How Strategic Brand Workshop V6
description
Transcript of How Strategic Brand Workshop V6
theSTRATEGIC DESIGNERDesign for business
DAVID HOLSTON
tools and techniques for managing the design process
the STRATEGIC DESIGNER
Dave Holston The Strategic Designer www.the-strategic-designer.com [email protected]
Strategic Designer Workshop
Brand Strategy Development
theSTRATEGIC DESIGNERDesign for business
Strategic Designer
About me
• Director of Online Communication at Georgia Institute of Technology • Director of Strategic Design Management at The University of Texas • 25 years in marketing, public affairs, advertising & design • Author of The Strategic Designer: Tools and techniques for managing
the design process
theSTRATEGIC DESIGNERDesign for business
Brand Strategy Development
What we’ll talk about
This workshop will provide tools for working through strategic brand development questions with clients by using collaborative activities to reach a meaningful brand positioning. • How to identify the real brand problem to be solved • How to get the organization to clearly express their goals • How to focus on audiences to gather brand insights • How to develop creative and meaningful brand directions • How to evaluate brand success
theSTRATEGIC DESIGNERDesign for business
Brand Strategy Development
What we’ll do Congratulations! You own a wiffle ball company. Each table will work together to develop a brand strategy • Conduct business analysis • Conduct audience analysis • Develop a positioning • Develop creative messaging and
identity
theSTRATEGIC DESIGNERDesign for business
Brand Strategy Development
Why do we brand? • Provides a competitive advantage • Provides a stable asset • Provides an economic value • Sets expectations • Creates the experience
theSTRATEGIC DESIGNERDesign for business
Branding is a process
theSTRATEGIC DESIGNERDesign for business
Branding is a process
Strategic Brand Development Questions
Understanding the business • What is our core purpose?
• What is our vision? • What is our mission?
• What are our goals?
• What is happening in our environment?
Understanding the audience • What do our audiences experience?
• How do our audiences behave?
Competitive positioning • What is our unique value?
• Where can we add value?
• What is our brand promise?
Creative development • What is our brand name?
• What is our brand tagline?
• What is our visual style?
• What should our logo represent?
Implementation • How do we live the brand?
• How do we launch the brand?
Brand evaluation • How do we measure internal alignment?
• How do we measure audience awareness?
• How do we measure business performance?
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Why should designers care about strategy?
Client
“Make it look pretty”
theSTRATEGIC DESIGNERDesign for business
Why should designers care about strategy?
“design skills and business skills are converging… It's time to embrace a new value proposition based on creating – indeed, often co-creating -- new products and services with customers that fill their needs, make them happy, and make companies and shareholders rich.“ Martin goes on to say that the design skills of “understanding, empathy, problem solving” are what business need today.” Roger Martin, dean of the Rotman School of Management at the University of Toronto
theSTRATEGIC DESIGNERDesign for business
Why should designers care about strategy?
Client
theSTRATEGIC DESIGNERDesign for business
The brand is the experience
theSTRATEGIC DESIGNERDesign for business
The brand is the experience
Sensation transference • Christian Brothers and E&J brandy
theSTRATEGIC DESIGNERDesign for business
The brand is the experience
Sensation transference • Christian Brothers and E&J brandy
theSTRATEGIC DESIGNERDesign for business
The brand is the experience
theSTRATEGIC DESIGNERDesign for business
The brand is the experience
These aren’t the droids you’re looking for…
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Strategy and brand
Client
Why do you hate your logo?
It’s not “swooshy”
enough
theSTRATEGIC DESIGNERDesign for business
Strategy and brand
Client
What is Strategy?
