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ESSENTIALS OF BRAND STRATEGY PATTI FREY BENJAMIN DIRECTOR OF BRAND STRATEGY, PHINNEY BISCHOFF
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ESSENTIALS OF BRAND STRATEGY PATTI FREY BENJAMIN
DIRECTOR OF BRAND STRATEGY, PHINNEY BISCHOFF
HI. I’M PATTI.
I WORK HERE.
I PLAY HERE.
THIS PROVES I KNOW BRANDING.
FINDING CONNECTIONS
‣ 10-10:30
‣ 10:30-11:15
‣ 11:15-12:30
‣ 12:30-1:15
‣ 1:15-1:45
‣ 1:45-2:30
‣ 2:30-3:30
‣ 3:30-4
7
TODAY’S SCHEDULE
Introductions
Branding & Brand Architecture
Brand Development Homework
Lunch Break
More Brand Development Homework
Creating Compelling Brands
Managing and Promoting Your Brand
Q&A & Evaluations
WHAT IS A BRAND?
A BRAND IS A SET OF EXPECTATIONS AND EMOTIONS..
ORGANIZATIONS CREATE THEM, BUT THEY LIVE IN THE HEARTS AND MINDS OF THEIR AUDIENCES.
‣ Build affinity and loyalty
‣ Change behavior
‣ Enhance credibility and pave the way for new products, services or programs
‣ Give you a competitive edge
‣ Create a sense of belonging, unity and shared purpose
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IN SUMMARY, A STRONG BRAND CAN
YOU ASKED:
IF I “BRAND” MY INTERNALLY FOCUSED PROJECT WILL THAT HELP IT SUCCEED?
YOU ASKED:
I’M WORKING ON A CHANGE MANAGEMENT PLAN FOR INTERNAL CLIENTS. WILL A BRAND HELP?
A FEW WORDS ABOUT BRAND ARCHITECTURE
‣ The structure of brands within an organization — how your brands are related/differentiated
‣ A way to help audiences understand/relate to your brands
‣ A decision-making tool
‣ A plan where business and branding intersect
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WHAT IS BRAND ARCHITECTURE?
Master Brand
Master Brand Model
Umbrella Brand
Sub-brandSub-brand Sub-brand
Umbrella or Sub-Brand Brand Model
ProductBrand
(PARENT BRAND)
ProductBrand
Product Brand Model
ProductBrand
ProductBrand
by PARENT BRAND
ProductBrand
Endorser Brand Model
ProductBrand
Key$Characteristic:Individual)product)brands)are)offered)to)the)core)audience,)with)the)parent)brand)invisible,)in)the)background,)or)known)only)to)secondary) audiences.)
Example:)P&G
Major$Advantage:Ultimate)flexibility)and)ability)to)enter)new)markets.
Major$Challenge:Expensive) to)operate;)lack)of)clarity)for)some) audiences.
Key$Characteristic:A"single"monolithic"brand"or"branded"house" that"utilizes"one"name"across"all"activities"and"audiences.
Example:"GE
Major$Advantage:Simple"and"potentially"easier" to"manage" and"less" expensive" to"operate.
Major$Challenge:Potentially"inflexible"and"vulnerable"to"overextension" and/or"distress" in"one"activity"damaging" perceptions"of"
the"whole.
Key$Characteristic:A"single"monolithic"brand"with"key"strategic"sub6brands.
Example:"FedEx
Major$Advantage:Adds" flexibility"to"the"mater"brand"model.
Major$Challenge:Requires" top6down"strategic"focus"to"avoid"brand"proliferation;"more"expensive" to"operate"than"pure"
master" brand.
Key$Characteristic:Individual)product)brands)are)offered)to)the)core)audience,)with)the)parent)brand)serving)as)a)visible)endorser.
Example:)Kellogg’s
Major$Advantage:Builds)more)equity)in)the)parent)brand)than)the)pure)product)brand)model.
Major$Challenge:Expensive)to)operate)and)vulnerable)to)distress)in)one)product)damaging)perceptions)of)other)endorsed)products.
BRANDS NEED TO BE NURTURED AND FED TO SUCCEED
DON’T TRY TO SAVE THE MARRIAGE BY HAVING ANOTHER BABY
SOMETIMES IT’S BETTER NOT TO BRAND
APPLICATION:
WHAT IS LHWMP’S CURRENT BRAND ARCHITECTURE?
APPLICATION:
WHICH BRAND MODELS COULD LEAD TO SUCCESS?
