building a brand that increases social impact

Building a Brand That Increases Social Impact / Grant Managers Network / June 24, 2015 / 1www.ms-ds.com

Designing a New Way Forward

Building a Brand That Increases Social Impact How to Design Brand Experiences That Advance Organizational Strategy

Presented to The Grant Managers Network June 24, 2015


How We’ll Be Spending Our Time…

1. Understanding Nonprofit Brands

2. What is Branding?

3. The Branding Process

4. Questions

Building a Brand That Increases Social Impact / Grant Managers Network / June 24, 2015 / 3www.ms-ds.com Building a Brand That Increases Social Impact / Grant Managers Network / June 24, 2015 / 3www.ms-ds.com

20 Years Design & Brand

Strategy Experience

Founded in NYC 2000

ms-ds.com@msdsbranding

15 Years Dedicated to Nonprofit & Education

Organizations

Specialists in Branding & Interactive

Designing a New Way Forward

First, a Bit About Me…


Nonprofit Brands

Part 1


The Challenges Facing Nonprofit Brands

Though they have many similarities to those of for-profit businesses, nonprofit brands are driven by goals that cannot be defined by profit, and must meet challenges that are more pronounced in, or specific to the nonprofit sector, in the pursuit of driving systemic, long-term change.

Mission Alignment

Resource Allocation

Multiple Stakeholders

Fundraising/Grantmaking

Partnerships

Improved Risk Management


The Way Brand Used to Be ViewedHistorically, “brand” was used by nonprofits as a tool for increasing visibility and managing external perceptions, leading to some skepticism of its value.

Old Nonprofit Brand Model

Comms-Centric

Increase Visibility

Positioning & Marketing

Fundraising


Communications Centric

• Increase Visibility & Recognition

The Way Brand is Viewed NowBrands are now understood as a strategic asset that can be leveraged to increase impact by elevating issues, improving collaboration, and increasing capacity.

New Nonprofit Brand Model

Internal & External

Roles & Relationships

Community Driven

Increase Capacity


A brand delivers strategic value that is both tangible and intangible. From “who you are, what you do, and why it matters,” to the experiences delivered, and the efficiencies created—a brand is an asset that is held in the minds of others, and which acts as a primary driver of social impact by increasing organizational effectiveness.

The Four “P”s of a Brand’s Organizational Impact

Promise

Perception

Persona

Productivity


How Does an Effective Brand Strengthen a Nonprofit?

Tighter Strategic

Alignment

Better Access to & Use of Resources

Greater Credibility & Leadership

Increased Efficiency &

Capacity

Increased Trust & Loyalty

Improved Risk Management

Brands create cohesion and help organizations increase social impact by aligning internal culture and organizational strategy with a nonprofit’s mission and values; then delivering on the needs, interests, and expectations of everyone that interacts with it.


“ It’s Not What You Say You Are, It’s What They Say You Are”Marty Neumeier, “The Brand Gap”

Far more than a logo, design system, campaign or communications, a nonprofit’s brand is promise of value made in service of a mission—and the beliefs and opinions of everyone who interact with the brand about an organization’s ability to keep their promise.


Nonprofit Branding

Part 2


A Brand’s Role Within Nonprofit Organizations

Brand is both driven by, and is a primary driver of, organizational strategy. When strongly aligned with an organization’s mission and values, a nonprofit brand creates a virtuous, reinforcing cycle that builds trust and strengthens leadership; increases capacity and impact; and strengthens reputation and effectiveness.

Identity

Image

Cohesion

Trust

Capacity

Impact

Positioning

Leverage

Repe

titio

n

Adapted from “The Brand IDEA,” Laidler-Kylander & Stenzel

organizational strategy


How Is Branding Different Than a Brand?As a complex blend of ideas, values, beliefs, and perceptions brands need a strategic framework and tools to help organizations effectively manage them.

brand experience

Brand Language

Brand Design

Brand Interactions

Branding is the discipline of defining how an organization’s strategy will be tangibly executed through the things it says, how it presents itself, and its interactions with others. For nonprofits, these brand experiences must be carefully designed and coordinated to be aligned with their mission and values—and the needs and interests of different audiences.


“ Everyone designs who advises courses of action aimed at changing existing situations into preferred ones.”Herbert Simon

Design is more than a visual discipline. It is the essential skill of problem solving, which in branding is used to align the experiences an organization delivers with its mission, values, and organizational strategy.


