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Building A Brand Foundation
Building A Brand Foundation
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How Strategic Brand Workshop V6

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Learn how to raise the level of design conversation with clients from tactical design execution, to a strategic framework for expressing organizational goals. Participants will learn the fundamentals of brand planning, research, implementation and measurement. In the end you will have a series of powerful tools and activities you can use to guide clients through the brand process.

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How Strategic Brand Workshop V6

  1. 1. the STRATEGIC DESIGNER Design for business Strategic Designer Workshop Brand Strategy Development Dave Holston The Strategic Designer www.the-strategic-designer.com dave@the-strategic-designer.com
  2. 2. the Strategic Designer STRATEGIC DESIGNER Design for business 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
  3. 3. the Brand Strategy Development STRATEGIC DESIGNER Design for business 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
  4. 4. the Brand Strategy Development STRATEGIC DESIGNER Design for business 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
  5. 5. the Brand Strategy Development STRATEGIC DESIGNER Design for business Why do we brand? •  Provides a competitive advantage •  Provides a stable asset •  Provides an economic value •  Sets expectations •  Creates the experience
  6. 6. the Branding is a process STRATEGIC DESIGNER Design for business
  7. 7. the Branding is a process STRATEGIC DESIGNER Design for business Strategic Brand Development Questions Understanding the Understanding the Competitive Creative Implementation Brand evaluation business audience positioning development • How do we live the • How do we • What is our core • What do our • What is our unique • What is our brand brand? measure internal purpose? audiences value? name? • How do we launch alignment? • What is our vision? experience? • Where can we add • What is our brand the brand? • How do we • How do our value? tagline? measure audience • What is our mission? audiences • What is our brand • What is our visual awareness? behave? promise? style? • How do we • What are our goals? • What should our measure business logo represent? performance? • What is happening in our environment?
  8. 8. the Why should designers care about strategy? STRATEGIC DESIGNER Design for business “Make it look pretty” Client
  9. 9. the Why should designers care about strategy? STRATEGIC DESIGNER Design for business “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
  10. 10. the Why should designers care about strategy? STRATEGIC DESIGNER Design for business Client
  11. 11. the The brand is the experience STRATEGIC DESIGNER Design for business
  12. 12. the The brand is the experience STRATEGIC DESIGNER Design for business Sensation transference •  Christian Brothers and E&J brandy
  13. 13. the The brand is the experience STRATEGIC DESIGNER Design for business Sensation transference •  Christian Brothers and E&J brandy
  14. 14. the The brand is the experience STRATEGIC DESIGNER Design for business
  15. 15. the The brand is the experience STRATEGIC DESIGNER Design for business These aren’t the droids you’re looking for…
  16. 16. the Strategy and brand STRATEGIC DESIGNER Design for business Why do you hate your logo? It’s not “swooshy” Client enough
  17. 17. the Strategy and brand STRATEGIC DESIGNER Design for business What is Strategy? Client
  18. 18. the Strategy and brand STRATEGIC DESIGNER Design for business Competitive brand strategies Cost Focus Differentiation •  Achieve a sustainable •  Focus on a small •  Provide a unique cost advantage over target audience or audience value competitors though provide a limited through performance, market share or product line quality, life style or prestige access to raw materials •  EX: Walmart •  EX: Anthropologie •  EX: Harley Davidson
  19. 19. the Strategy and brand STRATEGIC DESIGNER Design for business Five competitive forces framework Bargaining Threat of New Power of Entrants Customers Client Bargaining Threat of Power of Substitutes Suppliers Competitive Rivalry within the Industry
  20. 20. the Strategy and brand STRATEGIC DESIGNER Design for business Strategy development framework Competitive Audience analysis analysis •  Segments •  Identity •  Motivations •  Performance •  Behaviors •  SWOT •  Needs Client •  Culture Environment Business analysis •  Political •  Identity •  Environment •  Performance •  Social •  SWOT •  Technological •  Culture Strategy