Master Brand
Master Brand Model
Umbrella Brand
Sub-brandSub-brand Sub-brand
Umbrella or Sub-Brand Brand Model
ProductBrand
(PARENT BRAND)
ProductBrand
Product Brand Model
ProductBrand
ProductBrand
by PARENT BRAND
ProductBrand
Endorser Brand Model
ProductBrand
BRAND DEVELOPMENT HOMEWORK
BRAND RESEARCH & BRAND AUDITS
‣ Historical data
‣ Business plans, strategic documents, research
‣ Collateral, website, marketing communications, signage
‣ Stakeholder interviews
‣ Employee surveys
‣ Audience/partners surveys
TRY TO ANSWER “WHY,” NOT “WHAT”
Tagline - Building communities. Protecting the land.
Position - Promotes healthy communities and cities in Washington, while protecting the environment.
Personality/Tone - Direct- Confident
Design- Online visual presence feels dated- Content and navigation need prioritization- Conflicting logos (website vs. social media)
Messaging- Dense, copy heavy- Solution-based success stories and CTAs
Key Takeaway- Futurewise’s specific role in building communities and protecting lands is unclear.
active on both
SPUR
‣ Inconsistencies in visual identity weaken brand
‣ No clear unifying message; difficult to understand what you stand for and how you are different from others in your space
‣ Lacking a clear why, what, how
‣ Why do you do it?
‣ What do you do?
‣ How do you do it?
‣ Unclear who the intended audiences are
‣ Confusion over primary mission, actions, and results
FUTUREWISE LOOKS LIKE A FRACTURED BRAND
AUDIENCES & PERSONAS
‣ Focus groups
‣ Peer groups, neighborhood input sessions
‣ 1-on-1 interviews
‣ Ethnographies, behavior diaries
‣ Surveys
‣ Social media
‣ On-site/marketplace observation
WHAT DO THEY CARE ABOUT/WANT/NEED?
BECUTFC VISITOR JOURNEYS
TAGALONG PROSPECTNON-MEMBER
ESL/NOVICE MEMBER & KIDS
OLD SCHOOLBANKER
REGULAR VISITOR
ENGAGEDMEMBER
CORPORATEPARTNER
BECUEMPLOYEE
TomPuyallup, high school teacher, 34 years old, married, banks with SECU
FINANCIAL PRODUCTSSECU Checing & Savings, SECU Auto Loan, REI Visa Card, DRS Defined Contribution Retirement Account
NEEDS / PAIN POINTSFeeling welcomed Entertainment
DEFINING QUOTE“I thought I’d be bored out of mind when Mike said he had to make a stop, but this place is amazing. I’m glad I tagged along.”
Robert Renton, 27 years old, single, no kids, works in Tukwila, moved to Seattle from Los Angeles six months ago, still banks with Chase
FINANCIAL PRODUCTSChase Checking & Savings Federal Student Loans
NEEDS / PAIN POINTSConvenienceWayfinding
DEFINING QUOTE“I come here to use the coin machine on my lunch hour. It’s convenient to where I work.”
KimDelridge, 37 years old, married, 2 children, works PT, BECU mem-ber since she and her husband moved to the area 1 year ago
FINANCIAL PRODUCTSBECU Joint Checking & Savings BECU Auto Loan Bank of America Credit Card
NEEDS / PAIN POINTSAssuranceBelonging Clear visual cues Financial guidance
DEFINING QUOTE“I come here because I know how to get here from my house. They’re so nice and helpful. I often bring my son, who helps me understand.”
LarrySomerset, 71 years old, married, 3 grown children, retired from Machinist job at Boeing, BECU member since 1985
FINANCIAL PRODUCTSBECU Checking & Savings, BECU Mortgage, BECU Credit Line, Chase Credit Card
NEEDS / PAIN POINTSRespect Human interactionTactile experiences (vs digital) Convenience
DEFINING QUOTE“I guess I’m old-fashioned. I like dealing with real people and real money.”
ZoeyWallingford, 35 years old, married, 2 children, BECU member since 2009
FINANCIAL PRODUCTSBECU Checking & Savings Countrywide Home Loan Wells Fargo Credit Card
NEEDS / PAIN POINTSBelonging Community Social interaction Business services
DEFINING QUOTE“I like getting out of the office to run errands. BECU is one of my most enjoyable stops.”
DarrenWest Seattle, used to work in Tukwila (feels comfortable there) 62 years old, divorced, retired, BECU member for 20 years
FINANCIAL PRODUCTSBECU Checking & Savings, BECU Mortgage, BECU Auto Loan, BECU Credit Card, BECU Retirement Accounts
NEEDS / PAIN POINTSRecognitionPersonal relationshipTrustPrivacyFinancial guidance
DEFINING QUOTE“I love BECU and I really trust Mike. I’ve been a loyal member I appreci-ate being treated that way.”
