Title: Brand Identity and Strategic Communications Implementation
1Brand Identity and Strategic Communications
Implementation
2 Overview
- I. Review Objectives
- II. Research, Analysis and Insights
- III. MWR Brand Identity Strategy
- IV. Engagement, Alignment and Advocacy
3I. Objectives
4CFSC Business Objectives
- Drive demand for and ever growing participation
in the many services and programs of Army MWR - Drive perception and participation to attract
appropriated and non-appropriated funding - Continually improve program and service quality
- Ensure the continued variety, quality and
availability of services for the Army community
5Communications Objectives
- Increase awareness
- and Improve perceptions
- What MWR is
- Value of MWR
- Breadth of services
- How services are delivered
6 Why Branding is Important
A Strong Program will
- Set foundation for all perceptions going forward
- Differentiate MWR from its past, and competitors
- Position MWR services in the best of lights
- Reach out to customers with a Promise
- Address needs of todays participants
- Complement the business strategy
- Resonate in hearts and minds of audiences
7II. Research, Analysis and Insights
8MWR Brand Development Process
Draft Strategic Communications Plan
Final Strategic Communications Plan
Draft Communications Framework
Pilot Program
Assessment
9Research Methods
- Existing survey and focus group results
- On installation experience
- Focus groups
- Fort Drum
- Fort Leonard Wood
- Picatinny Arsenal
- and Fort Belvoir
- Interviews - MWR Marketing Directors
- Surveys - MWR employees and program managers
- Interviews - CFSC Program Directors
10General Findings
The Challenge for MWR
- Inconsistent Availability of Services
- Inconsistent Quality of Services
- Inconsistent Communications
- MWR means different things
- MWR looks and sounds different
- Communications are being missed -- or diluted
- Communications are failing to reach -- or to
resonate - Customers use only services they know
11What the Pilot Showed Us
- Too much information is being communicated
- By too many organizations
- In too many ways
- MWR needs a simple brand positioning to connect
all - Environmental marketing tactics have specific
opportunity - Customer Relationships are key
- Garrisons need tools and techniques for
communicating - To create simple, clear communications
- And to have conversations
- Audiences support the branding campaign
12Insights on the Brand Solution
- Today MWR has little brand value -- and less
navigational value - Focusing on relationships is the solution
- Employee advocacy is stronger than advertising
- Employees can drive awareness, connection and
participation - Depth, breadth and value
- MWR is there for its customers
- Eager to connect them to needed resources
- The key is to engage and equip MWR employees to
be MWR Brand Ambassadors - Motivation, Training and Tools
13Communications ObjectivesAnother Look
To Drive participation and demand
- Increase awareness
- Improve perceptions -----------------------------
----------------- - Align CFSC, regional and installation employees
with the MWR brand and business objectives - Drive enthusiasm and rally MWR employees
- Equip MWR employees and communicators to advocate
MWR and its services
14Where We Are Today
Draft Strategic Communications Plan
Final Strategic Communications Plan
Draft Communications Framework
Pilot Program
Assessment
15III. MWR Brand Identity Strategy
16Target Audiences
- Current and potential program users
- MWR employees at all levels
- The Army command
- The American public.
17One Clear Identity for All
- Develop an MWR Brand Identity that conveys
- one family
- one voice
- one look
- one level of service
-
to serve as a powerful foundation for all
communications and engagement initiatives.
A Ribbon of Connectivity
18One Clear Identity for All
Brand Identity Strategy
Positioning Visible Identity Engagement
Employees
Activities
Slogan
Promise
Training
Signature
Communication
19Positioning - A Strategy for Telling them
- Distinguish MWR from other Army benefits
- MWR is provided by the Army
- Intended for the people of the Army community
- Because the Army cares
- Show the breadth and depth of services
- Readily available at every installation
- Available throughout the Army family life cycle
- Designed to maximize local/regional opportunities
- Tailored to meet the unique needs of the Army
community - Confirm that MWR strives to deliver quality to
the Army community comparable to that quality
offered outside the gate - Establish the importance of serving those who
would defend us - Make the connection between MWR and Army readiness
20A Review of What They are Seeing
21What They Are Seeing
22Too Many Signatures
- Creates general confusion
- Dilutes importance
- Defeats Memory
- Disguises Relationships
- Eliminates Opportunities
- To share credit
- To build recognition for MWR
- Difficult to manage
- Investments are minimized
23Visual IdentityAddressing the MWR Signature
24Answer the Question What is MWR?
Key Elements
- Many great services (depth and breadth)
- Available around the world
- From the U.S. Army
Why keep a tag line?
- To empower the new signature
- To drive relevance for all audiences
- To link the breadth and value of services to a
career in the Army
25A Signature that Speaks Well of MWR
Functional Criteria
Image Criteria
- Contemporary
- Unique
- Easy to recognize
- Easy to remember
- Accurately portrays size, scope and stature of
MWR split - Clearly from U.S. Army
- Can effectively highlight MWR groups
- Handsome
- Easy transition
Easy to use and produce on all communications
materials Simple and compact Aligns left, right
and centered Works with and without elements, tag
lines and other MWR group identification Helps
clarify structure of the organization Aids
sharing credit and helps build reputation
26A Solution in the Signatures Separate Elements
27Putting It All Together
28A New Foundation
29What about the Army ?
- Criteria - Clearly from U.S. Army
- Armys provision of MWR services clearly
establishes commitment to Army community - Army needs to be identified -- and take Credit
30Taking Credit with Balance
31Does the Pilot Tag Line Give Us What We Need?