  21. 21. the Strategy and brand STRATEGIC DESIGNER Design for business Strategic brand development framework Audience analysis •  Segments •  Motivations •  Behaviors Competitive analysis •  Needs Business analysis •  Identity •  Identity •  Performance Client •  Performance •  SWOT •  SWOT •  Culture •  Culture Environment Creative development •  Political •  Positioning •  Environment Strategic •  Messaging •  Social Positioning •  Naming •  Technological •  Taglines •  Visual design
  22. 22. the Branding creates alignment STRATEGIC DESIGNER Design for business
  23. 23. the Branding is alignment STRATEGIC DESIGNER Design for business The most efficient way to achieve alignment is through a collaborative process
  24. 24. the Branding is collaborative STRATEGIC DESIGNER Design for business 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
  25. 25. the Branding is collaborative STRATEGIC DESIGNER Design for business Collaboration is key •  Brands are now co-creators with their audiences •  Cuts down on the disconnect between the organization and the people they serve
  26. 26. the Branding is collaborative STRATEGIC DESIGNER Design for business Brand with your ears –  Listening creates trust –  Listening and questioning are our most valuable tools –  Questioning gets you to real motivations Client –  Understanding motivations can help you influence behaviors
  27. 27. the Branding is collaborative STRATEGIC DESIGNER Design for business On a side note: HOWARD ROARK MUST DIE
  28. 28. the Branding is collaborative STRATEGIC DESIGNER Design for business “People support what they help create”
  29. 29. the Branding is a process STRATEGIC DESIGNER Design for business “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
  30. 30. the Branding is a process STRATEGIC DESIGNER Design for business Strategic Brand Development Process Understanding Understanding Competitive Creative Brand the business the audience positioning development evaluation •  Mission & •  Segments •  Cost •  Verbal identity •  Internal Vision •  Attitudes •  Focus •  Visual Identity alignment •  Goals •  Beliefs •  Differentiation •  Audience •  Environment •  Values awareness •  Behaviors •  Business performance
  31. 31. the Strategic brand development STRATEGIC DESIGNER Design for business Agenda •  Each table will be a fictitious wiffle ball manufacturing company –  Assign a scribe Client –  Assign a spokesperson •  We will go through each step of the brand process to create brand for your company
  32. 32. the Strategic brand development STRATEGIC DESIGNER Design for business The Competition: Amalgamated Wiffle Ball Corp. •  Client 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.
  33. 33. the Branding is a process STRATEGIC DESIGNER Design for business Strategic Brand Development Process Understanding Understanding Competitive Creative Brand the business the audience positioning development evaluation •  Mission & •  Segments •  Cost •  Verbal identity •  Internal Vision •  Attitudes •  Focus •  Visual Identity alignment •  Goals •  Beliefs •  Differentiation •  Audience •  Environment •  Values awareness •  Behaviors •  Business performance
  34. 34. the Understanding the business STRATEGIC DESIGNER Design for business
  35. 35. the Understanding the business: Define the problem STRATEGIC DESIGNER Design for business
  36. 36. the Understanding the business: Define the problem STRATEGIC DESIGNER Design for business Problem definition tools Drill Down Technique Ishikawa Diagrams
  37. 37. the Understanding the business: Define the problem STRATEGIC DESIGNER Design for business 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.
  38. 38. the Understanding the business: Purpose, vision & mission STRATEGIC DESIGNER Design for business
  39. 39. the Understanding the business: Purpose, vision & mission STRATEGIC DESIGNER Design for business Vision Core Ideology BHAG Core values Core Purpose Vivid Description Mission What do we do? Who do we support? How do we do it?
  40. 40. the Understanding the business: Purpose, vision & mission STRATEGIC DESIGNER Design for business
  41. 41. the Understanding the business: Purpose, vision & mission STRATEGIC DESIGNER Design for business 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?
  42. 42. the Understanding the business: Purpose, vision & mission STRATEGIC DESIGNER Design for business
  43. 43. the Understanding the business: Purpose, vision & mission STRATEGIC DESIGNER Design for business 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.
