This workshop takes participants through a nine phase brand development process including discovering the organizations image, the brand vision, the brand perception, brand promise, the brand audience, positioning and brand ROI, brand creative development and communicating the brand to constituents.
Refine your organizations positioning
Learn the methodology for developing a strategic branding
Link your organizations goals to its behaviors
Align stakeholders and build internal support for the brand
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The Strategic Designer Brand Strategy Development Workshop
1. the
STRATEGIC DESIGNER
Design for business
Strategic Designer Workshop
Brand Strategy Development
Dave Holston
The Strategic Designer
www.the-strategic-designer.com
dave@the-strategic-designer.com
2. the
Strategic Designer STRATEGIC DESIGNER
Design for business
About me
• Director of Online Communication at Georgia Institute of Technology
• Director of Strategic Design Management at The University of Texas
• 25 years in marketing, public affairs, advertising & design
• Author of The Strategic Designer: Tools and techniques for managing
the design process
3. the
Brand Strategy Development STRATEGIC DESIGNER
Design for business
What we’ll talk about
This workshop will provide tools for working through
strategic brand development questions with clients by
using collaborative activities to reach a meaningful brand
positioning.
• How to identify the real brand problem to be solved
• How to get the organization to clearly express their goals
• How to focus on audiences to gather brand insights
• How to develop creative and meaningful brand directions
• How to evaluate brand success
4. the
Brand Strategy Development STRATEGIC DESIGNER
Design for business
What we’ll do
Congratulations!
You own a wiffle ball company.
Each table will work together to
develop a brand strategy
• Conduct business analysis
• Conduct audience analysis
• Develop a positioning
• Develop creative messaging and
identity
5. the
Brand Strategy Development STRATEGIC DESIGNER
Design for business
Why do we brand?
• Provides a competitive advantage
• Provides a stable asset
• Provides an economic value
• Sets expectations
• Creates the experience
7. the
Branding is a process STRATEGIC DESIGNER
Design for business
Strategic Brand Development Questions
Understanding the Understanding the Competitive Creative Implementation Brand evaluation
business audience positioning development • How do we live the • How do we
• What is our core • What do our • What is our unique • What is our brand brand? measure internal
purpose? audiences value? name? • How do we launch alignment?
• What is our vision? experience? • Where can we add • What is our brand the brand? • How do we
• How do our value? tagline? measure audience
• What is our
mission? audiences • What is our brand • What is our visual awareness?
behave? promise? style? • How do we
• What are our
goals? • What should our measure business
logo represent? performance?
• What is happening
in our
environment?
8. the
Why should designers care about strategy? STRATEGIC DESIGNER
Design for business
“Make it look
pretty”
Client
9. the
Why should designers care about strategy? STRATEGIC DESIGNER
Design for business
“design skills and business skills are converging…
It's time to embrace a new value proposition based on creating – indeed,
often co-creating -- new products and services with customers that fill their
needs, make them happy, and make companies and shareholders rich.“
Martin goes on to say that the design skills of “understanding, empathy,
problem solving” are what business need today.”
