Command the Cultural Marketplace: Building a Brand for Customer Fascination

Sametz Blackstone Associates

Building a brand for customer fascination

Command thecultural marketplace

National Arts Marketing Project ConferenceProvidence, RI31 October 2009

Tamsen S. McMahon, Sametz Blackstone Associates—Director of Digital and Strategic Initiatives—[email protected], @tamadear, 617.266.8577

Kim Noltemy, Boston Symphony Orchestra—Director of Sales, Marketing, and Communications

David A. Dalena, Celebrity Series of Boston—Vice President, Marketing, Development, and

Communications

Speakers

© Sametz Blackstone Associates

Brandon Walsh

I think the rule would actually be nice to have... and maybe a better margin on the left..

Sound familiar?

Managing multiple lines of business

Balancing diverse income streams

Answering to more affinity groups than ever

…through more channels than ever

Doing more with less?

So now what?

So now what?Brand

But what does that mean?

BRAND≠

LOGO© Sametz Blackstone Associates

(And never did.)

It’s a mosaic

So… how do we do it?

The steps:

0 Research

1 Foundation

2 Constituents

3 Messaging

4 Visual identity

5 Action

6 Sustainability


Know who you are, and what that means.

0research

Qualitative

Quantitative

Research


Inside Outside

Actions

Motivations

Staff Env.

Insight

1foundation

Be who you are, become what you want to be.

A brand foundation to build on


Vision + mission

Model

Position

Areas of endeavor

Brand attribute(s)

Personality / Image

Brand strategy / hierarchies

Desired

Departure points

Four branding strategies


Corporate /institutional focus

Product Endorsed Source Master

Product / offering focus

Four branding strategies

Corporate /institutional focus

Product Endorsed Source Master

Product / offering focus


Identity


Know who you serve, and why they care

2constituents


Ticket buyers ≠

media ≠

donors ≠

partners ≠

volunteers ≠

board ≠

staff ≠

…

Where they are


Group 2

Group 4

Funders and supportersoften cut across all

Group 3

Group 1

For an orchestra…

What they care about


Innovation

Education

Outreach

Performance

Capital projects

Resonance

3messaging

Use your messages, in their words

Messages that motivate


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

That

wh

ich

you s

tand f

or

and s

eek t

o a

dvance

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

That

wh

ich

you s

tand f

or

and s

eek t

o a

dvance

Messages that motivate


Where you can win! Start the conversation here.

Evolving a message system


High-levelmessage

Customized for a specific constituency

Initiatives,programs,opportunities

Supportingstories

Fact sheets, giving oppts

Areas of focus

1 Floor…

A public media powerhouse, WGBH is your trusted guide for exploring new worlds and new ideas.

High-level, “elevator” message


2 Floors…

A public media powerhouse, WGBH is your trusted guide for exploring new worlds and new ideas; creating and delivering experiences that educate, engage, and entertain us all––at home in Boston and around the globe.



3 Floors…


With expertise and focus spanning news and public affairs; kids programming; music and drama; science; and everyday life; WGBH provides opportunities for exploration and interaction––experiences that are both for you, and made possible by you.



Cues for main messages…


With expertise and focus spanning news and public affairs; kids programming; music and drama; science; and everyday life; WGBH provides opportunities for exploration and interaction––experiences that are both for you, and made possible by you.



Public media Creating Delivering Experiences that educate, engage, and entertain Expertise and focus At home in Boston

+—For you…(add-on for general audience)—Made possible by you…(add-on for individual giving)—Made possible by you…(for local corporate sponsors)

Main message areas


Clarity

4visual identity

Look the part, be the part.

A mix of…

Design that delivers


Name(s)

Logo(s) / logotype(s)

Taglines / modifiers

Service marks

Color

Typography

Imagery

Composition

That which you can own Focused approaches


Logo, anchor+Focus areas

+Imagery+Transparent overlay+Accent color+Supporting imagery

+Typography

=

SYSTEM

+Venue branding

And to leverage every communication to build brand and meaning


Tactical communications– by program, function, audience, initiative

20-90% reinforces brand (depending on strategy)

PromisesExpectationsPositionAttributesPersonality

Yourorganization

(Compelling)Coherence

Put it together,and put it to work.