theSTRATEGIC DESIGNERDesign for business
Strategy and brand
Competitive brand strategies
Cost
• Achieve a sustainable cost advantage over competitors though market share or access to raw materials
• EX: Walmart
Focus
• Focus on a small target audience or provide a limited product line
• EX: Anthropologie
Differentiation
• Provide a unique audience value through performance, quality, life style or prestige
• EX: Harley Davidson
theSTRATEGIC DESIGNERDesign for business
Strategy and brand
Client
Competitive Rivalry
within the Industry
Bargaining Power of Suppliers
Bargaining Power of
Customers Threat of New
Entrants
Threat of Substitutes
Five competitive forces framework
theSTRATEGIC DESIGNERDesign for business
Strategy and brand
Client
Strategy
Environment • Political • Environment • Social • Technological
Competitive analysis • Identity • Performance • SWOT • Culture
Audience analysis • Segments • Motivations • Behaviors • Needs
Business analysis • Identity • Performance • SWOT • Culture
Strategy development framework
theSTRATEGIC DESIGNERDesign for business
Strategy and brand
Client
Strategic Positioning
Environment • Political • Environment • Social • Technological
Competitive analysis • Identity • Performance • SWOT • Culture
Audience analysis • Segments • Motivations • Behaviors • Needs Business analysis
• Identity • Performance • SWOT • Culture
Creative development • Positioning • Messaging • Naming • Taglines • Visual design
Strategic brand development framework
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Branding creates alignment
theSTRATEGIC DESIGNERDesign for business
Branding is alignment
The most efficient way to achieve alignment
is through a collaborative process
theSTRATEGIC DESIGNERDesign for business
Branding is collaborative
EXERCISE: Drawing game • Choose a partner
• Work silently
• Take turns drawing parts of a face, one feature at a time
• When you hesitate, stop drawing
• Now write the first letter of this characters name
• Keep going till someone hesitates
theSTRATEGIC DESIGNERDesign for business
Branding is collaborative
Collaboration is key
• Brands are now co-creators with their audiences • Cuts down on the disconnect between the
organization and the people they serve
theSTRATEGIC DESIGNERDesign for business
Branding is collaborative
Client
Brand with your ears – Listening creates trust – Listening and questioning are our most valuable tools – Questioning gets you to real motivations – Understanding motivations can help you influence behaviors
theSTRATEGIC DESIGNERDesign for business
Branding is collaborative
On a side note: HOWARD
ROARK MUST DIE
theSTRATEGIC DESIGNERDesign for business
Branding is collaborative
“People support what they help create”
theSTRATEGIC DESIGNERDesign for business
Branding is a process
“Process is more important than outcome. When the outcome drives the process we will only ever go to where we've already been. If process drives outcome we may not know where we’re going, but we will know we want to be there.” - Bruce Mau
theSTRATEGIC DESIGNERDesign for business
Branding is a process
Strategic Brand Development Process
Understanding the business • Mission &
Vision • Goals • Environment
Understanding the audience • Segments • Attitudes • Beliefs • Values • Behaviors
Competitive positioning • Cost • Focus • Differentiation
Creative development • Verbal identity • Visual Identity
Brand evaluation • Internal
alignment • Audience
awareness • Business
performance
theSTRATEGIC DESIGNERDesign for business
Strategic brand development
Client
Agenda • Each table will be a fictitious wiffle ball manufacturing company
– Assign a scribe – Assign a spokesperson
• We will go through each step of the brand process to create brand for your company
theSTRATEGIC DESIGNERDesign for business
Strategic brand development
Client
The Competition: Amalgamated Wiffle Ball Corp.
• The leader in wiffle ball and wiffle ball
related products • Founded by David J. Mullany in
Shelton Conn. • Started in 1954 • Got a contract with Woolworths in 1956 • Latest innovation -1972 introduced the
plastic bat • Motto: We strive to make the consumer
happy and give them a solid product.
theSTRATEGIC DESIGNERDesign for business
Branding is a process
Strategic Brand Development Process
Understanding the business • Mission &
Vision • Goals • Environment
Understanding the audience • Segments • Attitudes • Beliefs • Values • Behaviors
Competitive positioning • Cost • Focus • Differentiation
Creative development • Verbal identity • Visual Identity
Brand evaluation • Internal
alignment • Audience
awareness • Business
performance
theSTRATEGIC DESIGNERDesign for business
Understanding the business
theSTRATEGIC DESIGNERDesign for business
Understanding the business: Define the problem
theSTRATEGIC DESIGNERDesign for business
Understanding the business: Define the problem
Problem definition tools
Drill Down Technique Ishikawa Diagrams
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Understanding the business: Define the problem
PROBLEM DEFINITION EXERCISE: Draw the problem The Problem: Amalgamated Wiffle Ball dominates the market and your company has no name recognition with buyers either in-store or online.
