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Brand ManitobaThe Manitoba Image Project
Premier’s Economic Advisory Council (PEAC)• 35 members from business, labour, community• co-chaired by Bob Silver, Western Glove Works and Robert Ziegler, UFCW 832• advise on economic issues• asked Premier to take on Manitoba’s image
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Premier’s Economic Advisory Council (PEAC)• PEAC created Image Task Force (31 members), co-chaired by Ash Modha (Mondetta Clothing) and Mariette Mulaire (CEDEM)
• PEAC’s goal: - to coordinate existing promotion about Manitoba under a single umbrella image that conveyed a strong and consistent message to all target audiences. The development of a place brand was undertaken to address this key issue.
We are creating a fresh,new way of communicating theProvince’s unique identity to raise our profile and tell the world what a great place Manitoba is to live in, work in, invest in and visit.
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Business businesses need to fill skilled labour positions. Businesses need government and citizens to adopt a fresher, moreentrepreneurial and business supportive attitude.
Youth Young adults want the opportunity to achieve their economic potential but are leaving to build careers elsewhere.
General Public Manitobans want a rallying cry that articulates to the world their love and pride of the place they have chosen to call home.
Tourists There is a lack of awareness and understanding of Manitoba as a tourist destination; it’s not on the radar screen.
Name Logo
What is a brand?
Ad
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What is a brand?Everything you do defines your brand
Brand
PublicRelations Advertising
Behaviour
Name
Identity /logo
People
Products& Support
WebPresence
InvestorRelations
CorporateCommunications
Environments
PromotionalMaterial
The Manitoba brandThe Manitoba brand is much more than a logo. It isan experience. One that we hope meets the needs of audience, moves them to action and inspires their loyalty. It is the emotions and feelings that they associate with our product – which is our province and especially our people.
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The Manitoba brandEverything we do defines the Manitoba brand. Our brand defines ‘who we are’ and ‘who we are not.’
A proactively managed brand should incorporate our aspirations, not just the current state, and adds emotional elements.
Our brand is not an advertising strategy, a slogan or a sales message. It should also be a philosophy and belief system that helps our audiences better understand Manitoba and it articulates the role we are here to fulfill.
‘Place branding’ has the same problem as ‘marketing’. There is no satisfactory way to communicate succinctly what it involves, and
misconceptions therefore abound, even among practitioners.”
“…That is the reason why genuine place branding — involving the whole place and all the people — is much more challenging than product/service branding or corporate branding. It involves a wide range of stakeholders — residents, politicians, business people, those concerned with culture and heritage, tourists, potential inward investors and government workers — and needs to motivate all of them, with limited budgets. This is not an easy task, because the numerous stakeholders often have conflicting needs as well as strong opinions. By contrast, marketing Pampers or IBM is relatively straightforward.”