Jim
Green Lake, Corporate Partnership Director at Alaska Airlines, 45 years old, married, 2 children, ongoing professional partnership with BECU
NEEDS / PAIN POINTSProfessionalism Feeling welcomed Partnership Security Wayfinding
DEFINING QUOTE“BECU is great to do business with. Their corporate values are a great fit for us.”
AliciaBellevue, Business Banking Marketing Manager, 42 years old, married, employee since 2009
NEEDS / PAIN POINTSBelonging Pride Motivation Feeling equipped
DEFINING QUOTE“I love working at BECU. I hope this new headquarters reflects the energy and sense of community I experience with my teammates.”
Tom is in town for the day and night, visiting his friend Mike, who lives in Renton. They’re headed into Seattle to meet up with some college buddies. Mike lost his debit card a couple of days ago so Tom has agreed to tag-along on this stop at the TFC so Mike can get a replacement debit card. Tom and Mike enter the building together, but Tom elects to hang out in the waiting area for 15 minutes while Mike leaves to meet with a BECU consultant.
Robert works in the area and comes to TFC every couple of months to cash in the loose change he dumps in a jar each night. Robert isn’t a BECU member, but he found the Coinstar machine here online and has been coming ever since. He occasionally uses the ATM to get cash before the weekend. His checking & savings accounts are with Chase because they had the most branches in LA. Robert is looking to buy a new car this year and he noticed that BECU does auto loans.
Kim is relatively new to the area and, while she speaks enough to get by, English is not her native tongue. She moved to Delridge with her husband and 2 children last year and, because of her shy nature, she often brings her 8-year-old son and 6-year-old daughter with her on errands after school to help with transla-tion. Kim and her husband are hoping to buy a home in a few years. They are hard-workers and scrupulous savers who appreciate sound financial guidance.
Larry grew up in the area and has been a member since he started his job at Boeing. Larry doesn’t like change and he is uncomfortable with digital finan-cial activities. He does most of his banking at the TFC; it’s where he came to cash his paycheck when he was a Machinist in Renton and he doesn’t see a reason to do anything different. He hates paying banking or financial fees and that’s why he loves BECU. That, and he enjoys talking with Melissa, his favorite teller who always makes him feel special.
A BECU member since the financial downturn, Zoey is the manager of a small café near Southcenter. Zoey enjoys the weekly trip to BECU she makes for her office. It gives her the oppor-tunity to get out of the office and she enjoys talking with some of the people she’s gotten to know at BECU. She moved her checking and savings to BECU during the financial downturn because of the experience she’d had through the cafe. Zoey and her husband are looking to remodel their home in Wallingford and she would like to learn more about Home Equity lines of credit.
A long-time, loyal BECU member, Darren recently retired from his Marketing Analyst job at Boeing. One of BECU’s higher net worth members, Darren has a 401k account and a HSA account that he recently rolled over to BECU’s investment services. His priority is ensuring he is able to travel and enjoy this next phase of life without running out of money. Darren has developed a strong relationship with Mike, his BECU Financial Advisor. Mike helped reallocate Darren’s investments to better match his financial goals. Darren enjoys the recognition he receives when he visits the Tukwila Financial Center.
Jim meets with his BECU clients at their office about once a month. He remembers when he first started working with BECU, how awkward it was to stand around and wait for his BECU contact to come meet him in the lobby and escort him upstairs.
Alicia joined BECU 6 years ago. They had been one of her clients and she was impressed by the values and sense of culture she saw every time she met with them. Now a member of the Business Banking team, Alicia is excited about the TFC remodel and hopes the new building will reflect the energy, creative thinking and sense of community she sees. Alicia does most of her personal banking online, but she appreci-ates having the retail branch on the first floor and hopes they will make this a true flagship location.
REASONS TO VISIT TFC
ATMTELLERMEETING A CONSULTANTDOING BUSINESSDRIVE UP
ATMCOIN MACHINE
ATMTELLERMEETING A CONSULTANTDRIVE UP
TELLERMEETING A CONSULTANTDRIVE UP
ATMTELLERDRIVE UP
ATMTELLERVISITING A CONSULTANTDOING BUSINESSDRIVE UP
DOING BUSINESS DOING BUSINESS
TRANSACTIONAL ENGAGED
“The healthcare relationship should be a collaborative one. I take a holistic approach and my best relationships are the long-term ones. When I know a patient really well, I’m better able to help them with their healthcare issues.”