  44. 44. the Understanding the business: Purpose, vision & mission STRATEGIC DESIGNER Design for business 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)
  45. 45. the Understanding the business: Goals STRATEGIC DESIGNER Design for business
  46. 46. the Understanding the business: Goals STRATEGIC DESIGNER Design for business Brand goal framework Objectives Goals KPI Target •  Why does the •  What strategies •  What metrics will •  What numerical brand exist? will we use to help us values will we use accomplish our understand how to measure brand brand objectives? we are doing? success?
  47. 47. the Understanding the business: Goals STRATEGIC DESIGNER Design for business
  48. 48. the Understanding the business: Goals STRATEGIC DESIGNER Design for business Goal description Feasibility Importance 1. Increase brand awareness GOAL FOCUS EXERCISE 2. Grow customer base 3. Increase repeat customers 3 4 What’s important and achievable 4. Reduce costs 5. Maintain pricing 6. Create online store front 7. Create a customer loyalty program This exercise answers the question 8. Host a series of events Total 24 24 “Given our resources, what should we do? 5 4 Step 1: Brainstorm and list top eight goals Feasibility Step 2: Rank for importance and feasibility 3 3 3. Increase repeat customers Step 3: Chart points on the grid 2 1 0 1 2 3 4 5 Importance
  49. 49. the Understanding the business: Goals STRATEGIC DESIGNER Design for business GOAL FOCUS EXERCISE What’s important and achievable Step 1: Brainstorm and rank goals Goal description Feasibility Importance 1. Increase brand awareness 2. Grow customer base 3. Increase repeat customers 3 4 4. Reduce costs 5. Maintain pricing 6. Create online store front 7. Create a customer loyalty program 8. Host a series of events Total 24 24
  50. 50. Goal description Feasibility Importance the Understanding the business: Goals 1. Increase brand awareness STRATEGIC DESIGNER Design for business 2. Grow customer base 3. Increase repeat customers 3 4 4. Reduce costs 5. Maintain pricing GOAL FOCUS EXERCISE 6. Create online store front 7. Create a customer loyalty program What’s important and achievable 8. Host a series of events Total 24 24 Step 2: Chart the goals 5 Goal description Feasibility Importance 1. Increase brand awareness 2. Grow customer base 3. Increase repeat customers 3 4 4 4. Reduce costs 5. Maintain pricing Feasibility 3 3. Increase repeat 6. Create online store front 3 customers 7. Create a customer loyalty program 8. Host a series of events Total 24 24 2 5 1 4 0 1 2 3 4 5 Feasibility 3 3. Increase repeat 3 customers Importance 2
  51. 51. the Understanding the business: Internal analysis STRATEGIC DESIGNER Design for business
  52. 52. the Understanding the business: Internal analysis STRATEGIC DESIGNER Design for business Internal forces SWOT EXERCISE Internal and external analysis Strengths (tend to be internal) •  What do we do better than our peers? Strengths Weaknesses •  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 Threats 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? External forces •  What’s happening in the state that could have a negative impact on the university?
  53. 53. the Understand the audience STRATEGIC DESIGNER Design for business 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?
  54. 54. the Understand the audience STRATEGIC DESIGNER Design for business
  55. 55. the Understand the audience STRATEGIC DESIGNER Design for business 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
  56. 56. the Understand the audience STRATEGIC DESIGNER Design for business 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
  57. 57. the Understand the audience STRATEGIC DESIGNER Design for business 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
  58. 58. the Understand the audience: Personas STRATEGIC DESIGNER Design for business Who is the audience? Demographics Myers-Briggs Keirsey-Bates Hippocrates •  Age •  Extroverts/ •  Artisans •  Sanguine •  Gender Introverts •  Guardians •  Choleric •  Location •  Sensors/Feelers •  Idealists •  Melancholic •  Status •  Judgers/ •  Rationalists •  Phlegmatic Perceivers •  Thinkers/Feelers
  59. 59. the Understand the audience: Personas STRATEGIC DESIGNER Design for business 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?
  60. 60. the Understand the audience: Brand pyramid STRATEGIC DESIGNER Design for business 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?