Hugh Davidson Visiting Professor of Marketing at Cranfield University Schoolof Management (UK) and chair of the Management Committee for Branding and Marketing the Isle of Man. - Place Branding, Jan. 2006
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Research Program
Stage 1:Team set-up and initialresearch
Step 1:Image Task Force set and Interbrandengaged
Step 2:Detailed work plan
Step 3:brandmanitoba.casetup
Step 4:PEAC and community consultations
Step 5:Probe #1 – youth focus groups, PEAC web survey
Stage 2:Brand strategy development
Step 1:Strategy & Target audience audit
Step 2:Competitive and best practices audit
Step 4:Brand audit
Stage 3:Brand imagedevelopmentand verification
Step 4:Opportunity modeling & brand positioning
Step 5:Creative directions developed
Stage 4:Implementationpreparation
Step 1:Brand identity and creative strategy
Step 2: kisquaredattitudes and creative testing, Manitoba, Calgary, Toronto
Step 3:Probe #2 – 4 groups, extra creative testing
Step 5:Creative directions adjustment
Stage 5:Implementationstrategy and launch
Step 1:Develop brand guidelines
Step 2:Launch and implementation plan consultation
Step 3:Brand scorecard
Step 4:PRA refined creative testing and attitudes
Step 4:Creative, brand package adopted
May 2004 January 2005 March 2005 Apr-Aug 2006
Brand Manitoba Timeline
Step 1:Engage agency
Step 2:Launch and implementation plan developed and accepted
Step 3:Awareness baseline
Step 4:Creative implementation
Step 5:
Launch phase
January 2006
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Research• review of extensive primary, secondary research
• 59 in-depth interviews – leaders in business, culture, government, community-at-large
• research and consultation involved approx. 2,000 people both within and outside Manitoba
• 26 focus groups – Manitoba, Calgary, Toronto:• pre-development – Probe
• creative concepts and attitudes – kisquared
• post-development – Probe
• final development – PRA
• best practices review and internet survey
Primary Research2000
• National Omnibus – Wpg Chamber (n1500) - Reid
• Travel Mb market survey – Probe
• Travel Mb survey – Wpg Chamber (report)
2001
• Travel Mb market survey – Probe
• Omnibus – Winnipeg Chamber (n600) –Viewpoints
• Travel Mb US post-campaign – Probe
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Primary Research2002
• Snr corporate attitudes – IEDM - COMPAS
• Assessment, Mb Homecoming Initiative, ITM -Probe
•Mb brand architecture and messaging for US, (Travel Mb) – Longwoods
2003
• Snr corporate attitudes – IEDM – Compass
• How world sees Canada, Communications Canada
• Mb’s image in news media, IEDM
Primary Research2004 – 2006 (26 groups)
• Branding Manitoba: Youth, PEAC - Probe
• Mb Branding Focus Groups, PEAC - kisquared
• Qual. Assessment of Mb rebranding, PEAC –Probe
• Branding & logo testing – PRA
• brand audit, best practices review – Interbrand
• voluntary web survey, comments
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Secondary Research• “Community Voices…”, United Way Wpg – 1999
• “Winnipeggers Speak Out…”, PRA – 2002
• “Canadians Tourism Facts…”, CTC – 2003
• “Wpg Labour Market…”, Govt of Canada – 2003-04
• “Competitive Alternatives…” (Wpg vs other centres), KPMG – 2004
• “Mb Check Up…”, Inst of CAs Mb – 2004
• “Influeners & Priorities…”, Chris Adams - 2004
Findings• indisputable link between the image of Winnipeg and the image of Manitoba
• Manitoba is largely unbranded
• Manitoba is not clearly identified within a competitive set, nor has it consistently identified that set
• in not choosing a competitor, Manitoba is not competing
• there is no “rallying cry”
• lack awareness of brand attributes
• individual efforts are not coordinated
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Findings• Manitobans’ self-deprecation reinforces negative perceptions and sterotypes
• generally accepted aspects of Manitoba character may require examination
• friendly, diverse, tolerant
• Manitoba brand has not been proactively managed, allowing stereotypes and negative perceptions to form the identity
• yet, there are more strengths than weaknesses
Findings•• contradictory attitudes drive middle-of-the-road attitudes
• aspire to change without changing
• success comes at expense of others
• risk aversion
• upset by stereotypes but first to reinforce them
• Manitoba wins with trial use• real experience results in loyalty
• Manitoba is a powerful magnet that draws people back
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Findings••• size and accessibility result in tremendous opportunities for individuals to make real impact
• relative isolation creates culture of independence and self-sufficiency
• youth demographics and business skills needs actually align, but appear out of synch
• Manitoba’s challenges are not overwhelming nor unique
Findings – creative testing1. most creative options had pluses &
minuses
2. bottom line of Manitoba participants – “Do Something!”