The Importance of Design ConsistencyAs with all relationships, it’s important to know what to expect from the brands we interact with. Consistent brand experiences build the trust needed for success.

Be Clear!

Facilitate Decision Making

Always Deliver

Strengthen Partnerships

Create Confidence

Increase Resources

Consistently being clear on what you stand for, meeting the needs and expectations of stakeholders, and creating experiences that resonate with meaning strengthens relationships, increases efficiency and effectiveness, and leads to greater social impact.


The Branding Process

Part 3


What Goes Into A Branding Process?Branding is built on a sequence of iterative and reinforcing activities that create context and build upon what’s learned each step of the way.

Brand Audit

Interviews & Surveys

Brand Workshops

Audience Interviews

Peer & Sector Analysis

Positioning & Messaging

Identity Design

Communications Design

Brand Standards

& Tools

Training & Roll-Out

Brand Management

internal r&d external r&d brand definition system design growth


Building Brand Strategy

A comprehensive brand strategy architecture is built by defining multiple facets of an organization, both internal and external, and the many relationships between them. When developed, brand strategy provides both a foundation for organizational strategy and brand experience, as well as a comprehensive set of “content building blocks” that can be drawn upon, re-purposed, and adapted for multiple ongoing uses.

History & Mission

Brand Attributes

Differentiators

Vision

Beliefs & Values

Audience Messages

Brand Community

Roles & Functions

Elevator Pitch


Brand Strategy, Executed

A Brand Handbook distills the entire brand strategy process into a single document that can take a variety of formats, depending on organizational need. One approach emphasizes developing detailed descriptions of an organization’s vision for the future, its theory of change for making it possible, and the nature of the many roles it plays and the necessary relationships to executing it. In addition to supporting brand development, This approach is typically internal facing and used for detailing organizational strategy and supporting high-level communications.

Brand HandbookA Guide to Communicating the ClimateWorks Brand: A Document for Staff, Board Members, and Partners

VERSION 1

MARCH 2015

90%Expansion of global solar

and wind energy capacity

from 2004 to 2013.

77% Surge in European electric

vehicle sales (and 48% surge

in U.S. sales) in the first six

months of 2014.

80% Reduction in chlorofluoro-

carbon emissions since the

adoption of the Montreal

Protocol.

83% Decrease in the rate of

deforestation in Brazil over

the last decade.

PROGRESS TOWARDS A SAFE CLIMATE FUTURE

The reality of a safe climate future remains distant, but there are signs of progress. Here are just a few key achievements that can be pointed to demonstrating public policy’s impact on driving dramatic advances:

The World We Envision ClimateWorks envisions a world where use of clean energy and more efficient use of natural resources prevents dangerous climate change and supports healthy communities and global prosperity. We align our work with the internationally-agreed objective to prevent the global average temperature increase above levels that would enable us to avoid the worst impacts of catastrophic climate change.

What will this world look like?

• Low-cost clean power will be widely available.

• Energy-efficient products, created with ecologically sound materials and methods, will be the norm—widely available, affordable, and demanded by consumers.

• Cities will have clean air that is safe to breathe, energy-efficient homes and buildings powered by smart grids, rapid mass transit connections, and advanced vehicle networks.

• Increasingly efficient and profitable industries will unlock sustainable economic growth—producing more while using less.

• Thriving forests, ecosystems, and agricultural lands will support biodiversity and capture carbon, both sustaining and rewarding communities that steward natural resources.

• As greenhouse gas emissions are reduced, access to energy will increase.

This is a bold vision for the world, but we believe it can and must be our future. Philanthropy has a critical role to play in making this world a reality—leading with long-term vision and bold, sustained action to help sway public opinion and advance public policies and corporate practices that spur the transition to a safe climate future—one in which people, communities, economies, and ecosystems can continue to thrive.

6 CLIMATEWORKS BRAND HANDBOOK

Using Our Brand Handbook

Led by our staff, guided by our board and funders, and supported by our partners, ClimateWorks has developed a new strategic plan and completed a transition to a new operating model. This handbook can help us communicate the core elements of ClimateWorks’ identity and mission more effectively.