Annelies
Internal Medicine, Group Practice
Demographics+ Average Age: 38
+ Age Range: 30 to 70
+ Median HHI: $185-300,000
+ Education: College, Medical Degree, Internship, possible MBA
+ Employment Status/Position: In a group practice or clinic
+ HH Living Arrangement: Married with chil-dren at home
+ Role in Others’ Health: Trusted advisor
Action Desired+ Changes in Perceptions
+ Changes in Behavior
Key Touchpoints+ OneHealthPort (likes ease/convenience of
accessing multiple insurance carriers with a single sign-on) and insurance carriers’ provider portals to check benefits, billing codes, medical necessity requirements.
+ Desktop computer or laptop to access electronic medical records (EMR) for patient data, schedules, information.
+ Uses tablet when seeing patients.
+ Uses smartphone throughout day (84% of docs use phone at work to schedule, record notes, search, make calls).
+ Increasing use of apps (diagnotic tools, clinical reference, productivity and organi-zation).
+ Relies on pager to stay in contact with col-leagues and staff (85-90% of hospitals still use pagers; new apps may change use).
What Simple & EasyMeans To Me+ Insurance products and services that
reduce “digital paperwork,” save time or steps for staff, or automate work flows feel simple and easy.
+ Motivated by digital (i.e. mobile) tools that improve the quality and coordination of care and/or personal productivity.
+ Barriers to use are documentation require-ments, extra steps, dense copy, anything that feels too new, risky, or unproven.
+ It’s not always easy to find out if a patient has the right medical coverage or if I’m contracted with a specific health plan. Insurance web sites are difficult to search. If we have to call, wait times can be ridicu-lous. Sometimes we just take a chance and then have to write-off the cost of a service or bill our patient. Why can’t it be easier?
Attitudes About Health & Insurance + Takes a more holistic and progressive view
of healthcare. Encourage patients to take a proactive role in their health.
+ Frustrated by complexity of health insur-ance. Different carriers, benefits plans are difficult to understand and access.
+ Long hold times, paperwork associated with prior-authorizations, complexity of billing codes are common pain points.
+ I know health care is changing in ways that will impact how I run my practice and man-age my patients’ care. For my business to stay viable, I will do everything I can to optimize the way I manage my practice. I am interested in technologies that improve communication, the coordination of care and the well-being of my patients.
Lifestyle & Values+ Compassionate, patient, intelligent, pro-
gressive, hard-working.
+ Integrity, excellence, collaboration, perse-verence are core values.
+ Inquisitive, loves a diagnostice challenge.
+ Down-to-earth
+ I want to make a real difference in my patients’ lives. I stress preventive mea-sures, like healthy lifestyle choices, to minimize the number of serious health issues we have to treat. I believe everyone deserves my respect and compassion.
I sometimes struggle to balance the demands of work with those of my per-sonal life. The new burdens of “digital paperwork” created by regulations, our EMS, and patient emails have really increased my work load.
YOU ASKED:
HOW DO I CREATE A BRAND THAT’S RELEVANT TO MULTIPLE AUDIENCES?
LOOK FOR UNIVERSAL TRUTHS.
PRIORITIZE. PRIORITIZE.
DON’T CONFUSE BRANDING WITH MARKETING & COMMUNICATIONS.
APPLICATION:
WHO ARE LHWMP’S KEY AUDIENCES?
LUNCH
MORE BRAND DEVELOPMENT HOMEWORK
COMPETITIVE & COMPARATIVE AUDITS
ORGANIZATIONS REVIEWED
Tagline- Creating Great Communities & Preserving Great Lands
Position- Conservation & community building - Central Cascades/Olympics
Personality/Tone - Approachable environmentalist- Savvy, sophisticated- Engaging- Confident- Direct
Design/Messaging- Compelling photography- Unifying design element (&/E)- Compelling “ying/yang” approach- Innovative conservation/community building- Opportunities for engagement
Key Takeaway- A successful, well-supported non-profit with a clear purpose
active on Twitter
Tagline - None
Position - Statewide advocacy organization focused on environmental issues and policy.