How would you solve this problem? Step 1: Create a list of five items that contribute to the problem. Step 2: Draw a picture of how to solve the problem. Consider the who, what, where, when, why and how of the problem.
theSTRATEGIC DESIGNERDesign for business
Understanding the business: Purpose, vision & mission
theSTRATEGIC DESIGNERDesign for business
Understanding the business: Purpose, vision & mission
Vision BHAG Vivid
Description
Mission What do we do?
Who do we support? How do we do it?
Core Ideology Core values
Core Purpose
theSTRATEGIC DESIGNERDesign for business
Understanding the business: Purpose, vision & mission
theSTRATEGIC DESIGNERDesign for business
Understanding the business: Purpose, vision & mission
CORE PURPOSE EXERCISE: The Random Serial Killer Test If someone were to buy the company at a generous price, guarantee that the employees would maintain their salaries albeit in a different industry, and that the buying company would destroy the firm and eliminate all its offerings, causing the company to no longer exist, would you accept the offer? Why, or why not?
theSTRATEGIC DESIGNERDesign for business
Understanding the business: Purpose, vision & mission
theSTRATEGIC DESIGNERDesign for business
Understanding the business: Purpose, vision & mission
VISION EXERCISE: Drawing the future state • COVER – Time Magazine cover featuring the organization • HEADLINE – News headline about the organization • SIDEBAR – Interesting facts about the organization • QUOTES – What people are saying about the organization • IMAGES – Images that depict the future state
• Write a one-sentence vision statement.
theSTRATEGIC DESIGNERDesign for business
Understanding the business: Purpose, vision & mission
MISSION EXERCISE: Mission MadLibs
Organization X serves (constituent groups) by (definition of the business).
Organization X is different from (competitor) because of (point of differentiation).
Or
(Constituent group) need (insight/why). (organization x) provides (differentiated solution)
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Understanding the business: Goals
theSTRATEGIC DESIGNERDesign for business
Understanding the business: Goals
Brand goal framework
Objectives • Why does the
brand exist?
Goals • What strategies
will we use to accomplish our brand objectives?
KPI • What metrics will
help us understand how we are doing?
Target • What numerical
values will we use to measure brand success?
theSTRATEGIC DESIGNERDesign for business
Understanding the business: Goals
theSTRATEGIC DESIGNERDesign for business
Understanding the business: Goals
GOAL FOCUS EXERCISE What’s important and achievable This exercise answers the question “Given our resources, what should we do?
Step 1: Brainstorm and list top eight goals Step 2: Rank for importance and feasibility Step 3: Chart points on the grid
0 1 2 3 4 5
5
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3
2
1
Importance
Feas
ibili
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Goal description Feasibility Importance1. Increase brand awareness2. Grow customer base3. Increase repeat customers 3 44. Reduce costs5. Maintain pricing6. Create online store front7. Create a customer loyalty program8. Host a series of eventsTotal 24 24
3. Increase repeat customers
3
theSTRATEGIC DESIGNERDesign for business
Understanding the business: Goals
GOAL FOCUS EXERCISE What’s important and achievable Step 1: Brainstorm and rank goals
0 1 2 3 4 5
5
4
3
2
1
Importance
Feas
ibili
ty
Goal description Feasibility Importance1. Increase brand awareness2. Grow customer base3. Increase repeat customers 3 44. Reduce costs5. Maintain pricing6. Create online store front7. Create a customer loyalty program8. Host a series of eventsTotal 24 24
3. Increase repeat customers
3
theSTRATEGIC DESIGNERDesign for business
Understanding the business: Goals
GOAL FOCUS EXERCISE What’s important and achievable Step 2: Chart the goals
0 1 2 3 4 5
5
4
3
2
1
Importance
Feas
ibili
ty
Goal description Feasibility Importance1. Increase brand awareness2. Grow customer base3. Increase repeat customers 3 44. Reduce costs5. Maintain pricing6. Create online store front7. Create a customer loyalty program8. Host a series of eventsTotal 24 24
3. Increase repeat customers
3
0 1 2 3 4 5
5
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3
2
1
Importance
Feas
ibili
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Goal description Feasibility Importance1. Increase brand awareness2. Grow customer base3. Increase repeat customers 3 44. Reduce costs5. Maintain pricing6. Create online store front7. Create a customer loyalty program8. Host a series of eventsTotal 24 24
3. Increase repeat customers
3
theSTRATEGIC DESIGNERDesign for business
Understanding the business: Internal analysis
theSTRATEGIC DESIGNERDesign for business
Understanding the business: Internal analysis
SWOT EXERCISE Internal and external analysis Strengths (tend to be internal) • What do we do better than our peers? • What are we known for? • What resources do we have?