Tag Line Criteria
- Links the breadth and depth of services to a
career in the Army - Drives relevance for all audiences
- Defines access
- Has dignity
- Descriptive
- Resonates
- Readiness
Certainly not Perfect but tested, along with
others - Pilots, Focus Groups, Individuals Best
Satisfies Criteria
32A System to Address Many Applications
- Facilitate accurate perception of MWR worldwide
- Develop the current identity system
- Create clear, cohesive Brand Identity Standards
- Consistency for all MWR communications
- Full spectrum of communications materials
- Provide flexibility for ease of use
- Instruct design system use
33A Promise to Give MWR Providers a Common Purpose
- Objectives
- State performance expectations according to
measures for customer satisfaction and the high
purposes of MWR - Speak to the lowest common denominators
- Outline
- Establish membership in a team
- Dedicated to providing support and leisure
services to Army community - That means to
- Strive for highest quality in delivery
- Demonstrate most comprehensive, most caring
service - Make commitment to helping soldiers navigate
through the wealth of services available to
better meet their needs
34Providers Promise
- We are dedicated to providing support and leisure
services that are as outstanding - Our aim is to be there for every one of our
customers and to meet their individual needs for - Exceptional Service friendly, responsive and
caring - Information and Access to our many unique
services - Consistent Quality and Value in every MWR
program worldwide
35IV. Engagement, Alignment and Advocacy
36 Brand Communications Begin with Employees
- No one is closer to your customers or better
positioned to influence them - Every Employee is a Brand Ambassador
- Align employees with the Promise to unlock their
Energy and Advocacy - Ultimately enhancing customer satisfaction
37Engagement Targets
- Grouped according to their relationship to the
brand - People within each group will have responsibility
for engaging others
38MWRs Brand Ambassadors
MWR employees at all levels
Providers
- MWR front line employees
- MWR program and activity managers
- Directors of MWR / DCAs
- Garrison Commander
- MWR Regional Directors and staff
- Installation Management Agency Staff
- CFSC Directors and staff
- Commanding General of MWR
And there are others...
39A Strategy for Aligning Them
- Build employee communities
- Connect them to the brand
- Teach them their roles and responsibilities
- Provide tools and techniques
- Continuously support with two-way communications
40Roles Responsibilities
Front Line Employees
Customers
Identify customer needs and direct them
to available services
Program Managers and Supervisors
MWR Front Line Employees Customers
Manage the fulfillment of the MWR promise to
customers Provide clear communications and
relevance to employees
DCA
Program Managers and Supervisors Garrison
Commanders
Connect employees to the brand and to each
other Lead and sustain the engagement
Report on success to Garrison Commander
DCA Installation Commander
Garrison Commander
Marketing Directors
Public Affairs
CFSC Marketing
IMA Directors
41Engagement Strategies by Ambassador Group
Empower
Audience
Engage
Enlighten
42Engagement Strategies by Ambassador Group
Empower
Audience
Engage
Enlighten
- Rally in a Box
- Brand Marketing Toolkit
- Voice Guidelines
- Visual Guidelines
- Design templates
- Collateral materials
- Promise cards
Marketing Directors
Academy rollout Conference calls
Intranet Email updates eZine Pilot
Advisory Council
Program Manager Rally Annual Marketing
conference Marketing Managers Course
Public Affairs Officers
Conference calls Media Monitoring
eZine
Program Manager Rally Annual Public
Affairs Conference
Story ideas Press materials Voice
Guidelines Visual Guidelines Design
templates Key Message cards
Installation Management Agency (IMA)
Conference calls Regular dialogue with
specific marketing contact eZine
Annual Marketing conference
Voice Guidelines Visual Guidelines
Design templates
43Engagement Strategies by Ambassador Group
Empower
Audience
Engage
Enlighten
44Strategy Comes to Life Operation E3
E-Team Cross functional team to guide CFSC
internal communications at headquarters, and from
headquarters to the field
E-Brief General Decker confirms importance of
the initiative with visits to each department
E-vent E-vite - Simple animated email to invite
CFSC to the E-vent Day 1) Engagement Connect,
Have Fun Day 2) Enlightenment Learn Brand and
Role Day 3) Empowerment Discuss Implementation,
Tools Needed Ribbon - A reminder of CFSCs
crucial role
Electronic Brand Splash Flash animation or brief
video to capture MWR brand identity with
45CFSC - Operation E3
E-signature And computer screensavers and
wallpaper to create a sense of shared identity
and differentiate externally.
Promise Pages Highlight promise fulfillment.
Post on intranet.
Intranet Enhance MWR Professionals page. Post
news, tools, information, share ideas.
E-zine From CFSC Marketing, articles and photos,
news and information from the field
E-awards Highlight efforts to Engage, Enlighten
and Empower the field.
MWR Brand Central Central source for Electronic
Voice Guidelines, Visual Identity Standards and
Electronic Design Templates
46Project .one voice, one look to the field
- Limited use of CFSC name
- We need the heart and soul of MWR here
regardless of todays organizational title and
structure
47V. Conclusion
48A Global Strategy - Inside, and Outside
- Brand Positioning
- Visual Identity
- Strategic Communications Plan
- Engagement strategies
- Media outreach
- Implementation
- Training for engagement
- Brand and creative communications
- Electronic Tool Kits
49What Holds It All Together?
Providers
Funders
Hosts
Customers
Brand Identity is the Ribbon of Connectivity