5action

Architecture for action

Awareness Comprehension Participation Loyalty Support

Desired Outcome

Season kit

Membership

Development kit

Print

Digital

Postcard / mailers

Donor newsletter


Relevance

Own your brand, and keep it healthy.

6sustainability

It takes a village.

Transferring knowledge; encouraging ownership of the system


Leverage


57

This is a process, not an event.


Roger Sametz

Effective communications deliver value over time


Brand foundationWho you are, and who you can be.

ConstituentsThose for whom your work is––and could be––meaningful. They are vital to your success, and they are not monolithic!

ActionA communications architecture; your plan for hitting the streets!

ResearchQual. + QuantInside + Outside

ResearchQual. + QuantInside + Outside

SustainabilityDocumentation + training, engaging the organization.

SustainabilityDocumentation + training, engaging the organization.

Measure / retuneAdapt + evolveMeasure / retuneAdapt + evolve

1case study

Boston Symphony Orchestra Inc.Sustaining and advancing four vital brands

Kim NoltemyDirector of Sales, Marketing, and Communications, BSO, Inc.

The Boston Symphony Orchestra, Tanglewood, and the Boston Pops needed to be able to present themselves and their offerings in a compelling, and cost-effective manner to different audiences, to––—retain existing and develop new audiences; —support multi-level development efforts;—foster partnerships / alliances;— increase awareness of, and participation in,

programs; —recruit and retain the best people;—be a significant presence in the social / civic

landscape.

Original big-picture goals


Where we started a dozen years ago…BSO:


Tanglewood: before


Boston Pops: before


Confusion and misperceptions in the marketplace


What did each mean?Represent?Promise?For whom?

Connections were unclearWere there connections?

BostonPops

Boston Symphony Orchestra

Tanglewood

?

?

Esplanade?

Tanglewood Music Center?

Education? Outreach? Fundraising?

???

Findings and recommendations informed new brand platforms, logos, visual building blocks, “tilts,” and communication vehicles:—mission / vision—business and communication goals—target audiences / constituents—brand attributes—positioning points / key messages—departmental goals—negative or mis-perceptions—marketing opportunities

Defining and expressing the brands


Within a coherent system, need to be able to “tilt” for: Brand

—BSO / Tanglewood / Pops Constituent

— long-time subscribers / new acq’s / donors / sponsors… Departmental / tactical goals

—acquisition / fundraising / media relations… Campaign

—year-to-year change / building brand equity / managing forward

Special programs / initiatives —Symphony Hall centennial, Repartee...

Goal: build a system with long shelf life and flexibility


People’s relationships need to be acknowledged. Experiences need to be reinforced and connected.

Need to tilt by “distance” from organization


Single ticket b

uyer

Subscriber

• • >

First-ti

me donor

• • >

Major donor

• • >

Trustee

• • >

Investigate / learn: organization, offering, department. Audit internal / external communications / processes. Audit of relevant competitive landscape. Develop the program to be fulfilled. Evolve / refine communications architectures. Define brands / taxonomy / relationships. Develop building blocks of the branding system––

—strategic messages;—visual system.

Create prototypes / specific pieces. Teach and train. Implement! Measure / review / adjust.

The workplan


Building the platform: it’s about the music!

Highest quality; one of the best orchestras in the world. In one of the three best halls. Significant history, but relevant / accessible to all. Powerful / dynamic. Transforming / involving. Majestic / intimate. Deep / rich. Vital––on individual, city, national, international levels.


Informing message clusters


Typography


Color palette


Imagery: rich, literal, slightly formal, hall details


Building brand meaning


Clear typographic hierarchies


Building brand meaning


Gala invitations, giving societies


Crafting special initiatives: Symphony Hall Centennial


Managing the brand forward: new challenges

Need to consider sales goals, audience trends, special initiatives and the economy.

Central messages remain, but there’s a need to tone down "richness" in tough economic times.

As the audience gets younger, we need to express the brand through color and images that communicate “not your grandparents’ orchestra.”