Roger Martin, dean of the Rotman School of Management at the University of Toronto
18. the
Strategy and brand STRATEGIC DESIGNER
Design for business
Competitive brand strategies
Cost Focus Differentiation
• Achieve a sustainable • Focus on a small • Provide a unique
cost advantage over target audience or audience value
competitors though provide a limited through performance,
market share or product line quality, life style or
prestige
access to raw
materials
• EX: Walmart • EX: Anthropologie
• EX: Harley Davidson
19. the
Strategy and brand STRATEGIC DESIGNER
Design for business
Five competitive forces framework
Bargaining
Threat of New
Power of
Entrants
Customers
Client
Bargaining
Threat of
Power of
Substitutes
Suppliers Competitive
Rivalry
within the
Industry
20. the
Strategy and brand STRATEGIC DESIGNER
Design for business
Strategy development framework
Competitive Audience analysis
analysis • Segments
• Identity • Motivations
• Performance • Behaviors
• SWOT • Needs
Client
• Culture
Environment Business analysis
• Political • Identity
• Environment • Performance
• Social • SWOT
• Technological • Culture
Strategy
21. the
Strategy and brand STRATEGIC DESIGNER
Design for business
Strategic brand development framework
Audience analysis
• Segments
• Motivations
• Behaviors
Competitive analysis • Needs Business analysis
• Identity • Identity
• Performance Client • Performance
• SWOT • SWOT
• Culture • Culture
Environment Creative development
• Political • Positioning
• Environment Strategic • Messaging
• Social Positioning • Naming
• Technological • Taglines
• Visual design
23. the
Branding is alignment STRATEGIC DESIGNER
Design for business
The most efficient way
to achieve alignment
is through
a collaborative process
24. the
Branding is collaborative STRATEGIC DESIGNER
Design for business
EXERCISE:
Drawing game
• Choose a partner
• Work silently
• Take turns drawing parts of a face,
one feature at a time
• When you hesitate, stop drawing
• Now write the first letter of this
characters name
• Keep going till someone hesitates
25. the
Branding is collaborative STRATEGIC DESIGNER
Design for business
Collaboration is key
• Brands are now co-creators with their audiences
• Cuts down on the disconnect between the
organization and the people they serve
26. the
Branding is collaborative STRATEGIC DESIGNER
Design for business
Brand with your ears
– Listening creates trust
– Listening and questioning are our most valuable tools
– Questioning gets you to real motivations
Client
– Understanding motivations can help you influence behaviors
29. the
Branding is a process STRATEGIC DESIGNER
Design for business
“Process is more important than outcome. When the outcome drives the
process we will only ever go to where we've already been. If process
drives outcome we may not know where we’re going, but we will know we
want to be there.” - Bruce Mau
30. the
Branding is a process STRATEGIC DESIGNER
Design for business
Strategic Brand Development Process
Understanding Understanding Competitive Creative Brand
the business the audience positioning development evaluation
• Mission & • Segments • Cost • Verbal identity • Internal
Vision • Attitudes • Focus • Visual Identity alignment
• Goals • Beliefs • Differentiation • Audience
• Environment • Values awareness
• Behaviors • Business
performance
31. the
Strategic brand development STRATEGIC DESIGNER
Design for business
Agenda
• Each table will be a fictitious wiffle ball manufacturing company
– Assign a scribe
Client
– Assign a spokesperson
• We will go through each step of the brand process to create
brand for your company
32. the
Strategic brand development STRATEGIC DESIGNER
Design for business
The Competition:
Amalgamated
Wiffle Ball Corp.
• Client
The leader in wiffle ball and wiffle ball
related products
• Founded by David J. Mullany in
Shelton Conn.
• Started in 1954
• Got a contract with Woolworths in 1956
• Latest innovation -1972 introduced the
plastic bat
• Motto: We strive to make the consumer
happy and give them a solid product.
33. the
Branding is a process STRATEGIC DESIGNER
Design for business
Strategic Brand Development Process
Understanding Understanding Competitive Creative Brand
the business the audience positioning development evaluation
• Mission & • Segments • Cost • Verbal identity • Internal
Vision • Attitudes • Focus • Visual Identity alignment
• Goals • Beliefs • Differentiation • Audience
• Environment • Values awareness
• Behaviors • Business
performance
36. the
Understanding the business: Define the problem STRATEGIC DESIGNER
Design for business
Problem definition tools
Drill Down Technique Ishikawa Diagrams
37. the
Understanding the business: Define the problem STRATEGIC DESIGNER
Design for business
PROBLEM DEFINITION EXERCISE:
Draw the problem
The Problem: Amalgamated Wiffle Ball
dominates the market and your company
has no name recognition with buyers
either in-store or online.
How would you solve this problem?
Step 1: Create a list of five items that
contribute to the problem.
Step 2: Draw a picture of how to solve
the problem. Consider the who, what,
where, when, why and how of the
problem.
39. the
Understanding the business: Purpose, vision & mission STRATEGIC DESIGNER
Design for business
Vision
Core Ideology
BHAG
Core values
Core Purpose Vivid
Description
Mission
What do we do?