3. creative testing more than a simple popularity contest – matching goals of client vital
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Findings – creative testing4. ultimate decision based on overall body
of research, balance between acceptance by domestic target audiences & external audience findings
5. each research round led to new questions that PEAC and Interbrand felt needed more investigation
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Brand Aspirations1. The brand should strive to embody the
“have” province qualities with something more special and unique that captures both personal and professional fulfillment.
Brand Aspirations2. The brand should project an
entrepreneurial spirit with positioning and attributes that speak explicitly to a compelling Manitoban definition of success.
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Brand Aspirations3. The brand must strive to be bold,
dynamic and captivating in order to signal change and break out of the clutter of competitive positions.
Every time you communicate with your audiences you either build equity in your brand, or you destroy it.”Martin Homlish, Chief Marketing Officer, SAPWall Street Journal, September 2000
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Brand Positioning
Spirited Energy
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Spirited Energy Manitoba’s rich history of diverse cultures, varied climate and northern location have instilled a unique energy that radiates from the hearts and minds of our people. From the birthplace of many successful artists, musicians and entrepreneurs who compete on the world stage, to the natural resources that fuel our economy, Manitoba is a wellspring of energy. This mobilizing force and enterprising spirit is as transparent as itis contagious. Manitoba’s spirited energy propels our province and its people, and drives our success. A rich past, a vibrant future — it’s ours.
Spirited Energy
Relevance:1. Alluring and mystical to outsiders; people are attracted to
the energy of a place2. Promotes a feeling of momentum and optimism3. Sense of pride and unifying force internally4. Unique spirit umbrellas all MB’ans5. Meaningful on multiple levels and across
all stakeholders6. Speaks of opportunity
Differentiation:1. Clearly differentiated and difficult to imitate2. Speaks to higher order benefit3. Reflects unique combination of pioneering, native/cultural
and creative spirit4. Hydroelectric energy represents a key industry5. Energy emanates from the center of nucleus, and MB is
geographically located in the center of NA
Credibility:1. History of hardships/adversity has instilled a unique
attitude/will among MB’ans 2. Supportive community3. Rich Aboriginal history and population; cultural
diversity4. Vibrant arts and culture5. Natural resources (hydro), Northern Lights
Stretch:1. Desire and potential for MB to be a vibrant, progressive
place in the next 10 years2. Promotes individual empowerment that will drive
collective success3. Opportunity for MB to be known for its natural energy4. Celebrates Aboriginal and other cultural heritage for future
seamless integration of communities
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On Spirited Energy…• energy is “certainly perceived as a positive for the province”
• spirited is “spunky” … “one of the better received taglines”
• “dynamic image of the province”
• “embraced Manitoba’s Aboriginal heritage”
• participants “preferred the Manitoba word mark”
• liked “connectedness or flow” of lettering, reflecting how “we are joined together”
• “research suggests Manitoba word mark combined with the ‘spirited energy’ tagline best delivers positive associations for the province”
- Source: Focus groups executive summaries
Launch video
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Best (and not the best) Practices
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Recent Implementations:Toronto - 2005
Recent Implementations:Toronto – 2005
Pros• Long-term commitment intended
by Toronto Tourism ($4 million development and launch)
• Extensive development process • Utilized a spectrum of
communication channels to promote the brand (print, signage, web, etc.)