Technology initiatives, amenities, and attention to the door-to-door experience are increasingly important––and need to be expressed in design and messaging.


Evolving color palette: brighter, bolder


Evolving approach to imagery: more personal, immediate, telling the story


Managing forward: building emotional, personal connections


Extending across different customer touchpoints


Making the experience personal, immediate, relevant…compelling


Attracting new audiences


Results

Response rates are high––—Subscription brochure brings in 20% new subscribers;—New attendees, up 150%—Single ticket sales up 30% (eighth consecutive year of

double digit growth).


97


Building the platform: music + nature

Magical destination where music and nature each enhance the other.

High quality performance + innovative programming in an inspirational setting.

Welcoming to all. Professionals-in-training add a new “take” and energy.


Informing message clusters


Building an image over time


Creating a coherent communications path


Presenting multi-venue / multi-program information clearly


Raising funds


Continuity and freshness


Results

5% increase this past year while region was down 10% in tourism attendance.

Philanthropic giving, sponsorship, web visitation, and merchandise purchases––all up.


Connecting across brands


A view across the organization for major donors


Corporate sponsorship: BSO Inc


Messages and graphics get wrapped into social media––in a lighter version:—Facebook - 3,000 members—Meet-Up - 1,000 members—Podcasts - 85,000 subscribers—Internet TV - 250,000 viewers—Twitter - 200 members—BSO Mobile Club - 1,100 members

Solid brand platform for social media


So we can preserve our legacy….and build one for the future, by sustaining and advancing…—the highest classical music attendance in the world: 1.3

million annually;—our four key brands;—7.3 million visitors to website;—60%+ of audience attending 20 years or more;—35% of audience new in the past 5 years;—23,000 kids each year in our education programs;—our heritage of important recordings––making

the BSO available through a range of media.

Our brand matters…


Thank you


2case study

Celebrity Series of Boston Securing the future by building the brand: building comprehension, communities, and commitment

David Dalena, Vice President, Marketing and Administration

Branding challenges and goals. Developing the brand foundation / getting calibrated:

research, audit, analysis. Conceptualizing and expressing the brand:

—verbal development,—visual development.

Implementing the program: brand system in action. Moving forward: consistency and freshness. Creating self-sufficiency: transferring knowledge. Results and impact.

Building the brand


Branding challenges and goals

The then new (2002) strategic plan included three overarching themes / objectives:—build brand awareness;—enhance education and community service; and—strengthen leadership.

Supporting the strategic plan


Low external institutional awareness:— incomplete understanding of scope of activity / value.

Diffuse image in the marketplace:—no unified visual or verbal “story” externally;—“story” hard to tell, even internally;—history of many homes and names / confusion;—“named” programs didn’t point to master brand.

As “presenter” strong “brand competition” with–– —performers, venues, programs, co-sponsors /

partners. Misconceptions about nonprofit status; System needed to build in both continuity and change:

—season / season,—possible future name change.

Branding challenges


A stronger master brand was needed to:—build equity in “Celebrity Series” w/o title sponsor;—sell more tickets;—attract more participants and build audiences;—attract more collaborators;—build relationships / trust to expand programming;—help Celebrity Series get the credit it deserves;—position Celebrity Series as a cultural contributor and

community asset;—correct misperceptions;—assure fiscal stability; —help attract funding for programs; and—provide for a vital future.

Branding goals


Institutional < • • > transactional Master brand < • • > program brands Master brand< • • > venue brand Master brand< • • > artist brand On-stage < • • > off-stage “Push” < • • > “pull” Long-term equity < • • > seasonal freshness

Need to integrate marketing / sales / development / PR to establish / reinforce brand in shortest timeframe, at lowest cost

Need to achieve balance


people

decreasing distance from organization

“home”

which often also translates to increasing “length of relationship,” “dollars,” and “commitment”

Meet people where they’re coming from. Provide resonant points…”ways in.” Combine “rational” and “emotional” drivers.

Need to move people closer to the organization


Awareness SupportLoyalty Participation Comprehension

Developing the brand foundation

Two rounds of market research revealed low external awareness about:—who FleetBoston [Bank of America] Celebrity

Series is;—what it does;— its value;— its independence / non-profit status;—connection with educational programs.