Who do we support?
How do we do it?
41. the
Understanding the business: Purpose, vision & mission STRATEGIC DESIGNER
Design for business
CORE PURPOSE EXERCISE:
The Random Serial Killer Test
If someone were to buy the company at a generous price,
guarantee that the employees would maintain their salaries
albeit in a different industry, and that the buying company would
destroy the firm and eliminate all its offerings, causing the company
to no longer exist, would you accept the offer?
Why, or why not?
43. the
Understanding the business: Purpose, vision & mission STRATEGIC DESIGNER
Design for business
VISION EXERCISE:
Drawing the future state
• COVER – Time Magazine cover featuring the organization
• HEADLINE – News headline about the organization
• SIDEBAR – Interesting facts about the organization
• QUOTES – What people are saying about the organization
• IMAGES – Images that depict the future state
• Write a one-sentence vision statement.
44. the
Understanding the business: Purpose, vision & mission STRATEGIC DESIGNER
Design for business
MISSION EXERCISE:
Mission MadLibs
Organization X serves (constituent groups)
by (definition of the business).
Organization X is different from (competitor)
because of (point of differentiation).
Or
(Constituent group) need (insight/why).
(organization x) provides (differentiated solution)
46. the
Understanding the business: Goals STRATEGIC DESIGNER
Design for business
Brand goal framework
Objectives Goals KPI Target
• Why does the • What strategies • What metrics will • What numerical
brand exist? will we use to help us values will we use
accomplish our understand how to measure brand
brand objectives? we are doing? success?
48. the
Understanding the business: Goals STRATEGIC DESIGNER
Design for business
Goal description Feasibility Importance
1. Increase brand awareness
GOAL FOCUS EXERCISE 2. Grow customer base
3. Increase repeat customers 3 4
What’s important and achievable 4. Reduce costs
5. Maintain pricing
6. Create online store front
7. Create a customer loyalty program
This exercise answers the question 8. Host a series of events
Total 24 24
“Given our resources, what should
we do? 5
4
Step 1: Brainstorm and list top eight goals
Feasibility
Step 2: Rank for importance and feasibility 3 3 3. Increase repeat
customers
Step 3: Chart points on the grid 2
1
0 1 2 3 4 5
Importance
49. the
Understanding the business: Goals STRATEGIC DESIGNER
Design for business
GOAL FOCUS EXERCISE
What’s important and achievable
Step 1: Brainstorm and rank goals
Goal description Feasibility Importance
1. Increase brand awareness
2. Grow customer base
3. Increase repeat customers 3 4
4. Reduce costs
5. Maintain pricing
6. Create online store front
7. Create a customer loyalty program
8. Host a series of events
Total 24 24
50. Goal description Feasibility Importance
the
Understanding the business: Goals 1. Increase brand awareness STRATEGIC DESIGNER
Design for business
2. Grow customer base
3. Increase repeat customers 3 4
4. Reduce costs
5. Maintain pricing
GOAL FOCUS EXERCISE 6. Create online store front
7. Create a customer loyalty program
What’s important and achievable 8. Host a series of events
Total 24 24
Step 2: Chart the goals
5
Goal description Feasibility Importance
1. Increase brand awareness
2. Grow customer base
3. Increase repeat customers 3 4 4
4. Reduce costs
5. Maintain pricing Feasibility
3 3. Increase repeat
6. Create online store front 3 customers
7. Create a customer loyalty program
8. Host a series of events
Total 24 24
2
5
1
4
0 1 2 3 4 5
Feasibility
3 3. Increase repeat
3 customers
Importance
2
52. the
Understanding the business: Internal analysis STRATEGIC DESIGNER
Design for business
Internal forces
SWOT EXERCISE
Internal and external analysis
Strengths (tend to be internal)
• What do we do better than our peers? Strengths
Weaknesses
• What are we known for?
• What resources do we have?
Weaknesses (tend to be internal)
• What problems does the university face?
• What don’t we do well?
• What holds us back from being where we want to be?
