A Brand of Success
Successful branding clearly differentiates a product or
service for current and prospective users. Rather than being the construct of a
creative marketing manager or driven fundraiser, it is a composite created by
the community where it resides, reflecting the experiences and perceptions of
its patrons, its staff, and the public surrounding it. In developing a
successful brand strategy, an organization looks to its strengths and
weaknesses, its internal and external environments, and identifies a vision for
the future.
Branding is highly collaborative, requiring input and buy-in from internal and external constituents; current users and non-users alike. If there is disconnect between how the brand is positioned and how it is perceived, then it will not be viable for the community it hopes to serve. Therefore, it is important to recognize the attributes of the brand, the wants and needs of patrons and prospects, and insure that the stakeholders are in agreement.
A successful brand strategy requires time spent researching and defining the brand, “go-to-market” and implementation planning, execution, and, throughout the process, continual assessment, evaluation, and refinement.
Phase I
In Phase I, Developing a Brand Strategy, the focus is on identifying brand competencies and characteristics, articulating the mission and message for the brand, evaluating the brand’s strengths and weaknesses as well as of those who are competing for the time and resources of the same patrons. To do so, leadership must also identify the audience, define quantifiable goals, and specify budget requirements and deliverables.
The majority of the work in Phase I can be conducted during meetings with leadership and staff, unstructured conversations with patrons, reviews of current social media and promotional materials, previously conducted staff or patron surveys and responses, clipping files, and current marketing or strategic plans. The process includes understanding the roles and relationships of affiliated groups such as Friends of the Library (FOL), councils and volunteers as well as the demographics of the community.
Given a six-month deadline, these activities should take place within the first 30 – 45 days. Upon completion a written overview of the brand, its vision, and a general plan would be presented to leadership for review, discussion and consensus building. During this period discussions about alternative funding should be explored and a drop dead date for introduction be agreed upon.
Phase II
The Planning for Implementation phase requires both thinking and doing. Assuming that the stakeholders agreed with the strategy and vision for the brand defined in Phase I, it is time to work on taglines/slogans and logos that will resonate with partners, patrons, and prospective patrons. With budget restrictions, unless a creative (and talented) staff member is on board, alternative sources for graphic creation and design should be considered. This might include an internship for a graphic arts student (with faculty sponsorship), pro bono work from a friendly local partner, or an internal or external contest. Slogans and taglines can be developed using internal brainstorming sessions. Proposed designs and taglines could be presented to leadership, staff, and even patrons for their opinion. Naturally, final determinations would be at the discretion of library management. To insure that intellectual property is protected, service mark registration should be considered.
The planning process would include determining what types of essential print pieces are needed. Will these be new items, or will they be replacing existing print literature? What is their functionality? Are they promoting the brand and the library’s services, or are they functional? If the pieces previously existed, some current funding might be reallocated. Another option to reduce cash outlay is to solicit local cooperative advertising for print materials.
The brand book/style guide follows logically once the logo and taglines have been agreed upon. Once again, collaboration and consensus are key to establishing guidelines that will be adhered to. Clearly defined guidelines, for both external promotion and internal communications, insure brand integrity and consistency.
During Phase II, final decisions about the ultimate go-to-market/community kick-off should be discussed, and planning, as well as budgeting, should be addressed. These decisions should be finalized no later than month four so that detailed project planning can begin.
Phase III
Execution. By this time, most strategic thinking has been done and the time for doing has arrived. A private kick-off should be scheduled for VIP patrons and partners, and a “teaser” campaign can be introduced via social media. Newsletters (such as Constant Contact) can be distributed electronically, and Facebook, Twitter, Instagram, and the Websites can be regularly updated.
Press encounters such as radio and TV interviews with the director, principal,or other leadership, are available at no cost and provide great human interest stories for local media. Public announcements are also available from local media, usually at no cost, to promote special events.
Because specific decisions about what will be involved in the final kick-off have not been agreed upon, one cannot go into detail here about planning. Despite a limited budget, it would be desirable to host a special event for staff, including branded promotional items such as a T-shirt. Inexpensive promotional materials for patrons would also be welcome. Library vendors are usually willing and able to provide a variety of items for door prizes and drawings.
Phase IV
Assessment and Follow Through should not be restricted to the end of the campaign. In fact, assessments, evaluations, and refinements should be a regular, and continual, part of the process. However, once the brand has been introduced more formal assessments should be considered. These initiatives should include social media monitoring, and a formal review of original objectives and quantifiable goals, and might include electronic surveying, or exit interviews.