• Produced a launch strategy that took viewers through rationale and process
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Recent Implementations:Toronto – 2005
Cons• Lack of clarity in roles and
responsibilities between the parties involved (Tourism Toronto, the City of Toronto, the Toronto City Summit Alliance, and the Ontario Ministry of Tourism and Recreation)
• No clear leadership to answer initial criticism from media and citizens - this then caused negativity to grow
• No energetic and participative launch event – sterile support materials “… an embarrassment
and indefensible.”- Toronto Mayor David Miller
Recent Implementations:Guatemala – 2005
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Recent Implementations:Guatemala – 2005
Pros• Significant, visible support from
senior leaders including the President
• Creative and visible launch event that communicated the key points behind the brand
• Media briefings to help control the message
• Influential people gave testimonials and speak publicly in support of the solution
• Coordinated rollout of support materials to reinforce the brand was vibrant and there to stay
Cons• Inadequate budget established for
sustained communications• Loss of control of brand assets so
it is being misused in the market• Department fighting within
government hampering consistency• Assumption that private enterprise
would support the brand
Recent Implementations:Atlanta – 2005
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Recent Implementations:Atlanta – 2005
Pros• Strong support from government and
business community (most work was donated)
• Significant budget for launch and ongoing communications
• “opportunity, optimism, openness”message simple, memorable and consistent (inspirational and aspirational based on the city’s race problems)
• Team ATL Ambassador program -trains them and distributes shirts, wristbands, and pins
• Extremely visible rollout
Cons• Viewed as somewhat elite not
including or reflecting the common individual during development but implementation is swaying residents
• Media were included but still took the opportunity to criticize the outcome
• Restricting color palette and one dimensional brand system
Competitive Audit
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The marketing strategies for all competitors are remarkably similar
• “building on the equity of the world-recognized Super, Natural British Columbia brand”• “Explore and develop emerging markets”• “Involve industry partners to meet the need of increasingly sophisticated consumers”• “…focus on Ontario travel activities/products to focus on emotional experiences”• “best in class” experiences that have the potential to generate significant partner
contributions”• “…attract Albertans to visit specific areas more often, and for longer periods of time”• “Create strong destination awareness marketing … to stimulate travel around Alberta”• “Improve industry communication so tourism operators receive more timely information and
share more ideas then ever before”
• Source: Provincial strategic plans
The imagery for all competitors are remarkably similar
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Much of the focus is on leveraging natural assets, devoid of personality (people)
• “The Best Place on Earth”• “Vancouver, spectacular by nature”• “Canada’s Rocky Mountain Playground”• “A Wealth of Opportunities”• “Alberta Advantage”• “Four Season’s Destination”• “Super, Natural British Columbia”
Diversity is neither a distinction nor effectively promoted
• High demographic representation is common competitive characteristic
– Residents speaking non-official languages: 0.9 million– Immigrant population : 1,009,820
– Residents speaking non-official languages: 2.7 million– Immigration: 25.6% of national total– Toronto’s population is one of the most ethnically diverse
in the – world, with more 100 different ethnic groups
– Residents speaking non-official languages: 469,220– Immigration: 14.9% of national total
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The promise of economic prosperity is pervasive
• All provinces claim superior work environments– “Invest Here”• Almost 20% cut in the general corporate income tax rate• Elimination of the general corporate capital tax
– Toronto Stock Exchange is ranked North America’s third largest – Tax rate at 34.12% is over 3% pts. lower than the U.S.– Corporate profits are expected to rise by 5.8% in 2004– Unemployment rate 7.1%
– “Alberta Advantage”– Alberta has no provincial sales tax, no provincial general capital tax • or payroll tax and no machinery and equipment tax • Edmonton ranked 2nd and Calgary 7th in overall business costs
While the value of work and play are apparent, no marketing synergies
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Manitoba shares many similarities with the competitors, preempting opportunities for differentiation
• Natural beauty: expansiveness, water & winter sports
• Entertainment both arts, music and sports• Ethnic diversity• Suitable business climate• Strong sense of provincial heritage• Progressive and tolerant communities• Ambitious and optimistic• Competitive• Focused on indigenous appeal and growth
Best Practices
• Commitment to long-term and consistent communications helps ensure acceptance and loyalty to the brand
• In examining best practices, it must be noted that there is no blueprint for success as each jurisdiction is entirely unique, requiring a custom plan. However, there are several lessons both positive and negative to factor into planning
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Best Practices
1. Begin with the End in MindWhen launching or re-launching a brand in a target market, brand owners have greater success when they agree on desired end results. This requires a comprehensive strategy that focuses on making real connections and demonstrates real value to specific target markets. That is why the Brand Scorecard is part of implementation - to focus the communications to producing real results.