Why a brand handbook? ClimateWorks’ transformation, built on lessons learned during our first six years, impacts our entire organization. It requires new concepts and language to communicate the essential value ClimateWorks provides. It calls for key stakeholders—from staff and board members to funders, partners, and allies—to have a shared understanding of our organizational identity and values, and how to effectively communicate them.

What is the brand handbook? ClimateWorks’ Brand Handbook expresses the ideas and values that are essential to who we are. It is a guide to assist those who have the opportunity to talk about ClimateWorks—whether in formal communications or casual conversation—to more effectively share our story. It is designed to be a useful reference tool that provides top-level takeaways that can be drawn from, in part, or in whole, by our staff, board members, and partners as needed.

A guide, not a script. While the ideas and language within have been carefully crafted, they are not intended to be repeated verbatim. Each of us brings our own unique relationship to ClimateWorks and our own way of connecting with others when discussing it. By understanding and

internalizing its central organizing principles and themes, our Brand Handbook can help ClimateWorks and our partners speak in a more consistent way about ClimateWorks, our vision and mission, our role, our values, and our history.

A living document. Most important, while the handbook is meant to help build a better understanding of ClimateWorks’ identity and approach, it is also a continuation of some of the essential values that have been at the heart of the organization since it was first created—a spirit of collaboration, results, boldness, and agility that continues to drive our work. And just as brands evolve over time, this handbook is a living document: One that is open to change and will be added to in the years ahead as we continue on our mission.

This handbook offers concise language to help our staff, board, and partners describe the new ClimateWorks to any audience. It is a living document that will be adapted and enriched over time, as ClimateWorks develops stories, examples, and illustrations of how the work of the organization supports these messages.

CLIMATEWORKS BRAND HANDBOOK 3

ClimateWorks’ theory of change is predicated on shaping public policy, social engagement, and corporate practices to create a positive feedback loop that amplifies philanthropic impact.

Philanthropy influences public

policy, inspires the private sector, and

strengthens public support

Public and corporate policy shapes markets

and industries, reducing global

warming

As markets and industries evolve,

and public support grows, the

prospects for further gains improve

Our Theory of Change

Building a low-carbon world requires dramatic changes in the way we generate, distribute, and use energy, organize transportation, build cities, and manage land and other natural resources; deep changes are necessary in order to catalyze transformation.

The Challenge. Scientists agree that to avert a 2°C average global temperature rise—the agreed upon “tipping point” for many of the most catastrophic effects of climate change—we must reduce global greenhouse gas emissions to an annual total of 35 billion metric tons by 2030, and eventually cut net-emissions to zero. In order to achieve this result, we must accelerate the transition away from fossil fuels and protect the planet’s carbon-absorbing ecosystems.

This must happen on a global basis, with a particular focus on the highest emitting countries and regions, including developed countries with high energy demand, like the United States and the European Union; in developing countries with high and quickly growing energy consumption, like China and India; and in countries with high deforestation rates and ecosystem loss, like Brazil and Indonesia.

These transitions must happen quickly. They require governments, the private sector, civil society, and other stakeholders to all do their part and act with urgency.

Philanthropy: A catalyst for change. Philanthropy can play an instrumental role in supporting public-private collaboration to accelerate the low-carbon transition.

By promoting sound public policy, philanthropy helps create a predictable environment that drives low-carbon investments and innovation. As forward-thinking companies and governments transform their practices, mitigate risk, and seize new opportunities, low-carbon choices will become more profitable and attractive to companies, citizens, and consumers. And as new technologies emerge, clean energy markets will expand and public support for climate action—including a new round of strong public policies—will grow. Together, these dynamics form a positive feedback loop, and amplify philanthropic impact beyond its primary activities.

Making prompt, significant, measurable progress towards a low-carbon world requires more than just working harder on the problem. It demands a highly coordinated effort in which each stakeholder applies their energy, expertise, and resources to the areas from which they may realize the greatest return. By supporting and encouraging coordination of philanthropic stakeholders, ClimateWorks helps to inform, evaluate, and optimize the collective impact of the group—fulfilling a critical role and helping bring the world one step closer to a safe climate future.