Summary
Developing and introducing a new brand to a community can be as simple or complex as time and resources will allow. But, most important is for all stakeholders to share the message and mission of the organization.
Branding is highly collaborative, requiring input and buy-in from internal and external constituents; current users and non-users alike. If there is disconnect between how the brand is positioned and how it is perceived, then it will not be viable for the community it hopes to serve. Therefore, it is important to recognize the attributes of the brand, the wants and needs of patrons and prospects, and insure that the stakeholders are in agreement.
A successful brand strategy requires time spent researching and defining the brand, “go-to-market” and implementation planning, execution, and, throughout the process, continual assessment, evaluation, and refinement.
Phase I
In Phase I, Developing a Brand Strategy, the focus is on identifying brand competencies and characteristics, articulating the mission and message for the brand, evaluating the brand’s strengths and weaknesses as well as of those who are competing for the time and resources of the same patrons. To do so, leadership must also identify the audience, define quantifiable goals, and specify budget requirements and deliverables.
The majority of the work in Phase I can be conducted during meetings with leadership and staff, unstructured conversations with patrons, reviews of current social media and promotional materials, previously conducted staff or patron surveys and responses, clipping files, and current marketing or strategic plans. The process includes understanding the roles and relationships of affiliated groups such as Friends of the Library (FOL), councils and volunteers as well as the demographics of the community.
Given a six-month deadline, these activities should take place within the first 30 – 45 days. Upon completion a written overview of the brand, its vision, and a general plan would be presented to leadership for review, discussion and consensus building. During this period discussions about alternative funding should be explored and a drop dead date for introduction be agreed upon.
Phase II
The Planning for Implementation phase requires both thinking and doing. Assuming that the stakeholders agreed with the strategy and vision for the brand defined in Phase I, it is time to work on taglines/slogans and logos that will resonate with partners, patrons, and prospective patrons. With budget restrictions, unless a creative (and talented) staff member is on board, alternative sources for graphic creation and design should be considered. This might include an internship for a graphic arts student (with faculty sponsorship), pro bono work from a friendly local partner, or an internal or external contest. Slogans and taglines can be developed using internal brainstorming sessions. Proposed designs and taglines could be presented to leadership, staff, and even patrons for their opinion. Naturally, final determinations would be at the discretion of library management. To insure that intellectual property is protected, service mark registration should be considered.
The planning process would include determining what types of essential print pieces are needed. Will these be new items, or will they be replacing existing print literature? What is their functionality? Are they promoting the brand and the library’s services, or are they functional? If the pieces previously existed, some current funding might be reallocated. Another option to reduce cash outlay is to solicit local cooperative advertising for print materials.
The brand book/style guide follows logically once the logo and taglines have been agreed upon. Once again, collaboration and consensus are key to establishing guidelines that will be adhered to. Clearly defined guidelines, for both external promotion and internal communications, insure brand integrity and consistency.
During Phase II, final decisions about the ultimate go-to-market/community kick-off should be discussed, and planning, as well as budgeting, should be addressed. These decisions should be finalized no later than month four so that detailed project planning can begin.
Phase III
Execution. By this time, most strategic thinking has been done and the time for doing has arrived. A private kick-off should be scheduled for VIP patrons and partners, and a “teaser” campaign can be introduced via social media. Newsletters (such as Constant Contact) can be distributed electronically, and Facebook, Twitter, Instagram, and the Websites can be regularly updated.
Press encounters such as radio and TV interviews with the director, principal,or other leadership, are available at no cost and provide great human interest stories for local media. Public announcements are also available from local media, usually at no cost, to promote special events.
Because specific decisions about what will be involved in the final kick-off have not been agreed upon, one cannot go into detail here about planning. Despite a limited budget, it would be desirable to host a special event for staff, including branded promotional items such as a T-shirt. Inexpensive promotional materials for patrons would also be welcome. Library vendors are usually willing and able to provide a variety of items for door prizes and drawings.
Phase IV
Assessment and Follow Through should not be restricted to the end of the campaign. In fact, assessments, evaluations, and refinements should be a regular, and continual, part of the process. However, once the brand has been introduced more formal assessments should be considered. These initiatives should include social media monitoring, and a formal review of original objectives and quantifiable goals, and might include electronic surveying, or exit interviews.
Summary
Developing and introducing a new brand to a community can be as simple or complex as time and resources will allow. But, most important is for all stakeholders to share the message and mission of the organization.