedule that is included in this report. The ability of our firm to attract and keep cutting edge talent is one of the key reasons that R-‐G will continue to endure and flourish as a brand.
1 The Creative Team at Robbins-‐Gioia consists of communication professionals leveraged on an as needed basis from various functional areas in the company.
2011 Non-‐Disclosure Statement: All materials contained in this document are the confidential and proprietary property of Robbins-‐Gioia, LLC. 2
PURPOSE OF THE VISUAL CORPORATE IDENTITY PLAN
In order to achieve a best-‐practice visual solution at Robbins-‐Gioia, it becomes necessary to establish certain progressive baselines that are centered around appropriate change. The intent of branding change agents is to introduce new practices in such a way that it will encourage acceptance and adoption by R-‐G employees, and enthusiasm from customers. Change management efforts for this initiative will utilize the styles and formats that were developed for the 2011 Leadership Immersion as a bridge, or building block, helping to ease the transition and allowing for immediate update of certain materials.
When Implementing these changes, the overarching target and goal is to establish a visual brand that is competitive with contemporary visual corporate identities used by industry leading professionals. Robbins-‐Gioia has fallen behind in brand consistency and relevance. This is most apparent on the corporate website. To address this, the plan outlines a strategy whereby the customer facing website can be redesigned early on in the rebranding process.
All of these efforts have been combined into a detailed schedule which presents a timeline of visual branding efforts, as well as necessary personnel resources. These efforts have been scheduled keeping in mind the average existing workload of the associates who will be involved. In some cases additional resources or personnel may be needed.
2011 Non-‐Disclosure Statement: All materials contained in this document are the confidential and proprietary property of Robbins-‐Gioia, LLC. 3
PROVIDE A BASELINE FOR CHANGE
One of the biggest downfalls of heavily relying on outsourcing is a brand that is disconnected. There are times that these resources can help relieve the burden of a heavy workload, but a firm’s continued reliance on them will increase inconsistencies in visual style. In the graphic communications industry this is often referred to as disconnected branding.
The perception of graphic communication at Robbins-‐Gioia has also become problematic. Artwork is currently most often used as reusable decoration adorning accompanying content. Successful graphic communication must be developed organically alongside the message itself. This is most easily achieved when designers (graphic communicators) are able to work alongside other communicators and develop a meaningful relationship between the message and the design. Stock images and SmartArt generally do not aid in the communication of messages.
The relationship of a message and its visual representation should begin as early as possible. In this way, the message contains the collective ideas of all communicators involved. This also allows the message to develop and evolve, organically producing a cohesive visual style. This is another reason to rely on the talent within our company, to provide consistent, clear, and connected communication.
2011 Non-‐Disclosure Statement: All materials contained in this document are the confidential and proprietary property of Robbins-‐Gioia, LLC. 4
A BRIEF HISTORY OF THE R-‐G VISUAL BRAND
! Robbins-‐Gioia’s visual brand sprang from small business origins and started out simple, clean, and effective
! These elements evolved into a professionally developed visual brand using contemporary elements from 2001-‐2003 (rust orange/sepia made a comeback, flat geometric designs were briefly popular)
! Almost immediately the visual brand was altered (various color palettes, fonts and formats are in circulation
! The Accelerate Success campaign was intended as a single campaign but was then adopted as a brand refresher which compounded the color/font issue
! Years of layering and tacking on elements, without stripping out any of the old ones, has left the R-‐G brand disconnected
2011 Non-‐Disclosure Statement: All materials contained in this document are the confidential and proprietary property of Robbins-‐Gioia, LLC. 5
BRIDGING THE GAP – IMMERSION STYLING
Beginning now, we can update our visual style to create a connected brand. Using newly developed fonts and color palettes, along with the styling that was developed for the 2011 Leadership Immersion training, we are able to begin updating our materials immediately. This will give Robbins-‐Gioia a competitive and cohesive brand to go to market by July, and will allow time for the further development of our corporate brand over the course of 2011.
