Brand Identity and Strategic Communications Implementation

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Brand Identity and Strategic Communications
Implementation
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Overview

• I. Review Objectives
• II. Research, Analysis and Insights
• III. MWR Brand Identity Strategy
• IV. Engagement, Alignment and Advocacy

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I. Objectives
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CFSC 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

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Communications Objectives

• Increase awareness
• and Improve perceptions
• What MWR is
• Value of MWR
• Breadth of services
• How services are delivered

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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

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II. Research, Analysis and Insights
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MWR Brand Development Process
Draft Strategic Communications Plan
Final Strategic Communications Plan
Draft Communications Framework
Pilot Program
Assessment
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Research 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

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General 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

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What 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

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Insights 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

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Communications 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

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Where We Are Today
Draft Strategic Communications Plan
Final Strategic Communications Plan
Draft Communications Framework
Pilot Program
Assessment
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III. MWR Brand Identity Strategy
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Target Audiences

• Current and potential program users
• MWR employees at all levels
• The Army command
• The American public.

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One 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
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One Clear Identity for All
Brand Identity Strategy
Positioning Visible Identity Engagement
Employees
Activities
Slogan
Promise
Training
Signature
Communication
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Positioning - 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

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A Review of What They are Seeing
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What They Are Seeing
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Too 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

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Visual IdentityAddressing the MWR Signature
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Answer 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

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A 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
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A Solution in the Signatures Separate Elements
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Putting It All Together
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A New Foundation
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What 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

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Taking Credit with Balance
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Does 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
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A 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

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A 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

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Providers 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

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IV. Engagement, Alignment and Advocacy
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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

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Engagement Targets

• Grouped according to their relationship to the
  brand
• People within each group will have responsibility
  for engaging others

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MWRs 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...
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A 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

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Roles 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
 
           
 
 
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Engagement Strategies by Ambassador Group
Empower
Audience
Engage
Enlighten
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Engagement 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
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Engagement Strategies by Ambassador Group
 
 
Empower
Audience
Engage
Enlighten
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Strategy 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
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CFSC - 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
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Project .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

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V. Conclusion
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A 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

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What Holds It All Together?
Providers
Funders
Hosts
Customers
Brand Identity is the Ribbon of Connectivity