8 CLIMATEWORKS BRAND HANDBOOK CLIMATEWORKS BRAND HANDBOOK 9


Brand Strategy, Executed

For organizations that may have a large number of staff working in the field, whether in communities or with partners and policymakers, Brand Handbooks can be distilled down to help everyone in an organization “live the brand,” even if they were not directly involved in the process. With this approach, mission and values, tone and manner, experiential values and more are communicated with simplicity to help make brand strategy more memorable and actionable.

brand handbookLiving and Expressing the MetroSouth Brand

There are three core audience groups in our Brand Community that are essential to our success.

+ community:Those who both receive our care and benefit indirectly from our services: patients and their loved ones, and the places in which they congregate, such as schools and religious institutions.

+ professionals: The employees, partners, volunteers and vendors who work with us every day, from physicians and nurses, support staff and all organized interest groups.

+ thepublic: Those who are essential to our advocacy, from government officials and public institutions to journalists who work in the public interest.

Creating a strong brand and business requires maintaining a dialogue with each group on their terms, always addressing their individual needs and concerns openly and honestly.

17 18

Brand Community

MetroSouth has a diverse, multi-faceted audience. We are defined by everyone in it we interact with—both directly and indirectly. Each patient, family member, practitioner or business partner carries our brand with them every day. Creating successful, long-term relationships with our community means being mindful first of how our world sees us and aligning our words and then aligning our deeds to meet their expectations—always remaining true to our core values.

Our Brand Values

+ Creating exceptional health care experiences is the single greatest responsibility we have to our patients and practitioners.

+ Being mindful of the needs of physicians and nurses helps them provide the best quality care and creates the best environment in which to do it.

+ Access to high-quality health care means more than making sure it is easy to receive—it is also ensuring that patients feel welcome and are made a priority while they are here.

+ MetroSouth is a family that takes time to laugh, listen and learn; we make patients part of our family by extending to them the same appreciation we share for one another.

+ Our diversity is our strength and each of us is enriched by the different cultures, backgrounds and personal beliefs of our patients and fellow practitioners.

+ We are an active member of our community, regularly reaching out to our neighbors and warmly welcoming them in when they reach out to us.

+ Our charity is extended by our financial strength, providing the resources to continuously serve and support those most in need.

+ Agility and efficiency are essential to our success; by addressing challenges and making necessary changes quickly, we are best able to adapt, grow, and improve our services.

+ Being a good corporate citizen and neighbor means creating sustained economic strength for our community and running our business with its best interests in mind.

+ Maintaining an unyielding commitment to ethical business practices is essential to our ability to run a superior hospital.

11 12

accessible. welcoming. trustworthy. local. compassionate. respectful. committed. inclusive. supportive. progressive. energetic. confident. competitive.

maintaining a consistent tone for our brand is essential to strengthening relationships with our community.

Tone and Manner

19 20


Visual Branding, Executed

By following the brand strategy process, visual design more effectively translates both the strategic objectives an organization and the spirit and soul of its brand. To effectively support the many needs of an organization, both in communications and operations, visual design should be developed as part of a well-thought-out system that works together to embody the strategic needs of the brand.

1

World Cocoa Foundation Brand Guidelinesupdated 2013

12brand elements

Our Color Palette

Color adds to the visual appeal of communications and is a critical element in creating a memorable and lasting identity . In addition, colors can be used to help aid in organizing information, provide differentiation and lend consistency to our communications.

The WCF palette consists of warm, earthy colors that evoke land, farming, and the rich hues of cocoa pods. The primary colors are brown, green and cream, while red, orange and yellow are provided as accent colors, offering both vibrancy and flexibility in the design of communications.

primary color palette

seco

ndary color palette

wcf green PMS 7496 C Pantone DS 297-1 CCMYK: c50, m0, y100, k40RGB: r106, g127, b16Hex: #6A7F10

wcf cream Pantone DS 6-9 C

CMYK: c0, m3, y15, k3RGB: r246, g234, b211

Hex: #F6EAD3

wcf orange PMS 7413 C Pantone DS 36-1 CCMYK: c0, m60, y100, k0RGB: r212, g123, b34Hex: #D47B22

wcf brown PMS 476 C

Pantone DS 321-3 CCMYK: c60, m90, y100, k30

RGB: r76, g51, b39Hex: #4C3327

wcf red PMS 1805 C Pantone DS 81-1 CCMYK: c20, m100, y100, k15RGB: r170, g39, b47Hex: #AA272F

wcf yellowPMS 124 C

Pantone DS DS 5-1 CCMYK: c0, m20, y100, k0

RGB: r234, g171, b0Hex: #EAAB00

10brand elements

Using Our Logo

The rules shown in this section will ensure that the WCF logo is always presented consistently, is given maximum prominence, and is immediately recognizable.