Getting calibrated: quantitative research


Low unaided awareness of name: only 2.5% surveyed identified the current name, trailing local peers.

If aware, still very low comprehension. Only 6.5% of respondents recalled seeing advertising for

Celebrity Series or any of its programs. 67% of respondents mistakenly believed Celebrity

Series is a for-profit organization. Almost no awareness of Celebrity Series education and

outreach programs; if aware, not connected.

Getting calibrated: quantitative research


Internal interviews revealed: The Celebrity Series “story” was hard to tell. Departments created communications independently––

for their constituents. Unclear connection between performing arts and

educational outreach. Relatively small donor base. Need for philanthropy not fully understood.

Getting calibrated: qualitative research


Starting points: brand neither visible nor understood


Starting points: logo / logotype not robust enough


Starting points: range of marketing materials created a diffuse image


Starting points: fundraising materials took another tack


Conceptualizing and expressing the brand: verbal development

To present the best in performing arts to the broadest possible audience,

To create new works that bring artists and audiences together; and

To engage young audiences in artistic experiences through performing arts-based education and community service programs.

Celebrity Series mission


To whom does Celebrity Series need to talk?—ticket buyers—education program participants—partners / sponsors— individual and institutional funders—community / civic leaders—media— internal (board, overseers, volunteers, staff)

Communities / constituencies


Template for message-building:

Building messages that resonate


For______ [a specific community]…

[Celebrity Series]…..is _______ [what? something meaningful /important]…

that provides______ [services, products]…

through_____ [how does it deliver the above]…

which creates ______benefit…

and is worthy of support because_______.

For those who attend performances, —Bank of America Celebrity Series, Boston’s

preeminent presenter of world-class performers from around the globe,

—with choice, flexibility, and responsive customer service,

—provides a wide range of artistic experiences not available elsewhere,

—that enrich, entertain, and educate.

Messages: ticket buyers


For individual and institutional donors,—Bank of American Celebrity Series, an independent

nonprofit organization, Boston’s preeminent presenter of world-class performers from around the globe, and a leader in arts-in-education,

—through its uniquely wide-ranging and accessible performing arts programming,

—enlarges and expands the city’s cultural life,—positively influences young lives, —and creates beneficial economic impact,—making it an organization worthy of support.

Messages: philanthropy prospects


For education program participants (students, parents, educators, administrators, etc), —Bank of America Celebrity Series, Boston’s

preeminent presenter of world-class performers from around the globe, and a leader in arts-in-education,

—provides engaging, enriching experiences —through accessible performing arts programs—that have a positive impact on young lives.

Messages: education programs


Bank of America Celebrity Series,

… Boston’s preeminent presenter of world-class performers from around the globe, a leader in arts-in-education, and an independent nonprofit organization,

… provides uniquely wide-ranging and accessible artistic experiences that engage, entertain, and enrich—

… enlarging and expanding Boston’s cultural life.

Position


Desirable brand attributes—across areas / constituents:—preeminent—welcoming (warm, inviting, inclusive)—artistic / creative—wide-ranging / dynamic / energetic— innovative—substantial / stable—vital—excellent

Attributes


Integral to advancing the brand, conceived to have a long life span, new tagline––—Evolved from messaging, positioning, and attributes;—Adds meaning to the name and logo;—Provides continuity through anticipated

name changes;—Is evocative and motivational;—Reflects the sequence of the experience: first one is

engaged, then entertained––ultimately enriched.