Weaknesses (tend to be internal) • What problems does the university face? • What don’t we do well? • What holds us back from being where we want to be?
Opportunities (tend to be external) • What trends can we take advantage of? • What actions can we take that will produce a competitive
advantage?
Threats (tend to be external) • What unfavorable trends are occurring? • What’s happening in the state that could have a negative impact
on the university?
Opportunities Threats
Strengths Weaknesses
Internal forces
External forces
theSTRATEGIC DESIGNERDesign for business
Understand the audience
PEST EXERCISE Environmental analysis PEST Analysis is a useful tool for understanding the ‘big picture’ of the environment in which you are operating, and for thinking about the opportunities and threats that lie within it. By understanding your environment, you can take advantage of the opportunities and minimize the threats. PEST analysis consists of four questions. • POLITICAL: What political considerations do we need to be aware of? • ENVIRONMENT: What is happening in the environment/industry? • SOCIAL: What social trends and consumer values do we need to consider? • TECHNICAL: What technological tools can we take advantage of?
theSTRATEGIC DESIGNERDesign for business
Understand the audience
theSTRATEGIC DESIGNERDesign for business
Understand the audience
Focus groups
• Moderator • Scripted series of questions • Getting to why, gaining insight • Neutral locations • 1 - 2 hours long • 3 rounds of test will get you best results • Good for brainstorming with audiences or to develop a deeper
understanding of their motivations
theSTRATEGIC DESIGNERDesign for business
Understand the audience
Dyads and Triads
• Dyads – Two friends interviewed as a pair – Used for exploring issues that might be hard to articulate – Good for getting “honest” responses – Friends keep each other in check, making them less likely to lie
• Triads – Three people who are either similar to one another, or different in a specific way
– The same: The conversation can be generative like a focus group – Different (but in the same arena, like donors who contribute at different
levels): Their responses can be seen as comparative
theSTRATEGIC DESIGNERDesign for business
Understand the audience
Ethnography
• Looks at audiences in the context of their lives
• Produces detailed in depth observations in natural environments
• Observing people in their day to day activities
• Allows designer to better understand audiences
theSTRATEGIC DESIGNERDesign for business
Understand the audience: Personas
Who is the audience?
Demographics • Age • Gender • Location • Status
Myers-Briggs • Extroverts/
Introverts • Sensors/Feelers • Judgers/
Perceivers • Thinkers/Feelers
Keirsey-Bates • Artisans • Guardians • Idealists • Rationalists
Hippocrates • Sanguine • Choleric • Melancholic • Phlegmatic
theSTRATEGIC DESIGNERDesign for business
Understand the audience: Personas
Building a persuasion architecture
• What personality type are they? Meticulous, humanist, spontaneous, competitive
• What are their behaviors? • How do they like to be communicated with? • What are the points of resolution - What info do they need to
move forward? • Conversion beacons - The first place the prospect takes action • Baseline metrics - How do we measure success?
theSTRATEGIC DESIGNERDesign for business
Understand the audience: Brand pyramid
EXERCISE: Building a brand experience pyramid
Answer the following questions • Presence - How will the audience find out about us? • Relevance – What is the cost/value to the audience? • Performance – What unique value do we provide our audiences? • Advantage – What emotional needs do we provide? • Bonding – What does the product say about the audience?
theSTRATEGIC DESIGNERDesign for business
Understand the audience: Personas
EXERCISE: Empathy Maps
Empathy maps act as a simple personas that help get the team thinking about the audience • What do you feel? • What do you hear? • What do you say? • What do you see?