permitted color variations Three presentations are available: standard, black & white, and knockout. The aim is to establish plenty of color contrast between the logo and its background. Please use good judgement in selecting the version that provides maximum contrast.

clear space areaAn area of clear space must be maintained on all sides of the WCF logo. To help designers in implementing this rule, we have constructed a framework for clear space based on the width of the capital letter ‘W’ at the size it appears on the logo.

sizesThis section shows standard sizes for both print and web, as well as the minimum size permitted in order to retain legibility.

Standard Version For use on a white or light background in full-color print

materials, advertisements, or digital media

Black & White Version For use on a white or light background only in black-and-white

print materials

Clear Space Around Logo Always allow enough spacing between the logo and document

edges, color field edges, or other visual elements

Knockout Version For use on a dark background in full-color or black-and-white

print materials

Standard Print Size: 4p or 40pt high Standard Web Size: 3p or 36pt high Minimum Size: 2p or 24pt high

1p

17brand elements

Our Photography

The use of images is an important element within the WCF brand. Imagery is used to evoke emotions and provide visual information. Wherever possible, it is advisable to use one or two large images to complement the text as opposed to three, four or five small images.

The image examples on these pages provide a general guide for what style of photography best communicates the WCF message. The images should be relevant to the topic of communications. They should strive to represent the geographic diversity of WCF’s operations, and should highlight the positive effect of its involve-ment in cocoa communities.


Visual Branding, Executed

By fully documenting how the design system works, with examples for how it is executed in different communications branding becomes an organizational asset that creates long-term consistency, supports staff and partners, and facilitates purposeful brand growth. For organizations with distributed offices or with an affiliate structure, this level of detail is particularly valuable in ensuring long-term cohesion and consistency.

Confidential · Do not distribute without written consent from the American Jewish Joint Distribution Committee. i

american jewish joint distribution committee

brand standardsVersion 1.0 · January 2010

Created and Distributed by the Global Marketing & Communications Department, New York · [email protected]

Confidential · Do not distribute without written consent from the American Jewish Joint Distribution Committee.JDC Brand Guidelines · Version 1.0 · January 2010 49

Since 1914, the American Jewish Joint Distribution Committee (JDC) has given global expression to the principle that all Jews are responsible for one another. Working today in more than 70 countries, JDC acts on behalf of North America’s Jewish communities and others to rescue Jews in danger, provide relief to those in distress, revitalize overseas Jewish communities, and help Israel overcome the social challenges of its most vulnerable citizens. JDC also provides non-sectarian emergency relief and long-term development assistance worldwide.

mission highlightsDiscover the rich history of Uzbek Jewry and its intricate network of institutions, services, and organizations

Learn about the educational, welfare, and community development programs that energize this thriving community

Marvel at the magnifi cent ancient monuments in Samark

Celebrate Shabbat as part of the local community with student activists, community leaders, and local partners

discoVer the worldLocated in the heart of Central Asia between the Amu Darya and Syr Darya Rivers, Uzbekistan has a long and fascinating history. Its Jewish heritage, which spans over 2,000 years, is particularly interesting. The two distinct Jewish communities that live in Uzbekistan, the Ashkenazim and Bukharan, live separate yet harmonious lives, and both enjoy cordial relations with their Moslem neighbors.

JDC began working in Uzbekistan in the early 1990s to bring relief to those most in need, to foster Jewish renewal, and to establish a supportive network of services for the Jewish community. Join us as we explore this unique country and see fi rst-hand the impressive developments and ongoing challenges of JDC’s work in ensuring the continuation and growth of Jewish communal life in Uzbekistan.

For more information, please contact Dov Ben-Shimon at 212-885-0841or via email at [email protected].

November 1-6, 2009

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jdc mission

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jdc mission

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For more information, please contact Dov Ben-Shimon at 212-885-0841 or via email at [email protected].