Opportunities
Threats
Opportunities (tend to be external)
• What trends can we take advantage of?
• What actions can we take that will produce a competitive
advantage?
Threats (tend to be external)
• What unfavorable trends are occurring?
External forces
• What’s happening in the state that could have a negative impact
on the university?
53. the
Understand the audience STRATEGIC DESIGNER
Design for business
PEST EXERCISE
Environmental analysis
PEST Analysis is a useful tool for understanding the ‘big picture’ of the
environment in which you are operating, and for thinking about the
opportunities and threats that lie within it. By understanding your environment,
you can take advantage of the opportunities and minimize the threats. PEST
analysis consists of four questions.
• POLITICAL: What political considerations do we need to be aware of?
• ENVIRONMENT: What is happening in the environment/industry?
• SOCIAL: What social trends and consumer values do we need to consider?
• TECHNICAL: What technological tools can we take advantage of?
55. the
Understand the audience STRATEGIC DESIGNER
Design for business
Focus groups
• Moderator
• Scripted series of questions
• Getting to why, gaining insight
• Neutral locations
• 1 - 2 hours long
• 3 rounds of test will get you best results
• Good for brainstorming with audiences or to develop a deeper
understanding of their motivations
56. the
Understand the audience STRATEGIC DESIGNER
Design for business
Dyads and Triads
• Dyads – Two friends interviewed as a pair
– Used for exploring issues that might be hard to articulate
– Good for getting “honest” responses
– Friends keep each other in check, making them less likely to lie
• Triads – Three people who are either similar to one another, or different in a
specific way
– The same: The conversation can be generative like a focus group
– Different (but in the same arena, like donors who contribute at different
levels): Their responses can be seen as comparative
57. the
Understand the audience STRATEGIC DESIGNER
Design for business
Ethnography
• Looks at audiences in the
context of their lives
• Produces detailed in depth
observations in natural
environments
• Observing people in their day
to day activities
• Allows designer to better
understand audiences
58. the
Understand the audience: Personas STRATEGIC DESIGNER
Design for business
Who is the audience?
Demographics Myers-Briggs Keirsey-Bates Hippocrates
• Age • Extroverts/ • Artisans • Sanguine
• Gender Introverts • Guardians • Choleric
• Location • Sensors/Feelers • Idealists • Melancholic
• Status • Judgers/ • Rationalists • Phlegmatic
Perceivers
• Thinkers/Feelers
59. the
Understand the audience: Personas STRATEGIC DESIGNER
Design for business
Building a persuasion architecture
• What personality type are they?
Meticulous, humanist, spontaneous, competitive
• What are their behaviors?
• How do they like to be communicated with?
• What are the points of resolution - What info do they need to
move forward?
• Conversion beacons - The first place the prospect takes action
• Baseline metrics - How do we measure success?
60. the
Understand the audience: Brand pyramid STRATEGIC DESIGNER
Design for business
EXERCISE:
Building a brand experience pyramid
Answer the following questions
• Presence - How will the audience find out about us?
• Relevance – What is the cost/value to the audience?
• Performance – What unique value do we provide our audiences?
• Advantage – What emotional needs do we provide?
• Bonding – What does the product say about the audience?
61. the
Understand the audience: Personas STRATEGIC DESIGNER
Design for business
EXERCISE:
Empathy Maps
Empathy maps act as a simple
personas that help get the team
thinking about the audience
• What do you feel?
• What do you hear?
• What do you say?
• What do you see?