Image from Alexander Osterwalder and Yves Pigneur
theSTRATEGIC DESIGNERDesign for business
Understand the audience: Personas
Spontaneous Quick/
emotional
Competitive Quick/ logical
Humanist Deliberate/emotional
Methodical Deliberate/
logical
Persona Framework
Quick
Deliberate
Emotional Logical
theSTRATEGIC DESIGNERDesign for business
Understand the audience: Personas
Competitive Persona Attitude Business like
Use of time Disciplines and fast paced
Requirements Your qualifications
Weaknesses Documented evidence/results
How to present What you can do for them
Problem solving Support their ideas and conclusions
Facilitate decisions Provide option
theSTRATEGIC DESIGNERDesign for business
Understand the audience: Personas
Spontaneous Persona Attitude Personal and activity oriented
Use of time Undisciplined and fast paced
Requirements Evidence you’re trustworthy and friendly
Weaknesses Personal attention and interest
How to present Why you are the best solution
Problem solving Support their feelings, interests and excitement
Facilitate decisions Provide guarantees and opinions, not options
theSTRATEGIC DESIGNERDesign for business
Understand the audience: Personas
Humanist Persona Attitude Personal and relationship oriented
Use of time Undisciplined and slow paced
Requirements Who are you, what you think and who you know
Weaknesses Give recognition and approval
How to present Who have provided solutions to
Problem solving Support their ideas, intuitions, your relationship
Facilitate decisions Offer testimony and incentives
theSTRATEGIC DESIGNERDesign for business
Understand the audience: Personas
Methodical Persona Attitude Business and detail oriented
Use of time Disciplined and slow paced
Requirements Evidence of your experience and knowledge
Weaknesses Documented evidence and preparation
How to present How you can provide a solution
Problem solving Support their principles and rational approach
Facilitate decisions Provide evidence and service
theSTRATEGIC DESIGNERDesign for business
Understand the audience: Personas
theSTRATEGIC DESIGNERDesign for business
Understand the audience: Personas
EXERCISE: Building a persuasion architecture
• Photo: What do they look like • Name: What do we call them? • Personality type: Which of the four personality types are they? • Description: What is the problem they are trying to solve? • Personality profile:
– Attitude: Are they emotional or logical – Use of time: Are they quick, or deliberate? – Requirements: What do they need from the brand? – Weaknesses – How to present: How do they want the brand information presented? – Problem solving: How can the brand support their decision making? – Decision making
theSTRATEGIC DESIGNERDesign for business
Understand the audience: Personas
theSTRATEGIC DESIGNERDesign for business
Understand the audience: Personas
theSTRATEGIC DESIGNERDesign for business
Brand Positioning
theSTRATEGIC DESIGNERDesign for business
Brand Positioning
Three elements of brand experience
People • Employees need to embody the brand in values and behavior
Processes • The organization
must always be looking for new ways to provide audience value
Offerings • Need to meet
the emotional and functional needs of the
audience
theSTRATEGIC DESIGNERDesign for business
Brand Positioning
Differentiation is about expressing a unique value that is meaningful to the target audience Step 1: Make a list of eight things that are important to the audience in this category
Step 2: Rank yourself and your competitors
Step 3: Chart on a graph
Step 4: Identify points of differentiation
EXERCISE: Competitive analysis
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Leve
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Areas of customerexpectation Cost Availability Durability Variety Fun Usability Safety _________
Amalgamated Wi!e Ball
theSTRATEGIC DESIGNERDesign for business
Brand Positioning
Differentiation is about expressing a unique value that is meaningful to the target audience Step 1: Make a list of eight things that are important to the audience in this category
Step 2: Rank yourself and your competitors
Step 3: Chart on a graph
Step 4: Identify points of differentiation
EXERCISE: Competitive analysis
10
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Leve
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Areas of customerexpectation Cost Availability Durability Variety Fun Usability Safety _________
Amalgamated Wi!e Ball
Your Wi!e Ball Company
theSTRATEGIC DESIGNERDesign for business
Brand Positioning
EXERCISE: Competitive differentiation Where to focus the organization and the brand
Eliminate What factors that the industry
takes for granted can be eliminated?
Raise Which factors should be raised
well above the industry’s standard?
Reduce Which factors should be reduced
well below the industry’s standard?