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November 1-6, 2009


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our collateral

communications


our brand

color palettes

notes The color specifications here are for use with matte paper stocks (M). When using uncoated or gloss paper stock, always adjust your color selection to get the closest possible match to the matte version of the original Pantone color. You should consult with your printer to ensure the closest possible reproduction to the original Pantone Matte Formula colors.

Please note that screen-based colors reproduce differently in various operating systems, browsers, and monitors. You should always consider the output device or the viewing environment of your online audience and adjust accordingly. Colors will not look identical on-screen for different users, and some variation must be expected.

pantone cmyk rgb grayscale heX

jdc core blue · global Pantone 301M 100, 45, 0, 18 (C,M,Y,K) 0, 94, 155 (R,G,B) 75% (K) 005E9B

jdc core cyan · israel Process Cyan M 100, 0, 0, 0 0, 164, 222 30% 00A4DE

jdc core turquoise · international development program Pantone 325M 56, 0, 26, 0 103, 200, 198 35% 67D0CE

jdc core green · europe Pantone 377M 45, 0, 100, 24 120, 152, 35 48% 789823

jdc core purple · former soviet union Pantone 228M 0, 100, 4, 41 144, 42, 98 100% 902A62

jdc core red · africa & asia Pantone 1797M 2, 98, 85, 7 198, 38, 46 75% C4262E

jdc core orange · latin america Pantone 166M 0, 64, 100, 0 242, 103, 34 55% F26722

jdc supporting yellow Pantone 123M 0, 21, 88, 0 255, 202, 56 22% FFCA38

jdc supporting blue Pantone 7461M 78, 28, 0, 0 0, 141, 190 40% 008DBE

jdc supporting lilac Pantone 272M 49, 46, 0, 0 135, 136, 199 42% 8788C7

jdc supporting red Pantone 194M 7, 100, 54, 35 156, 57, 75 100% 9C394B

jdc supporting green Pantone 336M 100, 9, 58, 45 0, 103, 81 80% 006751

jdc supporting grey Pantone 432M 70, 57, 50, 29 76, 84, 91 80% 4C545B

Color Palette Breakdowns


Values Posters and GridJDC values posters are designed to be used when messaging revolves around more emotional content such as vision and values statements. They are central to print advertising design. Values Posters should be created using the appropriate color palette for that particular region.

Templates are available for the development of JDC values posters. Should you need the electronic templates, they can be downloaded from the extranet.

Please pay attention to word counts, image style, and structure, and try to match the look and feel as closely as possible to the example on the right.

Though templates are set to the proper margins and spacing, measurements are provided below should they need to be referenced.

values poster layout specificationsPage Specs: 24" x 36" / 144p x 216p · Margins (X): 2" / 12p all around Vertical Grid: Page divided into 7 rows with no gutters · Type Vertical Starting Point: Third grid line (15.42" / 92p6) · Logo: Placed at 170% (54p W x 19p H), aligned to bottom/right margins.

Typography: All type is right aligned with colors based on global or regional usage.

Colors: To be used from the JDC Color Wheel and to be kept within the relevant regional palette.

values poster

InTERTwInED, InTERcOnnEcTED. העולם היהודי—אחד הוא: חלקיו שזורים

זה בזה בזיקת גומלין ותלות הדדית. –RalPH I. golDmaN

ThERE IS A SIngLE JEwISh wORLD:

X

X

our collateral

communicationsselected regional variations








Additional Case StudiesInterested in a more detailed look at how a brand strategy and design process is executed across an entire organization? These, and other integrated case studies are available on our website with downloadable PDFs that explain the process.

ClimateWorks Foundation Click Logo or Enter URL: ms-ds.com/our-work/climateworks-foundation-branding-website

The Pratt CenterClick Logo or Enter URL: ms-ds.com/our-work/pratt-center-brand-strategy-messaging-identity-design

World Cocoa FoundationClick Logo or Enter URL: ms-ds.com/our-work/world-cocoa-foundation-nonprofit-branding-collateral

http://ms-ds.com/our-work/climateworks-foundation-branding-website

http://ms-ds.com/our-work/pratt-center-brand-strategy-messaging-identity-design

http://ms-ds.com/our-work/world-cocoa-foundation-nonprofit-branding-collateral


Thank You!

Matthew SchwartzFounder, Director of Strategy, MSDS

Email: [email protected]: 212-925-6460 xt 124Website: ms-ds.comTwitter: @msdsbranding

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