Best Practices
2. It’s Education and CommunicationYour brand is about your reason for existing in the marketplace. The articulation of this must be made succinctly, creatively and passionately to your audiences. It must also be repeated in new ways and reinforced visually. Audiences must be allowed time to understand, challenge, help evolve and champion the brand.
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Best Practices
3. Do Not Oversell BrandingBrand strategy can bring business strategy to life, however, it is not the panacea for all performance issues. Branding delivers the aggregate of your offer in a coordinated manner and that is powerful. Branding is not designed to cloak or spin. Be clear that branding honestly conveys the promise and proof of what makes you unique yet, if the experience does not support the promise, the brand will be impacted.
Best Practices
4. You are Not Launching a LogoYou are selling yourself short if you think the complexity of your brand can be adequately summed in a logo. Branding does simplify communications but it cannot simplify the offer. Brands represent detailed and complex offers – it is important for audiences to understand the detail so there is appropriate context when the logo is revealed.
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Best Practices
5. You are Always LaunchingA brand launch is not a one-time event. Many make the mistake of putting their efforts (and budget) into a spectacularkickoff and then discover that the brand has no traction in the market. Brand communications are consistent and represent a commitment to the long-term. Sustainability is the goal in launch and implementation. The more tangible the representation of the brand – the greater the chance for success. Balance communications with actual demonstrations of the brand in action.
Brand Launch Strategy
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The idea that simply providing a place with a new graphic device and a new tagline can do anything to change its fortunes … is patently absurd.”- Simon Anholt, Managing Editor, Place Branding Journal
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12 month strategy
Phase 1 Brand launch and brand promotion —May through August, 2006
Phase 2 Fall general audience and business build —September week 1 to November week 3, 2006
Phase 3Spring booster and brand building —February 1 through March 31st, 2007
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3 month launch strategy
A. Pre-launch — May to June 14th• confirm the need• tell the story – people!• create the partnerships
B. Launch — June 14• unveil the brand identity• generate enthusiasm• show support from business and youth
C. Post launch — June 15 - September 1• promote adoption• reinforce support
Phase 1
Pre-launch: May to June 14
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“Teaser” Advertising CampaignConfirm the need – build the case
Launch: June 14-September
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Patterns for residential
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Patterns for tourism
Patterns for business
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Television “Reveal”
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Other Issues• Manitoba in competitive branding environment - examples include:
• Saskatchewan’s $14 million “Our Future’s Wide Open”(plus new $2.5 million business and investment campaign)
• Montreal’s $23 million new look and tourism ad campaign
• “Brand Nova Scotia” - $6 million
• government support has been vital, but PEAC has already leveraged more than $500,000 in partnership value to launch.
Other Issues• Launch phase partners to-date include: Brandon University, Broadcaster’s Association of Manitoba, CanWest, City of Winnipeg, Conseilde développement économique des municipalités bilingues du Manitoba (CDEM), Destination Winnipeg, Free Press Publications, Great-West Life, Inn at the Forks, Investors Group, MTS Allstream, Manitoba Chambers of Commerce, Manitoba Government, Manitoba Hydro, Manitoba Liquor Control Commission, Manitoba Lotteries Corporation, Manitoba Museum, Manitoba Public Insurance Corporation, Mondetta Clothing, Norwood Hotel, Red River College, St. Boniface Hospital, The Forks, Travel Manitoba, United Food and Commercial Workers Local 832, University College of the North, University of Manitoba, University of Winnipeg, Winnipeg Airports Authority, Winnipeg Art Gallery, Winnipeg Chamber of Commerce
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Place Branding Measurement
• baseline launch measurement• ongoing market research and ongoing
measurement• brand “scorecard”• metrics are currently being tracked by provincial
government departments and/or local agencies promoting the province