Create Which factors should be created
that the industry has never offered?
theSTRATEGIC DESIGNERDesign for business
Creating the verbal and visual brand
theSTRATEGIC DESIGNERDesign for business
Creating the verbal and visual brand
Brand messaging framework
Brand promise
• Organizations name
• Unique audience value
• Category
• Audience profile
• Audience point of satisfaction
Brand name
• Character
• Value
• Offering
• Unique
Brand tagline
• Short and punchy
• Memorable
• Describe the unique audience value
Brand proof points
• Examples of how you live the brand
theSTRATEGIC DESIGNERDesign for business
Creating the verbal and visual brand
EXERCISE: Brand Promise The brand promise is not a tagline. It is a permanent statement about the core value that the organization provides. It is timeless. Taglines on the other hand change depending on trends and the changing audience needs. • The brand promise can contain some of the following elements:
– The organizations name – Unique value audience value – Category – Audience profile – A value that can be consistently achieved
theSTRATEGIC DESIGNERDesign for business
Creating the verbal and visual brand
EXERCISE: Brand Name The name of the organization conveys ideas about personality, values and position in the marketplace. Strong brand names express both the character and the offering of the organization, are unique and should reinforce the brand image and brand promise. The brand name contains the following elements: • Reflects the brands persona • Describes the offering • Creates an association to the meaning of the brand • Is unique and memorable • Short enough to fit on materials • Available for trademark
theSTRATEGIC DESIGNERDesign for business
Creating the verbal and visual brand
EXERCISE: Brand Tagline A strong tagline implies the point of differentiation by describing the unique value the organization provides its audience. The tagline should be directed at audiences and not internally to the organization. The brand tagline contains the following elements: • Memorable • Short and quick to recite • Expresses the brands points of differentiation • Reflects the brands personality
theSTRATEGIC DESIGNERDesign for business
Creating the verbal and visual brand
Creating visual brand alignment Drawing, keywords, mind maps, word associations
theSTRATEGIC DESIGNERDesign for business
Creating the verbal and visual brand
EXERCISE: Conceptual drawing
• Drawing the experience • Conceptual • Fun • Creates buy-in
theSTRATEGIC DESIGNERDesign for business
Understanding the audience
• Projective techniques – Drawing the
experience
theSTRATEGIC DESIGNERDesign for business
Understanding the audience
• Projective techniques – Drawing the
experience
theSTRATEGIC DESIGNERDesign for business
Understanding the audience
• Projective techniques – Drawing the
experience
theSTRATEGIC DESIGNERDesign for business
Understanding the audience
• Projective techniques – Drawing the
experience
theSTRATEGIC DESIGNERDesign for business
Creating the verbal and visual brand
EXERCISE: Visual development Totemics • Developed by Angela Dumas • How to build a totem
– Define context – Build vocabulary – Refine perceptions – Distill the totem
theSTRATEGIC DESIGNERDesign for business
Creating the verbal and visual brand
Step one • Build a context. Customers are asked to present ideas or
examples of what they like and don’t like.
theSTRATEGIC DESIGNERDesign for business
Creating the verbal and visual brand
Step two: Define the context • Team members narrow down a customer’s selections and list
ten descriptive valued word from the personas to describe the piece. Next, they draw a depiction of the piece and write words below it to describe it.
Valued Words Quick, new, fun, spontaneous, reliable, clean, accommodating,
flexible, open and friendly
theSTRATEGIC DESIGNERDesign for business
Creating the verbal and visual brand
Step three: Build a vocabulary • Collect images showing furniture, interiors, textiles, consumer
products and industrial products (Each category shows a range of styles and approaches.)
theSTRATEGIC DESIGNERDesign for business
Creating the verbal and visual brand
Step four: Select images • The team selects one image from each category to match the
ten descriptors from step one.