  61. 61. the Understand the audience: Personas STRATEGIC DESIGNER Design for business 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
  62. 62. the Understand the audience: Personas STRATEGIC DESIGNER Design for business Persona Framework Spontaneous Competitive Quick Quick/ Quick/ emotional logical Humanist Methodical Deliberate/ Deliberate/ emotional logical Deliberate Emotional Logical
  63. 63. the Understand the audience: Personas STRATEGIC DESIGNER Design for business 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
  64. 64. the Understand the audience: Personas STRATEGIC DESIGNER Design for business 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
  65. 65. the Understand the audience: Personas STRATEGIC DESIGNER Design for business 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
  66. 66. the Understand the audience: Personas STRATEGIC DESIGNER Design for business 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
  67. 67. the Understand the audience: Personas STRATEGIC DESIGNER Design for business
  68. 68. the Understand the audience: Personas STRATEGIC DESIGNER Design for business 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
  69. 69. the Understand the audience: Personas STRATEGIC DESIGNER Design for business
  70. 70. the Understand the audience: Personas STRATEGIC DESIGNER Design for business
  71. 71. the Brand Positioning STRATEGIC DESIGNER Design for business
  72. 72. the Brand Positioning STRATEGIC DESIGNER Design for business Three elements of brand experience People •  Employees need to embody the brand in values and behavior Offerings Processes •  Need to meet •  The organization the emotional must always be and functional looking for new needs of the ways to provide audience audience value
  73. 73. the Brand Positioning STRATEGIC DESIGNER Design for business EXERCISE: Competitive analysis 10 Differentiation is about expressing a 9 unique value that is 8 meaningful to the Level of performance 7 target audience 6 Step 1: Make a list of 5 eight things that are 4 important to the audience in this category 3 Step 2: Rank yourself 2 and your competitors 1 Step 3: Chart on a graph 0 Areas of customer Cost Availability Durability Variety Fun Usability Safety _________ Step 4: Identify points of expectation differentiation Amalgamated Wiffle Ball
  74. 74. the Brand Positioning STRATEGIC DESIGNER Design for business EXERCISE: Competitive analysis 10 Differentiation is 9 about expressing a unique value that is 8 Level of performance meaningful to the 7 target audience 6 Step 1: Make a list of 5 eight things that are 4 important to the audience in this category 3 2 Step 2: Rank yourself and your competitors 1 Step 3: Chart on a graph 0 Areas of customer Cost Availability Durability Variety Fun Usability Safety _________ Step 4: Identify points of expectation differentiation Amalgamated Wiffle Ball Your Wiffle Ball Company
  75. 75. the Brand Positioning STRATEGIC DESIGNER Design for business EXERCISE: Competitive differentiation Where to focus the organization and the brand Eliminate Raise What factors that the industry Which factors should be raised takes for granted can be well above the industry’s eliminated? standard? Reduce Create Which factors should be reduced Which factors should be created well below the industry’s standard? that the industry has never offered?
  76. 76. the Creating the verbal and visual brand STRATEGIC DESIGNER Design for business
  77. 77. the Creating the verbal and visual brand STRATEGIC DESIGNER Design for business Brand messaging framework Brand proof Brand promise Brand name Brand tagline points •  Organizations name •  Character •  Short and punchy •  Examples of how you live the brand •  Unique audience •  Value •  Memorable value •  Offering •  Describe the unique •  Category audience value •  Unique •  Audience profile •  Audience point of satisfaction
  78. 78. the Creating the verbal and visual brand STRATEGIC DESIGNER Design for business 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
  79. 79. the Creating the verbal and visual brand STRATEGIC DESIGNER Design for business 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
  80. 80. the Creating the verbal and visual brand STRATEGIC DESIGNER Design for business 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
  81. 81. the Creating the verbal and visual brand STRATEGIC DESIGNER Design for business Creating visual brand alignment Drawing, keywords, mind maps, word associations
  82. 82. the Creating the verbal and visual brand STRATEGIC DESIGNER Design for business EXERCISE: Conceptual drawing •  Drawing the experience •  Conceptual •  Fun •  Creates buy-in
  83. 83. the Understanding the audience STRATEGIC DESIGNER Design for business •  Projective techniques –  Drawing the experience
  84. 84. the Understanding the audience STRATEGIC DESIGNER Design for business •  Projective techniques –  Drawing the experience
  85. 85. the Understanding the audience STRATEGIC DESIGNER Design for business •  Projective techniques –  Drawing the experience
  86. 86. the Understanding the audience STRATEGIC DESIGNER Design for business •  Projective techniques –  Drawing the experience
  87. 87. the Creating the verbal and visual brand STRATEGIC DESIGNER Design for business EXERCISE: Visual development Totemics •  Developed by Angela Dumas •  How to build a totem –  Define context –  Build vocabulary –  Refine perceptions –  Distill the totem
  88. 88. the Creating the verbal and visual brand STRATEGIC DESIGNER Design for business Step one •  Build a context. Customers are asked to present ideas or examples of what they like and don’t like.
