The document discusses the importance of cultural branding during times of change. It notes that organizations are facing economic pressures and need to engage new audiences using digital platforms. To adapt, cultural institutions must have "adaptive resilience" - maintaining their core purpose while absorbing disturbances. This involves questioning current practices and defining core values. The brand must be communicated consistently across all customer touchpoints, including marketing, programming and facilities. All staff should embrace and help shape the brand to build trust with audiences during periods of change. Measuring success and driving brand consistency from senior leadership is key.

1. BRAND
The role and importance of
cultural branding during times
of change
Cultural marketing, brand, CRM, fundraising, digital and
business development consultancy

3. “We
are
living
in
the
unstable
space
between
the
way
things
have
worked
for
a
long
9me,
and
the
way
they
might
work
in
the
future”
Diane
Ragsdale,
cultural
commentator

4. Time for new thinking
Adaptive resilience:
the capacity to remain productive and
true to core purpose and identity whilst
absorbing disturbance and adapting
with integrity in response to changing
circumstances

5. Changing circumstances…
Economic
and
financial
pressures
Changing
Digital,
demographic,
technology,
need
to
engage
communica9on
new
audiences

6. Changing circumstances…
What
cons9tutes
a
cultural
experience,
how
will
it
be
delivered
and
how
will
it
be
consumed?
How
and
where
will
our
brands
need
to
feature
in
the
future
in
order
to
reach
out
to
audiences?

7. Adaptive resilience in practice…
• A desire to clearly set long term goals and vision and to
remain ambitious
• A willingness to question everything that is currently
done and to consider how it could be done differently
• An understanding of the importance of defining the ‘non-
negotiable’ values of the organisation – whether these be
artistic, commercial or operational
• An acceptance that working with others may now be
highly desirable (or unavoidable). But, that
• Retaining a clear and easily understood position in
the marketplace is vital.

8. Finding solutions…
Economic
and
financial
pressures
BRAND
Changing
Digital,
demographic,
technology,
need
to
engage
communica9on
new
audiences

9. The customer perspective…
AFFORDABILITY
• Wherever possible we need to encourage
people to make value judgements about
us based on ‘hearts’ and not ‘heads’.

10. The customer perspective…
TRUST
• We need to build trust with audiences and
funders and not sabotage it.
• Deliver on our promises

11. The customer perspective…
PASSION
• ‘loyalty elasticity’
• Unwavering belief in the importance of
what we do
• Champion us to others
• Prioritise us over other things

12. The customer perspective…
PROMISE
EXPERIENCE
MEMORY

13. The strategic importance of brand

14. If YOU don’t know what you
stand for, how can you expect
your audiences to?

15. Brand
Brand
Values
Implica9ons
Communica9ons
Experience
Online
Offline
Programme
Facili9es
Implica9ons
Processes
Resources
Ownership

16. brand
day to day organisational impact
• Relationship with • Fundraising and
architects philanthropic giving
• Signage and • Ticketing
way-finding
• Front of house and
• Retail and catering customer experience
• Technology and • Artistic programme
digital strategy
• Marketing and
• Sponsorship and communications
commercial
partnerships

17. creating a great cultural
brand

18. brand
the big picture…
• A brand is NEVER just about the logo
• Everyone owns the brand and can make it
stronger. BUT…
• Everyone can potentially damage the brand too
• Brands require investment - money, resources,
time
• Every decision you take within marketing and the
wider organisation should re-enforce your brand

19. the brand checklist
1. Who are we and what do we do
2. What are our values
3. What is our mission statement
4. Where do we sit in the marketplace
5. What makes us unique
6. What do people think of us now and what do we want
them to think of us in the future
7. What is our positioning statement
8. How are we going to represent our brand visually
9. How are we going to live and breathe the brand
10. How are we going to communicate who we are –
brand strategy

22. characteristics of great
cultural brands?

36. brand
creating a recognisable identity
LOGO

43. living the brand
who is really responsible for
shaping your brand?

44. Friends Posters Telesales
Booking a room
Brochures
Attending events
/ Leaflets
Membership
Corporate Sales
Walking through
venue
Social media
Website
Booking tickets
PR
Direct mail
Eating at restaurant
Internal
Press articles service
Customer
Making enquires Newsletters
Events
Email
Campaign

45. Your
employees
are
an
essen9al
element
in
delivering
a
successful
brand

46. Brand
can
act
as
a
catalyst
for
mo9va9ng
and
engaging
employees
during
periods
of
organisa9onal
change

47. Drive
from
the
top
down
Co-­‐ordinate
across
all
func9ons
Engage
employees

49. Barbican Experience

50. Personal Brand Action Plan
Describe a specific current situation that you feel could be done
differently:
How will this change according to the Barbican Customer
Experience project?
How will you measure success?

51. Summary
• Brand should be at the heart of discussions
about change
• Consistency of brand will help retain audiences
and build their trust
• You need to consider how your brand will be
portrayed – changes to communication and
consumption
• Consistency of brand presentation
• Staff engagement and responsibility

52. Ques9ons?
Chris
Denton
chris@chris-­‐denton.com
Cultural marketing, brand, CRM, fundraising, digital and
business development consultancy