theSTRATEGIC DESIGNERDesign for business
Creating the verbal and visual brand
Visually articulating the concept
– Heinrich Wolfflin - Psychology and comparison (linear-painterly, plane-recession, closed-open, multiplicity-clearness)
– Rudolph Arnheim - The art of perception (balance, shape, form, growth, light, space, color, movement and dynamics)
– Dr. Bernd Schmitt - Defining the parameters of style
theSTRATEGIC DESIGNERDesign for business
Creating the verbal and visual brand
A tool for aligning collaborators • Defining the parameters of style
– Complexity: minimal <> complex – Representation: realist <> abstract – Movement: dynamic <> static – Voice: loud <> understated – Time: contemporary <> traditional – Location: city/country/state/nation/international – Authenticity: authentic <> derivative – Technology: Hi tech <> handmade – Sophistication: casual <> sophisticated
theSTRATEGIC DESIGNERDesign for business
Creating the verbal and visual brand
• Complexity: minimal <> complex
theSTRATEGIC DESIGNERDesign for business
Creating the verbal and visual brand
• Representation: realist <> abstract
theSTRATEGIC DESIGNERDesign for business
Creating the verbal and visual brand
• Movement: dynamic <> solid
theSTRATEGIC DESIGNERDesign for business
Creating the verbal and visual brand
• Voice: loud <> understated
theSTRATEGIC DESIGNERDesign for business
Creating the verbal and visual brand
• Time: contemporary <> traditional
theSTRATEGIC DESIGNERDesign for business
Creating the verbal and visual brand
• Location: city/country/state/nation/international
theSTRATEGIC DESIGNERDesign for business
Creating the verbal and visual brand
• Authenticity: authentic <> derivative
theSTRATEGIC DESIGNERDesign for business
Creating the verbal and visual brand
• Technology: Hi tech <> handmade
theSTRATEGIC DESIGNERDesign for business
Creating the verbal and visual brand
EXERCISE Parameters of style Defining the parameters of style for your wiffle ball company
– Complexity: minimal <> complex – Representation: realist <> abstract – Movement: dynamic <> static – Voice: loud <> understated – Time: contemporary <> traditional – Location: city/country/state/nation/international – Authenticity: authentic <> derivative – Technology: Hi tech <> handmade – Sophistication: casual <> sophisticated
theSTRATEGIC DESIGNERDesign for business
Creating the verbal and visual brand
EXERCISE Logo development with Brain sketching Step 1: Brainstorm. Use a standard brainstorming technique to begin the session, then switch to pictures when ideas begin to dwindle Step 2: Sketching. Participants will have two minutes to draw their solution to the problem. Once the time limit is up, participants then slide their papers to the person on the right. Step 3: Collection and reflection: Once all the images have gone around the table, they are collected and discussed. These images are then used as jumping-off points for new ideas. .
theSTRATEGIC DESIGNERDesign for business
Evaluating brand success
theSTRATEGIC DESIGNERDesign for business
Evaluating brand success
Calculating Brand Value
Employees: How well do they reflect the brand in their behavior? • Do they personify the brand? • Do they evangelize the brand? • Are they committed to audience satisfaction?
Audience: Perceptions and promotion • Audience perception vs. brand perception • Does the audience promote the brand to family and friends? • How loyal are they to the brand? Financial: Future profits, brand name equity • Revenue and profit growth • Process improvement • Brand valuation
theSTRATEGIC DESIGNERDesign for business
Evaluating brand success
Not picking winners • The best looking designs
are not always the most effective
• Design must be looked at “in context”
• How does the proposed design work against the competition?
• Allows designers to focus on real design issues, not perceived issues
• Design must ultimately achieve a goal. Looks are secondary.
theSTRATEGIC DESIGNERDesign for business
Evaluating brand success
Review in context • Don’t vote • it’s not about
comparing options, it’s about simulating the introduction of new systems
• Use a monadic approach
theSTRATEGIC DESIGNERDesign for business
Evaluating brand success
Monadic Approach A means for testing multiple design options • Two groups of people • Each group reviews one of the design options • Compare the responses
theSTRATEGIC DESIGNERDesign for business
Evaluating brand success
EXERCISE: Visual Equities
Draw the logos created by the other tables from memory.
theSTRATEGIC DESIGNERDesign for business
Evaluating brand success
EXERCISE: Net Promoter Score
How likely is it that you would recommend this organization to a friend or colleague?
• Promoters (score 9-10) • Passives (score 7-8) • Detractors (score 0-6)
theSTRATEGIC DESIGNERDesign for business
Alignment
theSTRATEGIC DESIGNERDesign for business
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Published by Available through the HOW bookstore at: MyDesignShop.com Dave Holston The Strategic Designer www.the-strategic-designer.com [email protected]
theSTRATEGIC DESIGNERDesign for business
DAVID HOLSTON
tools and techniques for managing the design process
the STRATEGIC DESIGNER
Dave Holston The Strategic Designer www.the-strategic-designer.com [email protected]
Strategic Designer Workshop
Brand Strategy Development