Hard-working tagline-working tagline


Conceptualizing and expressing the brand: visual development

Brand identifier + tagline


Typography


Typography : execution––articulation


Color


Substantial

Dynamic

Inclusive

NeutralCorporate colors

Imagery: moving beyond “mug shots”


People + events

Backgrounds: disciplines, experience, audience

Energy, connections

Implementation:brand system in action

Business papers


Connecting to ticket buyers: rolling out the brand: season brochure


Brochure spread


Information design: creating accessible hierarchies


Creating a coherent communications path: season posters…


Mini-calendar / postcards / posters…


Connecting other brands, sponsors, and series back to Celebrity Series


Moving people closer to the organization


Moving people closer to the organization: branding venues


Building awareness across media


And making it easier to do business


Integrating the brand across media…


Roger Sametz:

Jorg: big GLOBE ad, maybe full screen if needed

Roger Sametz:

Jorg: big GLOBE ad, maybe full screen if needed

Building the customer experience: program covers


Connecting on- and off-stage endeavors


Raising funds


Celebrating


Getting credit


Expanding visibility


And comprehension


Moving forward: consistency and freshness

Reinforcing the brand and gettingtactical results… over six years


Quarterly updates


Communicating in pixels….


09-10 brochure and mailer


Quarterly updates


Building self-sufficiency: transferring and teaching the brand system


Internal roll-out


Internal roll-out: positioning / tagline


Internal roll-out: “tilted” messages


Results and impact

Looking at results

Benefits from a strong brand come in different forms, at different times:— immediate < • • > long-term—tangible < • • > intangible—external < • • > internal—organizational < • • > departmental


Creating a coherent communication path


Immediate— impact on clarity of brand throughout materials;— look is fresh and consistent;—able to "brand" performance venues;—new energy and enthusiasm among staff for better

communication. Longer term

—system has evolution built-in; —better recognition of materials "I know that it's a

Celebrity Series piece (brochure, ad, postcard);—education programs better linked to brand (dropped

Project Discovery for Celebrity Series Arts, Education and Community Program.)

Results: immediate / longer term


Tangible—verbal and visual messages in place;—supplied images no longer define communications;—can “tune” the system for different projects /

audiences;—subscriptions increased during market decline.

Intangible—refined, consistent identity bespeaks quality and

primacy of the organization;—every communication contributes to brand-building;—programs and artists are now part of our brand;—better positioned for fundraising.

Results: tangible / intangible


Internal—messaging exercises provide “jumping-off points;”—copywriting brand-driven and design process distilled,

choices simplified;—messages map to specific audiences;—easy to work with vendors: system is teachable.

External—consistent look and feel readily perceived by public;—hierarchy of information makes materials easier for

customers to navigate;—easy transition to new title sponsor and then to

original corporate name; no change in our brand identity or loss in equity.

Results: internal / external


Marketing / communications staff no longer the only “keeper” of the brand.

Greatly improved efficiency in creating communications. Board, committees and professional staff are aligned

and all have ownership of organization's identity. Departmental silos are breaking down. Useful tool for recruitment, orientation and training of

Board, Staff and Volunteers. Partners, supporters and prospects respect the

professionalism of the organization as expressed by thoughtfully developed brand guidelines.

IMPACT: across the organization


Brand is used as a jumping-off point for new ideas and initiatives…

and…

Brand is used a decision-making filter:—Programming—Marketing Communications—Fundraising—Customer Service—Evaluating potential partnerships—“Does the program / artist / initiative reflect the

brand?”

IMPACT: across the organization


Thank you

What now?

The concepts:

0 Insight

1 Identity

2 Resonance

3 Clarity

4 (Compelling) Coherence

5 Relevance

6 Leverage


The steps:

0 Research

1 Foundation

2 Constituents

3 Messaging

4 Visual identity

5 Action

6 Sustainability


The steps:

0 Research

1 Foundation

2 Constituents

3 Messaging

4 Visual identity

5 Action

6 Sustainability


Rinse, repeat.

Build a framework, not a prison.

217

Evolution is everything.

Questions?

Tamsen S. McMahon, Sametz Blackstone Associates—Director of Digital and Strategic Initiatives—[email protected], @tamadear, 617.266.8577

Kim Noltemy, Boston Symphony Orchestra—Director of Sales, Marketing, and Communications

David A. Dalena, Celebrity Series of Boston—Vice President, Marketing, Development, and

Communications

Speakers


Brandon Walsh

I think the rule would actually be nice to have... and maybe a better margin on the left..

Command the Cultural Marketplace: Building a Brand for Customer Fascination

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Transcript of Command the Cultural Marketplace: Building a Brand for Customer Fascination