Image from Alexander Osterwalder and Yves Pigneur
62. the
Understand the audience: Personas STRATEGIC DESIGNER
Design for business
Persona Framework
Spontaneous Competitive
Quick
Quick/ Quick/
emotional logical
Humanist Methodical
Deliberate/ Deliberate/
emotional logical
Deliberate
Emotional Logical
63. the
Understand the audience: Personas STRATEGIC DESIGNER
Design for business
Competitive Persona
Attitude Business like
Use of time Disciplines and fast paced
Requirements Your qualifications
Weaknesses Documented evidence/results
How to present What you can do for them
Problem solving Support their ideas and conclusions
Facilitate decisions Provide option
64. the
Understand the audience: Personas STRATEGIC DESIGNER
Design for business
Spontaneous Persona
Attitude Personal and activity oriented
Use of time Undisciplined and fast paced
Requirements Evidence you’re trustworthy and friendly
Weaknesses Personal attention and interest
How to present Why you are the best solution
Problem solving Support their feelings, interests and
excitement
Facilitate decisions Provide guarantees and opinions, not
options
65. the
Understand the audience: Personas STRATEGIC DESIGNER
Design for business
Humanist Persona
Attitude Personal and relationship oriented
Use of time Undisciplined and slow paced
Requirements Who are you, what you think and who
you know
Weaknesses Give recognition and approval
How to present Who have provided solutions to
Problem solving Support their ideas, intuitions, your
relationship
Facilitate decisions Offer testimony and incentives
66. the
Understand the audience: Personas STRATEGIC DESIGNER
Design for business
Methodical Persona
Attitude Business and detail oriented
Use of time Disciplined and slow paced
Requirements Evidence of your experience and
knowledge
Weaknesses Documented evidence and preparation
How to present How you can provide a solution
Problem solving Support their principles and rational
approach
Facilitate decisions Provide evidence and service
68. the
Understand the audience: Personas STRATEGIC DESIGNER
Design for business
EXERCISE:
Building a persuasion architecture
• Photo: What do they look like
• Name: What do we call them?
• Personality type: Which of the four personality types are they?
• Description: What is the problem they are trying to solve?
• Personality profile:
– Attitude: Are they emotional or logical
– Use of time: Are they quick, or deliberate?
– Requirements: What do they need from the brand?
– Weaknesses
– How to present: How do they want the brand information presented?
– Problem solving: How can the brand support their decision making?
– Decision making
72. the
Brand Positioning STRATEGIC DESIGNER
Design for business
Three elements of brand experience
People
• Employees need to
embody the brand in
values and behavior
Offerings Processes
• Need to meet • The organization
the emotional must always be
and functional looking for new
needs of the ways to provide
audience audience value
73. the
Brand Positioning STRATEGIC DESIGNER
Design for business
EXERCISE:
Competitive analysis
10
Differentiation is
about expressing a 9
unique value that is 8
meaningful to the
Level of performance
7
target audience
6
Step 1: Make a list of 5
eight things that are
4
important to the
audience in this category 3
Step 2: Rank yourself 2
and your competitors 1
Step 3: Chart on a graph 0
Areas of customer
Cost Availability Durability Variety Fun Usability Safety _________
Step 4: Identify points of expectation
differentiation
Amalgamated Wiffle Ball
74. the
Brand Positioning STRATEGIC DESIGNER
Design for business
EXERCISE:
Competitive analysis
10
Differentiation is
9
about expressing a
unique value that is 8
Level of performance
meaningful to the 7
target audience
6
Step 1: Make a list of 5
eight things that are
4
important to the
audience in this category 3
2
Step 2: Rank yourself
and your competitors 1
Step 3: Chart on a graph 0
Areas of customer
Cost Availability Durability Variety Fun Usability Safety _________
Step 4: Identify points of expectation
differentiation
Amalgamated Wiffle Ball
Your Wiffle Ball Company
75. the
Brand Positioning STRATEGIC DESIGNER
Design for business
EXERCISE:
Competitive differentiation
Where to focus the organization and the brand
Eliminate Raise
What factors that the industry Which factors should be raised
takes for granted can be well above the industry’s
eliminated? standard?
Reduce Create
Which factors should be reduced Which factors should be created
well below the industry’s standard? that the industry has never
offered?
77. the
Creating the verbal and visual brand STRATEGIC DESIGNER
Design for business
Brand messaging framework
Brand proof
Brand promise Brand name Brand tagline
points
• Organizations name • Character • Short and punchy • Examples of how you
live the brand
• Unique audience • Value • Memorable
value
• Offering • Describe the unique
• Category audience value
• Unique
• Audience profile
• Audience point of
satisfaction
78. the
Creating the verbal and visual brand STRATEGIC DESIGNER
Design for business
EXERCISE:
Brand Promise
The brand promise is not a tagline. It is a permanent statement about the core value
that the organization provides. It is timeless. Taglines on the other hand change
depending on trends and the changing audience needs.