Personality/Tone - Active, involved- Earnest, deliberate- Straightforward
Design/Messaging- Environmental colors (brown/green/orange)- Identity emphasizes environmental protection- Dense (minimal photography/design)- Driving positive change to solve Washington’s most critical environmental problems
- Issues/Legislation/Engagement
Key Takeaway- A serious non-profit that leverages partnerships to support their environmental goals
current and engaging
Tagline - Practical Solutions to Global Warming
Position - Northwest clean energy nonprofit
Personality/Tone - Optimistic, upbeat- Innovative- Kitschy
Design/Messaging- Bright, fresh, solution-oriented- Responsive web design, overly complex navigation
- Stock photography and overly cute headlines undermine credibility
- Accelerating practical/profitable solutions to global warming
Key Takeaway- A non-profit that is trying too hard to be lighthearted about serious issues
current and engaging
active on Twitter
Tagline - Making Neighborhoods Great Together
Position - National smart growth resource and advocacy organization
Personality/Tone - Contemporary- Professional, credible- Aspirational, outcome-oriented- Engaging, connected
Design- Contemporary look & feel- Descriptive name & tagline- Strong identity
Messaging- Copy dense, small type- Making communities work for everyone- Smart investments/common sense solutions- Smart growth is good for everyone
Key Takeaway- A national resource that’s focused and well-defined
very current, active and engaging
Tagline - Ideas and Action for a Better City
Position - Promoting good planning and good government in SF
Personality/Tone - Urban, sophisticated- Contemporary- Active
Design- Clean, minimalist design- Good use of photography to spark interest- Non-responsive web design- Use blogs, events to engage users
Messaging- Bringing people together- Concentrated growth/building great neighborhoods
Key Takeaway- Similar to Futurewise with an urban focus; incorporates research, planning, policy and advocacy
FINDING THE “WHITE SPACE”
AN OPPORTUNITY TO OWN BUILDING COMMUNITIES TO PRESERVE LAND
URBAN
FULL SERVICE/ MULTI
SECTOR
RURAL
SINGLE SERVICE/
SINGLE SECTOR
APPLICATION:
WHO ARE YOUR COMPETITORS?
CREATING COMPELLING BRANDS
IT’S ABOUT FOCUS, WHICH IS COUNTER-INTUITIVE
RELEVANT
AUTHENTICUNIQUE
BRAND ESSENCE
LIBERATION INSPIRATION SAFETY FAMILY MAGIC
AN ESSENCE IS ABOUT AN EMOTIONAL BENEFIT
Strategic brand placement on the human motive wheel
Performance & Power
Security & Affiliation
Sensation & Exploration
Adventure
Indulgence
Discipline
Strategic placement of car brands on the human motive wheel
Performance & Power
Security & Affiliation
Sensation & Exploration
Adventure
Indulgence
Discipline
AN ESSENCE CAN BE A SPRINGBOARD
CONTENT
LOGO
PRESS
PACKAGINGADVERTISING
APPS
PRODUCTS
SOCIAL MEDIASIGNAGE
COLLATERAL
OFFICESPACE
RETAILSPACE
CUSTOMERSERVICE
WEBSITE
MOBILE
BRAND ESSENCE
BRANDS DON’T JUST HAPPEN, THEY’RE BUILT. ONE EXPERIENCE AT A TIME.
APPLICATION:
WHAT IS THE ESSENCE OF LHWMP?
BRAND MANAGEMENT & PROMOTION TOOLS
YOU ASKED:
HOW DO I TELL MY BRAND’S STORY?
YOU ASKED:
HOW DO OTHER GOVERNMENT AGENCIES DEVELOP BRANDS?
YOU ASKED:
ONCE I’VE DEVELOPED A BRAND, HOW DO I SUPPORT IT?
BRAND PLATFORMS & STRATEGIES
‣ The defining elements of our brand’s existence, guiding how we deliver value at all points of human contact
‣ Everyone on the same page
‣ A springboard for the development of marketing and communications plans and materials
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WHAT IS A BRAND PLATFORM?
PUGET SOUND PARTNERSHIPSTRATEGIC PLATFORM
10.09.14 V4
PUGET SOUND PARTNERSHIP: STRATEGIC PLATFORM
Brand Essence:
MobilizingSound Action
Positioning Statement:The Puget Sound Partnership brings together partners with broad-reaching interests to set focused goals and
mobilize sound action for the restoration and protection of Puget Sound.
Brand Manifesto:Our mission is critical. Puget Sound feeds our families, our economy, our souls. But our national treasure is in
trouble. We are losing habitat to development. Pollutants threaten our enjoyment of wildlife and our food supply.
Our fishing and shellfish industries are in danger. Saving Puget Sound requires a collective effort.
The task is huge—much larger than one agency or organization can handle on its own—and success requires
clear direction and effective action. How will we do that? By setting achievable goals and a realistic action plan.
By catalyzing and coordinating efforts across agencies and regions. By asking our partners to do their part and
showing meaningful results. By holding everyone accountable—including ourselves.
There’s a reason we’re called a backbone organization. We have one. We’re Puget Sound Partnership and we’re
mobilizing sound action.