The 2011 Leadership Immersion style is a good example of a visual style that was developed alongside the content material. The visuals aid in the communication of the materials, right down to the dominate color of blue which was selected for this specific campaign due to psychological impacts of the color blue promoting ideas of trust, sincerity, and precision. (This is in contrast to other colors, such as red which can promote thoughts of danger or risk, orange which is a more friendly but unsure color, or earth tones which can prompt ideas of something being old or outdated).
The new visual brand of R-‐G will not be identical to the Leadership Immersion style. New fonts and color palettes are already in development, as well as the turnover of all visual materials. But the two styles will complement each other. In this way, the immersion styling can bridge the gap to the revised R-‐G brand.
2011 Non-‐Disclosure Statement: All materials contained in this document are the confidential and proprietary property of Robbins-‐Gioia, LLC. 6
PROPOSED WEBSITE REDESIGN
As represented on the included project schedule, the redesign of robbinsgioia.com would begin upon completion of the development of new fonts and color palettes (21 March, 2011). The look and feel of the site, as well as navigational functionality, would be completely overhauled. This plan will result in a contemporary look, and modern functionality by the first of May.
This schedule has been validated by the Executive Vice President, Consulting Services and IMO. By updating the website immediately it gives R-‐G a new opportunity to appeal to a contemporary customer base that is accustomed to seeing sophisticated media and navigation interfaces all around them. This redesign will not only bring Robbins-‐Gioia up to date, but to the head of the line, leading in industry standards.
2011 Non-‐Disclosure Statement: All materials contained in this document are the confidential and proprietary property of Robbins-‐Gioia, LLC. 7
WEBSITE EXAMPLES
If necessary, or desired, sample customer facing websites of other industry leading companies are available in the accompanying PowerPoint document. Click on any of the screenshots (when in presentation mode) to visit the website and explore the design techniques used and the contemporary navigation. Robbins-‐Gioia will soon have a website that rivals these examples.
2011 Non-‐Disclosure Statement: All materials contained in this document are the confidential and proprietary property of Robbins-‐Gioia, LLC. 8
PRESENT AN ACHIEVABLE SCHEDULE
This plan has briefly outlined the objectives of the leveraged creative team in updating the visual identity of Robbins-‐Gioia. Included with this plan is a detailed schedule, laying out the specific efforts involved in the larger visual rebranding initiative. As outlined in the schedule, each visual branding effort will utilize certain leveraged personnel who have offered to add to their workload to assist in the initiative. As each task is undertaken, a record will be kept of brand development. This brand journal will form the basis for the Creative Services Workflow and will be a key part in developing the brand playbooks for the January 2012 rollout. Please refer to the schedule2 to view proposed dates of completion, and projected necessary personnel involvement. Additional personnel and resources may be needed, as determined by the branding IPT and executive directive.
2 The Microsoft Project file has been included with this plan.
2011 Non-‐Disclosure Statement: All materials contained in this document are the confidential and proprietary property of Robbins-‐Gioia, LLC. 9
CONNECTING THE DOTS
There has not been a complete Corporate Identity Standards Manual published by Robbins-‐Gioia since 1999. Once the standards manual is redeveloped, brand playbooks can be issued to instruct employees on proper implementation and procedures. The Standards Manual will be the go-‐to guide for the development of all collateral for the company.
Part of the effort to connect our brand is to identify all R-‐G developers. Developers at Robbins-‐Gioia, as well as most members of the branding IPT, most likely will not have any formal graphic design training. These individuals must be continuously trained and checked using brand management methods to ensure visual consistency and standards for all content, both internal and external.
The two main roles in brand management are: Visual Identity Manager, & Communications Identity Manager. These two areas of brand training must be effectively, and permanently introduced to the company in order to keep the brand connected. For the time being the IPT will fill this role with myself providing the graphic design knowledge and experience.
Visual branding is one of the most important and poignant ways Robbins-‐Gioia has to instantly communicate expertise and relevance in a sea of competition. Leading visual solutions are crucial in the support of the overall mission of this company.