• The brand promise can contain some of the following elements:
– The organizations name
– Unique value audience value
– Category
– Audience profile
– A value that can be consistently achieved
79. the
Creating the verbal and visual brand STRATEGIC DESIGNER
Design for business
EXERCISE:
Brand Name
The name of the organization conveys ideas about personality, values and position
in the marketplace. Strong brand names express both the character and the offering
of the organization, are unique and should reinforce the brand image and brand
promise.
The brand name contains the following elements:
• Reflects the brands persona
• Describes the offering
• Creates an association to the meaning of the brand
• Is unique and memorable
• Short enough to fit on materials
• Available for trademark
80. the
Creating the verbal and visual brand STRATEGIC DESIGNER
Design for business
EXERCISE:
Brand Tagline
A strong tagline implies the point of differentiation by describing the unique value the
organization provides its audience. The tagline should be directed at audiences and
not internally to the organization.
The brand tagline contains the following elements:
• Memorable
• Short and quick to recite
• Expresses the brands points of differentiation
• Reflects the brands personality
81. the
Creating the verbal and visual brand STRATEGIC DESIGNER
Design for business
Creating visual brand alignment
Drawing, keywords, mind maps, word associations
82. the
Creating the verbal and visual brand STRATEGIC DESIGNER
Design for business
EXERCISE:
Conceptual drawing
• Drawing the experience
• Conceptual
• Fun
• Creates buy-in
87. the
Creating the verbal and visual brand STRATEGIC DESIGNER
Design for business
EXERCISE:
Visual development
Totemics
• Developed by Angela Dumas
• How to build a totem
– Define context
– Build vocabulary
– Refine perceptions
– Distill the totem
88. the
Creating the verbal and visual brand STRATEGIC DESIGNER
Design for business
Step one
• Build a context. Customers are asked to present ideas or
examples of what they like and don’t like.
89. the
Creating the verbal and visual brand STRATEGIC DESIGNER
Design for business
Step two: Define the context
• Team members narrow down a customer’s selections and list
ten descriptive valued word from the personas to describe the
piece. Next, they draw a depiction of the piece and write words
below it to describe it.
Valued Words
Quick, new, fun, spontaneous, reliable, clean, accommodating,
flexible, open and friendly
90. the
Creating the verbal and visual brand STRATEGIC DESIGNER
Design for business
Step three: Build a vocabulary
• Collect images showing furniture, interiors, textiles, consumer
products and industrial products (Each category shows a range
of styles and approaches.)
91. the
Creating the verbal and visual brand STRATEGIC DESIGNER
Design for business
Step four: Select images
• The team selects one image from each category to match the
ten descriptors from step one.