Attributes:+ Collaborative, representative infrastructure (Leadership Council, ECB, SP, Caucuses)
+ Single, prioritized action plan
+ Scientifically-based measurements (Vital Signs)
+ Evidence-based decision making
+ Bipartisan, legislatively mandated, Governor supported
Personality:+ Focused
+ Confident
+ Relevant
+ Enduring
+ Credible
+ Engaging
That means we are:+ Strategic and deliberate
+ Smart, competent, responsible
+ Realistic
+ Visionary and sustainable
+ Believable and assertive
+ Energetic, impassioned
But not necessarily:+ Inflexible or dictatorial
+ Overly intellectual
+ Short-sighted, trendy
+ Generic
+ Bureaucratic
+ Overly involved, inefficient
BRAND NARRATIVES
Our mission is critical. Puget Sound feeds our families, our economy, our souls. But our national treasure is in trouble. We are losing habitat to development. Pollutants threaten our enjoyment of wildlife and our food supply. Our fishing and shellfish industries are in danger. Saving Puget Sound requires a collective effort.
The task is huge — much larger than an one agency or organization can handle on its own — and success requires clear direction and effective action. How will we do that? Be creating achievable goals and a realistic action plan. By catalyzing and coordinating efforts across agencies and regions. By asking our partners to do their part and showing meaningful results. By holding everyone accountable—including ourselves. There’s a reason we’re called a backbone organization. We have one. We’re Puget Sound Partnership and we’re mobilizing sound action.
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MESSAGING FRAMEWORKS
Messaging Pillars
Puget Sound plays a vital role in our region’s quality of life.
Puget Sound is in trouble. PSP catalyzes and coordinates partner action around a common agenda.
PSP sets priorities for Sound recovery investments.
PSP tracks progress to optimize recovery.
Applied Messages
Puget Sound is a unique and special part of our region. It plays a vital role in our health, economy, environment and quality of life.
The Sound we love is in trouble. We need to work together or much of what makes this place special—the beauty, wildlife, recreation and business opportunities—will disappear.
The good news is we can preserve the enjoyment Puget Sound brings if we work together.
Puget Sound Partnership is here to catalyze and coordinate partner actions. Because so many partners are involved, we created a common agenda to help focus and guide efforts.
The Partnership’s common agenda prioritizes projects around strategic goals. This helps align funding with the most meaningful preservation, restoration and recovery projects.
We all want recovery. Puget Sound Partnership tracks progress so partners can innovate, adapt and invest in actions that ultimately optimize recovery.
Proof Points The Puget Sound is one of the most productive habitats on earth. It provides us with food, jobs and enjoyment.
The robust economy, natural beauty and recreational opportunities make this a highly desirable place to live and work.
Fishing accounts for 36K full-time jobs, not including jobs related to maintenance and repairs.
Once a plentiful source of fish and shellfish for humans and wildlife, Puget Sound is threatened.
One-fifth of shellfish beds have been lost to pollution.
Two-thirds of Chinook Salmon have died.
Half of our Orcas are now gone due to salmon losses.
The region’s wetlands have declined 73%.
36% of our major rivers fail to meet water quality standards.
26% of monitored beaches are unsafe for swimming.
It’s a huge task and it requires a collaborative effort. (In 2007, cleanup costs were estimated at $9 billion.)
PSP is a state agency created in 2007 by the Washington legislature to orchestrate this complex recovery initiative.
Over XX of partners are involved in this collective Puget Sound recovery, restoration and preservation effort.
PSP updates the Action Agenda, a common action plan used to help guide and align partner efforts, every 2 years.
PSP guides vision and strategy for the collective effort.
High priority projects that address strategic goals are identified in PSP’s action plan (Action Agenda).
Funding is aligned with those high priority projects.
We work to reduce conflicts, redundancies and inefficiencies that waste time and money.
PSP’s collaborative infrastructure ensures partners have a voice in funding priorities.
The Partnership identified 21 Vital Signs, or science-based indicators, to help in the tracking of Puget Sound recovery efforts.
We work with PSEMP to monitor partner restoration activities, evaluate progress and improve scientifically based decision-making.
The Partnership recently shared results of successful programs that are data-proven to work and replicable by others.
Audience Application
Puget Sound plays a vital role in our region’s quality of life.
Puget Sound is in trouble. PSP catalyzes and coordinates partner action around a common agenda.
PSP sets priorities for Sound recovery investments.
PSP tracks progress to optimize recovery.
Government leaders (e.g. city, council, state policy developers and influencers)
Puget Sound is a unique and special part of our region. It plays a vital role in the environmental and economic health of our area and in the quality of life that your constituents value.
The Sound we love is in trouble. We need to work together or much of what makes this place special will disappear.
We need your support to ensure policy and funding decisions support this collective effort. And we need your constituents to be aware of and understand the far-reaching effects of the problem.
You tasked us with catalyzing and coordinating partner actions around a common agenda. Partnering with us on policy and funding decisions will ensure this vital recovery work has the resources needed and the regulatory support required for partner compliance and collective progress.