ID Task Mode
Task Name Duration Start Finish
1 CORP IDENTITY STANDARDS
2 Corporate Color Palette 57 days Mon 3/14/11 Tue 5/31/113 Corporate Fonts & Styles 57 days Mon 3/14/11 Tue 5/31/114 www.robbinsgioia.com
Redesign64 days Mon 4/4/11 Thu 6/30/11
5 Communication Channels Lead
15 days Mon 6/6/11 Fri 6/24/11
6 Corporate Website Rollout
1 day Fri 6/24/11 Fri 6/24/11
7 Corporate Communication MaterialsGuide
66 days Mon 8/1/11 Mon 10/31/11
8 Corporate Identity Standards Manual
81 days Fri 7/1/11 Fri 10/21/11
9 Communication Channels Lead
24 days Mon 10/31/11
Thu 12/1/11
10 Brand Portfolio - Executive Release
11 days Thu 12/1/11 Thu 12/15/11
11 CONCEPTS
12 Development of 2012 CIP Plan
44 days Sat 10/1/11 Wed 11/30/11
13 Development of 2012 Communication Design Workflow
44 days Sat 10/1/11 Wed 11/30/11
14 Begin Research & Methodology Development for 2012
67 days Sat 10/1/11 Sat 12/31/11
15 IMAGERY16 Rebuild Website
Sub-Pages120 days Fri 7/1/11 Thu 12/15/11
17 SYNRG Redesign 83 days Mon 5/9/11 Wed 8/31/1118 Communication Channels
Lead24 days Tue 7/19/11 Fri 8/19/11
19 SYNRG Technical Implementation
0 days Sat 10/15/11 Sat 10/15/11
20 Rebranded SYNRG Rollout 1 day Sat 10/15/11 Sat 10/15/11
21 BRAND POLICIES22 PM Boulevard/Bistro
Workgroup56 days Wed 6/15/11 Wed 8/31/11
23 Retire PM Bistro (2012) 1 day Sat 12/31/11 Sat 12/31/1124 PM Boulevard Transition
(2012)1 day Sat 12/31/11 Sat 12/31/11
25 Corporate Logo Workgroup
63 days Mon 6/6/11 Wed 8/31/11
6/24
12/15
10/15
10/15
12/31
12/31
M E B M E B M E B M E B M E B M E B M E B M E B M E B M E B M E B M E B M EFebruary March April May June July August September October November December January February
Task
Split
Milestone
Summary
Project Summary
External Tasks
External Milestone
Inactive Task
Inactive Milestone
Inactive Summary
Manual Task
Duration-only
Manual Summary Rollup
Manual Summary
Start-only
Finish-only
Deadline
Progress
Page 1
Project: VCIP 2011 v1.mppDate: Mon 11/7/11
ID Task Mode
Task Name Duration Start Finish
26 FACTS27 Brand Management and
Design Methodologies20 days Mon 10/3/11 Fri 10/28/11
28 Communication Channels Lead
24 days Tue 10/4/11 Fri 11/4/11
29 Brand Management Training (2012)
1 day Sat 12/31/11 Sat 12/31/11
30 COMMUNICATIONS CHANNELS
31 Corporate Review, Revision and Socialization (Ongoing)
1 day Sat 12/31/11 Sat 12/31/11
32 Phase II Rebranding Rollout
20 days Mon 1/2/12 Fri 1/27/12
33 Communication Channels Lead
23 days Sat 12/31/11 Tue 1/31/12
34 2012 Brand Implementation
1 day Tue 1/31/12 Tue 1/31/12
35 INTELLECTUAL PROPERTY
36 Copyright, Trademark, & Patent Registration (Ongoing)
1 day Sat 12/31/11 Sat 12/31/11
37 RELATIONSHIPS
38 Partner & Client Reference Usage (Ongoing)
1 day Sat 12/31/11 Sat 12/31/11
12/31
12/31
1/31
12/31
12/31
M E B M E B M E B M E B M E B M E B M E B M E B M E B M E B M E B M E B M EFebruary March April May June July August September October November December January February
Task
Split
Milestone
Summary
Project Summary
External Tasks
External Milestone
Inactive Task
Inactive Milestone
Inactive Summary
Manual Task
Duration-only
Manual Summary Rollup
Manual Summary
Start-only
Finish-only
Deadline
Progress
Page 2
Project: VCIP 2011 v1.mppDate: Mon 11/7/11