  89. 89. the Creating the verbal and visual brand STRATEGIC DESIGNER Design for business 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
  90. 90. the Creating the verbal and visual brand STRATEGIC DESIGNER Design for business 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.)
  91. 91. the Creating the verbal and visual brand STRATEGIC DESIGNER Design for business Step four: Select images •  The team selects one image from each category to match the ten descriptors from step one.
  92. 92. the Creating the verbal and visual brand STRATEGIC DESIGNER Design for business 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
  93. 93. the Creating the verbal and visual brand STRATEGIC DESIGNER Design for business 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
  94. 94. the Creating the verbal and visual brand STRATEGIC DESIGNER Design for business •  Complexity: minimal <> complex
  95. 95. the Creating the verbal and visual brand STRATEGIC DESIGNER Design for business •  Representation: realist <> abstract
  96. 96. the Creating the verbal and visual brand STRATEGIC DESIGNER Design for business •  Movement: dynamic <> solid
  97. 97. the Creating the verbal and visual brand STRATEGIC DESIGNER Design for business •  Voice: loud <> understated
  98. 98. the Creating the verbal and visual brand STRATEGIC DESIGNER Design for business •  Time: contemporary <> traditional
  99. 99. the Creating the verbal and visual brand STRATEGIC DESIGNER Design for business •  Location: city/country/state/nation/international
  100. 100. the Creating the verbal and visual brand STRATEGIC DESIGNER Design for business •  Authenticity: authentic <> derivative
  101. 101. the Creating the verbal and visual brand STRATEGIC DESIGNER Design for business •  Technology: Hi tech <> handmade
  102. 102. the Creating the verbal and visual brand STRATEGIC DESIGNER Design for business 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
  103. 103. the Creating the verbal and visual brand STRATEGIC DESIGNER Design for business 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. .
  104. 104. the Evaluating brand success STRATEGIC DESIGNER Design for business
  105. 105. the Evaluating brand success STRATEGIC DESIGNER Design for business 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
  106. 106. the Evaluating brand success STRATEGIC DESIGNER Design for business 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.
  107. 107. the Evaluating brand success STRATEGIC DESIGNER Design for business 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
  108. 108. the Evaluating brand success STRATEGIC DESIGNER Design for business Monadic Approach A means for testing multiple design options •  Two groups of people •  Each group reviews one of the design options •  Compare the responses
  109. 109. the Evaluating brand success STRATEGIC DESIGNER Design for business EXERCISE: Visual Equities Draw the logos created by the other tables from memory.
  110. 110. the Evaluating brand success STRATEGIC DESIGNER Design for business 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)
  111. 111. the Alignment STRATEGIC DESIGNER Design for business
  112. 112. the Shameless promotion STRATEGIC DESIGNER Design for business Published by Available through the HOW bookstore at: MyDesignShop.com Dave Holston The Strategic Designer www.the-strategic-designer.com dave@the-strategic-designer.com
  113. 113. the STRATEGIC DESIGNER Design for business Strategic Designer Workshop Brand Strategy Development Dave Holston The Strategic Designer www.the-strategic-designer.com dave@the-strategic-designer.com

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