The Partnership’s common agenda prioritizes projects around strategic goals you helped us formulate. We need your continued support in closing funding gaps to ensure the most meaningful preservation, restoration and recovery projects receive the investment required to ensure the ecological and economic viability of our region.
We all want recovery. By tracking and reporting recovery progress, The Partnership helps you better understand which actions are most effective here in our region and where funding gaps exist.
Federal agencies (e.g. EPA)
Puget Sound is a unique and special part of the Northwest and the United States. We need your help in continuing to raise public awareness of the vital role Puget Sound plays in our nation’s economy and quality of life.
The Puget Sound is in trouble. We need to work together or much of what makes this national treasure special will disappear.
Your federal funding plays a critical role in this vital recovery effort.
The Partnership is here to help guide and coordinate clean-up actions around a common recovery agenda. We want to work with you to ensure federal programs and funding align with those of our local and regional agencies.
The Partnership’s common agenda prioritizes projects around strategic goals and we need your continued funding support to make a difference. By working together, we ensure the most meaningful projects receive federal investment to support the ecological and economic viability of our region.
We all want to know that we’re making a difference. By tracking and reporting recovery progress, The Partnership helps you better understand which federal programs are most effective here in our region and where additional funding is needed.
State Agencies and Non-Profits
Puget Sound is a unique and special part of our state. We need your help in continuing to raise public awareness of the vital role Puget Sound plays in our state’s economy and quality of life.
Public awareness of Puget Sound’s condition is still low. By coordinating efforts we can raise awareness, understanding, and involvement with our state’s local organizations and citizens.
The Partnership is here to help guide and coordinate clean-up actions around a common recovery agenda. We work with you to ensure your efforts don’t duplicate those of other partner organizations.
The Partnership’s common agenda prioritizes projects around strategic goals. We work with you to align funding around the most meaningful preservation, restoration and recovery projects and to leverage grants from national agencies.
We all want to know that we’re making a difference. By tracking and reporting recovery progress, we help you better understand which actions are most effective and where localized innovation or improvement is needed.
Business leaders
Puget Sound is a unique and special part of our region. We need your help in educating decision-makers about the vital role it plays in Washington’s economy and quality of life.
The Puget Sound is in trouble. We need to work together or we’ll lose much of what makes this an attractive place for business.
The Partnership is here to help guide and coordinate clean-up actions around a common agenda. We want to work with you to develop business policies and practices that support the restoration of Puget Sound.
Businesses have had to learn how to do more with less. We’re doing the same by setting priorities for the most strategic recovery investments. We need you to invest in the equipment, processes and practices today that will help protect all we have for tomorrow.
And, like you, we care about results. The Partnership continuously tracks recovery progress to better understand which actions are most effective and that ultimately optimize recovery.
Tribal leaders
Puget Sound is a unique and special part of our region. We know it’s an important part of your heritage and culture.
The Sound we love is in trouble, but we need to work together if we want to preserve what is so vital to all of us.
The Partnership is here to guide and coordinate clean-up actions around a common agenda. We want to work with you to restore the Puget Sound ecosystem and recover the salmon and shellfish populations we all value. We will be successful only if we listen to and collaborate with each other.
By aligning recovery investments with strategic goals, we ensure that your tribal priorities are addressed in the common action agenda. This helps us work toward more meaningful preservation, restoration and recovery projects.
We all want to restore our salmon and shellfish populations to healthier numbers. Puget Sound Partnership tracks progress so we can work together to evolve and adapt our recovery work for optimal results.
Science leaders
Puget Sound is a unique and special part of our region. It provides rich opportunities for scientific research in the areas of environmental and ecosystem recovery.
The Sound we love is in trouble but not everyone understands or believes that. We need your help in quantifying the vital role Puget Sound plays in our quality of life.
The Partnership guides and coordinates clean-up actions around a common agenda. Help us continue to coordinate specific science activities and shared measurement practices to ensure a credible, nonbiased approach to recovery.
The Partnership’s common agenda prioritizes projects around strategic goals. Your scientific recovery measurements help us align funding with the most meaningful preservation, restoration and recovery projects.
We all want recovery. Your scientific data allows The Partnership to track progress and support partners in innovating and adopting the most effective actions, ultimately optimizing recovery.
TONE & VOICE GUIDES
PSP’S VOICE So that all of Puget Sound Partnership's communications have a recognizable tone and intention, we have identified some guardrails for the work we create. Whenever we speak, we are:
Focused
That means we are strategic and deliberate…But not inflexible or dictatorial.
Confident
That means we are smart, competent and responsible... But not overly intellectual.
Relevant
That means we are realistic…But not short-sighted or trendy.
