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Branding Workbook 2021

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Branding Workbook 2021 Branding Workbook 2021 FEBRUARY 15 Town of Strathmore Communications Department 1 Town of Strathmore Branding Strategy Delivering a Council-led Brand Identity by June 2021 Overview A strong, unified brand can help the Town of Strathmore with community engagement and economic development. Preliminary work to identify community strengths, potential themes, and other key elements has been underway with Council for the past two years. A Town-led branding initiative can deliver an authentic, resonant brand for our community, while achieving the most cost-effective results. This Branding Strategy outlines an six-month Council-directed plan to gather broad input from community stakeholders, and to winnow this input into a cohesive brand for the Town of Strathmore. Brand Toolkit By June 2021 a brand toolkit will be developed for the Town that includes: • This BrandTimeline • FCM Workbook • One-page resource list • One-page overview of regional brands o Okotoks o Cochrane o Wheatland County o Rocky View County o Brooks o Drumheller o Crossfield o Airdrie o Olds o Taber o Calgary o Alberta 2 Branding Strategy 1. Create brand workbook Target: March 2021 for presentation to Council through memo The brand workbook will collect information about past and current brand elements (logos, taglines, themes, etc.). It will also gather information on other regional and municipal brands for comparison. Other reports and preliminary work from Council over the past two years will be included. 2. Establish a Brand Committee Target: March 2021 A committee with representation from key stakeholder groups will help lead this process. This committee would represent their stakeholder groups, with the understanding that the final decision for the Town of Strathmore brand will be Council’s. Suggested members include: o Two Council representatives (one Chair) o Two Administration representatives . Geoff Person . Carla Kautz o One Chamber of Commerce representative . Board member o One Agricultural Society representative . Board Member o One cultural organization representative . Wheatland Arts Society . Lions or Kinsmen o Two sports organization representatives . Soccer . Hockey . Golf o Two members of the public . High school student or youth representative . One administrator of a community social media group 3. Gather input Target: April 2021 o Open survey April 5, 2021 for three weeks o Target: 200 community responses o Survey asking for public feedback on questions, themes, subjects suggested by Committee . What’s important to Strathmore? . What are they proud of? o Committee members responsible for outreach to their respective organizations, communities, etc. o Feedback assembled in late January 4. Deliver first report to Council Target: May 5 Regular Meeting of Council o This report will outline the major messages heard from public feedback, and the questions that public is asking 3 o Other reports and workshops with related public consultation or Council visioning will be incorporated into this report o Goal of the report is for Council to provide direction on which themes should be pursued 5. Exploration period Target: May 2021 o Committee advances the shortlist of themes from Council through brainstorming sessions, looking at each theme from a variety of angles . Suitability for print/reproduction . Originality . Ease of interpretation . Unifying message, etc. 6. Distil themes and ideas Target: Final week of May 2021 o Brainstorming results will be weighed against a rubric to determine a ranked list 7. Deliver second report to Council Target: Target: June 9 Committee of the Whole o Written outlines of top-ranked ideas will be provided. These outlines will include: . Potential tag line . Important visual elements to include . How it relates to Council vision o Council direction on brand outline will be sought 8. Decision Target: July 7 Regular Meeting of Council o Complete brand kit will be provided to Council, with three visual identities of logo, word mark, font, and use. 9. Process Review Target: August 2021 o Complete a report that includes highlights and challenges from this process to help improve future branding exercises. 4 FCM Workbook 5 1.0 COMMUNITY BRANDING AND MARKETING: A TOOL FOR LOCAL ECONOMIC DEVELOPMENT Successful local economic development (LED) begins with a shared vision for the future of your communi- ty and a sound strategic plan to realize that vision. Defining the identity of your community and its unique brand, and promoting that brand identity to investors and others, is an essential component of an LED strategy. Community branding and marketing is more than a compelling logo, good promotional sales pitch, new website and communication materials. It is a synergistic process of engagement and partnership building. The ultimate outcome is to develop broad ownership of the brand identity within your community. Key stakeholders need to be committed to supporting it and to implement the various elements of your LED plan. A well-executed community branding and marketing exercise can be a vital and empowering process of local democratization, active citizenship and participation. Think about your community’s brand in terms of its “inward” and “outward” dimensions. Its inward side is the civic engagement and sense of pride that can arise from shared values and identity. Efforts by community leaders to strengthen or define their community’s brand can lead to deeper citizen engage- ment and mobilization of socioeconomic actors. Looking outward, your community’s brand is about how your community is perceived. This perception can be shaped by what you communicate, and how you communicate about what your community has to offer. As such, your brand can be a powerful tool to attract investments, companies and tourism. In the sections that follow, you will be introduced to the stages and steps of a community branding and marketing strategy for LED. Included are numerous examples of good practice, along with useful references and resources. 6 2.0 IS YOUR COMMUNITY READY TO EMBARK ON A BRANDING AND MARKETING PROCESS? 2.1 BENEFITS OF COMMUNITY BRANDING AND MARKETING 2.2 SOME DEFINITIONS The benefits of a branding and marketing process to enhance your LED efforts and your community’s “Community Brand” (or “Place Brand”, or competitive advantage include: “City Brand”): A community brand is a clear and consistent vision and message that conveys what • Putting your community on the global, regional and national map a community represents (i.e., what a community stands for, and the values it holds). Your brand is • Increasing a sense of local identity, well-being and pride central to your marketing endeavors. It directly • Attracting new businesses, industries, investments and high profile events addresses the needs of specific target audiences. • Drawing in new populations and a diversity of skills and talents “Marketing” is the process of creating, distributing, • Increasing tourism promoting and pricing ideas, goods and services • Developing and maintaining a clear and consistent sense of community identity and to satisfy exchange relationships with customers messaging for the outside world and develop and maintain favorable relationships • Supporting coherent local development efforts overall as physical, social, economic with stakeholders. and cultural sectors come together to deliver your community’s brand promise “Community Marketing” (or “Place Marketing, or “City Marketing”): Effective community marketing Each community will confront its own challenges in undertaking the process. But each can also draw on presents the relevant and unique assets and expe- unique strengths and potential—and learn from the innovative ways other cities and municipalities have riences that your community can offer customers managed their challenges. and visitors, and that differentiate you from neigh- boring communities and competitors in the wider marketplace. It supports and helps ensure maxi- mum impact of your overall LED efforts. 7 2.3 IS YOUR COMMUNITY READY? Before starting to develop a community branding and marketing strategy, there are a few important ques- tions you should consider. These questions relate to some of the main challenges that can be encountered along the way: At the senior local government level, is there strong leadership and political support to guide, monitor and inject energy into a community branding and marketing process? Is the leadership also willing to integrate the brand within its overall strategic planning and operations? Simply developing a new slogan or logo will not create a new community identity. Community branding gets to the heart of the shifting perceptions of local government staff, council members, citizens, organi- zations, businesses and other target audiences. Your local government executive team is key to drive what MUST be a highly collaborative and well-coordinated interdepartmental and cross-sectorial exercise. More than approve the process and the end product, the executive team must believe in and promote the value of the brand. And it needs to exemplify the type of collaboration your community needs. Is there commitment of local government leaders to sharing leadership and control in the community branding and marketing process with a wider range of stakeholders and interests? Is there capacity and will to undertake a true partnership approach throughout its design and implementation? City Hall alone can’t make a community brand come alive and drive the marketing that will bring new prosperity
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