92. the
Creating the verbal and visual brand STRATEGIC DESIGNER
Design for business
Visually articulating the concept
– Heinrich Wolfflin - Psychology and
comparison (linear-painterly, plane-
recession, closed-open, multiplicity-
clearness)
– Rudolph Arnheim - The art of
perception (balance, shape, form,
growth, light, space, color,
movement and dynamics)
– Dr. Bernd Schmitt - Defining the
parameters of style
93. the
Creating the verbal and visual brand STRATEGIC DESIGNER
Design for business
A tool for aligning collaborators
• Defining the parameters of style
– Complexity: minimal <> complex
– Representation: realist <> abstract
– Movement: dynamic <> static
– Voice: loud <> understated
– Time: contemporary <> traditional
– Location: city/country/state/nation/international
– Authenticity: authentic <> derivative
– Technology: Hi tech <> handmade
– Sophistication: casual <> sophisticated
94. the
Creating the verbal and visual brand STRATEGIC DESIGNER
Design for business
• Complexity: minimal <> complex
95. the
Creating the verbal and visual brand STRATEGIC DESIGNER
Design for business
• Representation: realist <> abstract
96. the
Creating the verbal and visual brand STRATEGIC DESIGNER
Design for business
• Movement: dynamic <> solid
97. the
Creating the verbal and visual brand STRATEGIC DESIGNER
Design for business
• Voice: loud <> understated
98. the
Creating the verbal and visual brand STRATEGIC DESIGNER
Design for business
• Time: contemporary <> traditional
99. the
Creating the verbal and visual brand STRATEGIC DESIGNER
Design for business
• Location: city/country/state/nation/international
100. the
Creating the verbal and visual brand STRATEGIC DESIGNER
Design for business
• Authenticity: authentic <> derivative
101. the
Creating the verbal and visual brand STRATEGIC DESIGNER
Design for business
• Technology: Hi tech <> handmade
102. the
Creating the verbal and visual brand STRATEGIC DESIGNER
Design for business
EXERCISE
Parameters of style
Defining the parameters of style for your wiffle ball company
– Complexity: minimal <> complex
– Representation: realist <> abstract
– Movement: dynamic <> static
– Voice: loud <> understated
– Time: contemporary <> traditional
– Location: city/country/state/nation/international
– Authenticity: authentic <> derivative
– Technology: Hi tech <> handmade
– Sophistication: casual <> sophisticated
103. the
Creating the verbal and visual brand STRATEGIC DESIGNER
Design for business
EXERCISE
Logo development with
Brain sketching
Step 1: Brainstorm. Use a standard
brainstorming technique to begin the session,
then switch to pictures when ideas begin to
dwindle
Step 2: Sketching. Participants will have two
minutes to draw their solution to the problem.
Once the time limit is up, participants then slide
their papers to the person on the right.
Step 3: Collection and reflection: Once all the
images have gone around the table, they are
collected and discussed. These images are
then used as jumping-off points for new ideas.
.
105. the
Evaluating brand success STRATEGIC DESIGNER
Design for business
Calculating Brand Value
Employees: How well do they reflect the brand in their behavior?
• Do they personify the brand?
• Do they evangelize the brand?
• Are they committed to audience satisfaction?
Audience: Perceptions and promotion
• Audience perception vs. brand perception
• Does the audience promote the brand to family and friends?
• How loyal are they to the brand?
Financial: Future profits, brand name equity
• Revenue and profit growth
• Process improvement
• Brand valuation
106. the
Evaluating brand success STRATEGIC DESIGNER
Design for business
Not picking winners
• The best looking designs
are not always the most
effective
• Design must be looked at
“in context”
• How does the proposed
design work against the
competition?
• Allows designers to focus
on real design issues, not
perceived issues
• Design must ultimately
achieve a goal. Looks are
secondary.
107. the
Evaluating brand success STRATEGIC DESIGNER
Design for business
Review in context
• Don’t vote
• it’s not about
comparing options,
it’s about simulating
the introduction of
new systems
• Use a monadic
approach
108. the
Evaluating brand success STRATEGIC DESIGNER
Design for business
Monadic Approach
A means for testing multiple design options
• Two groups of people
• Each group reviews one of the design options
• Compare the responses
109. the
Evaluating brand success STRATEGIC DESIGNER
Design for business
EXERCISE:
Visual Equities
Draw the logos created
by the other tables from
memory.
110. the
Evaluating brand success STRATEGIC DESIGNER
Design for business
EXERCISE:
Net Promoter Score
How likely is it that you would recommend this organization to a
friend or colleague?
• Promoters (score 9-10)
• Passives (score 7-8)
• Detractors (score 0-6)
111. the
Alignment STRATEGIC DESIGNER
Design for business
112. the
Shameless promotion STRATEGIC DESIGNER
Design for business
Published by
Available through the HOW
bookstore at:
MyDesignShop.com
Dave Holston
The Strategic Designer
www.the-strategic-designer.com
dave@the-strategic-designer.com
113. the
STRATEGIC DESIGNER
Design for business
Strategic Designer Workshop
Brand Strategy Development
Dave Holston
The Strategic Designer
www.the-strategic-designer.com
dave@the-strategic-designer.com