Enduring
That means we are visionary and sustainable…But not generic.
Credible
That means we are believable and assertive…But not bureaucratic.
Engaging
That means we are energetic and impassioned…But not overly involved, inefficient or without purpose.
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VISUAL LANGUAGE
PUGET SOUND PARTNERSHIPVISUAL DEVELOPMENT
12.08.14
LOGO
PUGET SOUND PARTNERSHIPVISUAL DEVELOPMENT
12.08.14
LOGO
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OPTIMIZING RECOVERY OF PUGET SOUND
OPTIMIZING RECOVERY OF PUGET SOUND
26%OF MONITORED BEACHES ARE UNSAFE FOR SWIMMING
Charts and callouts
Poster/Brochure cover elements
Fact sheet
Primary color palette
Typography
326 EAST D STREET
TACOMA, WA 98421
P 360.464.1232
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LOREM IPSUM DOLOR SIT AMET,
CONSECTETUR ELIT.
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LOREM IPSUM DOLOR SIT AMET,
CONSECTETUR ELIT.
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LOREM IPSUM DOLOR SIT AMET,
CONSECTETUR ELIT.
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REDUCING RISK, RESTORING RIVERSFloodplains by Design
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LOREM IPSUM DOLOR SIT AMET,
CONSECTETUR ELIT.
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LOREM IPSUM DOLOR SIT AMET,
CONSECTETUR ELIT.
Fusce iaculis varius tempus. Prae-sent laoreet ligula quis imperdi-et mollis. Aenean eu arcu justo. Etiam lacinia, lectus quis fi nibus vestibulum, massa orci commodo est, maximus ultrices magna tellus quis lectus. Vivamus vel eros nulla. Donec hendrerit leo nisi, et vestib-ulum eros malesuada vitae.
LOREM IPSUM DOLOR SIT AMET,
CONSECTETUR ELIT.
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PROVIDING OVERSIGHT AND ACCOUNTABILITY FOR THE PUGET SOUND REGION
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326 EAST D STREET
TACOMA, WA 98421
P 360.464.1232
Secondary color palette
144C 143C 302C
173C 7759C 7713C 7500C
Show Puget Sound through the people and community who use and benefit from the Puget Sound.
BRAND GUIDELINES
STRATEGIC PLATFORM & VISUAL IDENTITY GUIDE1.21.15VERSION 1.0
TABLE OF CONTENTS
2
OUR BRAND
STRATEGIC PLATFORM 3
MESSAGING FRAMEWORK 5
OUR IDENTITY
LOGO 9
COLOR CONFIGURATIONS 10
COLOR BACKGROUNDS 11
SIZE AND PLACEMENT 12
INAPPROPRIATE USAGE 13
LOGO FILES 14
BRAND ELEMENTS
COLOR PALETTE 15
TYPOGRAPHY 16
SAMPLE APPLICATIONS 17
BROCHURE 18
PHOTOGRAPHY 19
TABLE OF CONTENTS
The Puget Sound Partnership’s strategic platform and visual identity are a symbol of who we are and what we do. If used properly, it can powerfully communicate our message, reinforce our position in the marketplace and distinguish us from the competition. Improper use can diminish its value and dilute our brand.
Like any organization asset, our strategic platform and visual identity need to be protected. You can help by adhering to these guidelines to ensure its consistent representation.
The following brand specifications are designed to ensure consistent representation of PSP. Strict adherence is required. There may be exceptions that justify slight departures from these guidelines. For these and other questions regarding the guidelines, please contact the PSP communications department at [email protected] or 360.464.1232.
Please familiarize yourself with these standards and faithfully apply them. Your cooperation will ensure that PSP maintains consistency and integrity in all communications.
QUESTIONS?
YOU ASKED:
HOW DOES ONE GENERATE USEFUL AND RELEVANT IDEAS?
GENERATING IDEAS
IDEAS COME FROM MEANINGFUL CONNECTIONS
IDEAS ARE INSPIRED BY THE WORLD WE LIVE IN
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EXAMPLE: BLOEDEL RESERVE
CREATING CONNECTIONS IN NATURE
BRAND ESSENCE
INSPIRATION 1:
NATURE’S REFLECTIONS
1A
104
INSPIRATION 2:
NATURE’S MOVEMENT
2A
107
INSPIRATION 3:
NATURE’S PATHWAYS
3A
112
INSPIRATION 4:
NATURE’S STRENGTH
114
4A
116
INSPIRATION 5:
NATURE’S WATERCOLOR
118
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OTHER QUESTIONS?
HOW DID I DO?
THANK YOU
YOU ASKED:
HOW DO PROMOTIONS WORK WITH AN OVERARCHING BRAND?
