Brand Architecture On A Complex Campus

Transcription

1 Platzhalter für Bild, Bild auf Titelfolie hinter das Logo einsetzen Brand Architecture On A Complex Campus Dr. Elisabeth Hoffmann, Technische Universität Braunschweig

2 The University formally known as what?

3 Who s speaking? The langugage of letterheads

4 Naming

5 Branding by institutes

6 Against the dictatorship of corporate design.

7 Mission: Bottom up CD-process!

8 Workshops: Guidelines and the inner brand of the University

9 Setting up the Project

10 Drawing the organisation chart

11 Focus on structure, not design. L O G O Headquarter Group / company s Brand L O Department 1 G O L O G O Department 2 L O G O Department 3 LOGO Firm 1 LOGO Firm 2 LOGO Firm 3 LOGO Firm 4 Main Logo Group / company s Brand Sub- Logo Main Logo Location 1 Sub- Logo Main Logo Location 2 LOGO Firm 1 LOGO Firm 2 LOGO Firm 3 LOGO Firm 4 Sub- Logo Main Logo Location 3 Sub- Logo Main Logo Location 4 A s Brand A s Brand A s Brand A s Brand

12 Questionaire: How relevant is it to show the relation to the Uni?

13 Skills, habits and infrastructure

14 Participation from the heard what should a Logo offer?

15 The Logo: Sanctuary of identity

16 Only warranted with 4 lion s toes

17 Logo acomplished!

18 Lesson Never mess with traditions!* * at least on my campus

19 Lesson Discuss sense, not taste.

20 Bottom to the top: The senate s to decide on the logo-color!

21 Lesson Branding turns the focus from content to sender.

22 Who s talking?

23 Differenciating between sender and content

24 Sender, stage and frame

25 Adding a sub-logo

26 Allowing sub-logos for institutes (max. one)

27 Grid pattern invented by Carl Friedrich Gauß

28 Lesson Make use of your campus own competence.* Get your people involved. *I.e. at a Technical University : Reduce it to the math.

29 Patterns

30 Lesson A bottom up CI-process is a pain in the neck. But it is possible. And even worthwhile

31 Roles in Campus Communication Centres of competence departments University External financier courses Research centres Technology transfer Institutes. External co-operation partners Public Media 4. September 2016 Dr. Elisabeth Hoffmann Integrierte Kommunikation Seite 31

32 Branding a complex campus part II starring: Public Media

33 Founding a new centre of competence

34 Two (silverback s) views on the world

35 Conflicts of goals conflicts of roles

36 Sensitivities

37 Lesson It is not about relations between individuals. It is not about command structures or organisation interna. First of all, it is about relations between brands.

38 Brand-landscape at the TU Braunschweig = /. BRICS LENA = = = = SCOPE WOB AG + = = OHLaF Phar Gro + X Y Z 4. September 2016 Dr. Elisabeth Hoffmann Integrierte Kommunikation Seite 38

39 Brand workshops with the CEOs neutral moderator

40 The ultimate TU Braunschweig brand decision tree

41 Does the centre represent a core competence?

42 Was it founded with co-operation partners?

43 Can it develope more successful under the uni s roof?

44 Who owns the assets?

45 sender sublogo Platzhalter für Bild, Bild auf Titelfolie hinter das Logo einsetzen Stage

46 Platzhalter für Bild, Bild auf Titelfolie hinter das Logo einsetzen Ecellent new centre (ENT) Prof. Dr. Kugel, Great centre, Technische Universität Braunschweig

47 Pictures and / or secondary color Platzhalter für Bild, Bild auf Titelfolie hinter das Logo einsetzen Neues tolles Zentrum (TNZ) eröffnet in Kürze Prof. Dr. Kugel, Great centre, Technische Universität Braunschweig

48 Platzhalter für Bild, Bild auf Titelfolie hinter das Logo einsetzen Excellent new centre to open soon Prof. Dr. Kugel, Great centre, Technische Universität Braunschweig

49 Platzhalter für Bild, Bild auf Titelfolie hinter das Logo einsetzen Excellent new centre to open soon Prof. Dr. Kugel, Great centre, Technische Universität Braunschweig

50 Lesson A good brand architecture Marks the claims. External and internal.

51 The Braunschweig model: Start at the beginning brand-oriented concept under leadership of the central communication office Co-ordinated action planning de-central, co-operative Production and application, mutual support distribution via data bases Learning organisation: evaluation and training, coordinated by the central communication office

52 Leadership and authority in a matrix organisation Carola-Wilhelmina Forschungszentren BRICS CFF NFF PVZ Vorstand / Geschäftsführung Stabsstelle Presse und Kommunikation Kommunikationsbeauftragte Disziplinarische Verantwortung & Verantwortung der fachlichen Inhalte Verantwortung für Marken-und Kommunikationskonzept

53 Workflow and action planning: Follow the brand!

54 The director of the central communication office is involved in the recruitment of new de-central colleagues, works with the managing director and the de-central colleagues on resources, guidelines and the future development of the de-central communication units. (The resources remain with the units!) leads the process of defining the communication concept for the units and is involved in the action planning and parameters for success control. The decentral colleagues have to be involved. is responsible for the development of the central brand and the infrastructure (templates, picture and address-database...) as well as the for success control, is exclusively (!) responsible for press relations Is authorised to decide in cases of conflict and exclusively reports to the presidential board.

55 The de-central communication officers are involved in the communication concept, the action plan and the ressources negotiation, are involved in the definition and developement of guidelines, manage the ressources of the de-central units, implement the measures, use the corporate design templates, the central infrastructure and the networks, report to the managing director of the units and the central communication officer (matrix organisation).

56 Threats Integrated brand communication often fails because of high efforts in co-ordination, difficult success control, sometimes cause inflexible structures. if poorly organized: missing definition of goals, missing rules for decisions and participation. Torsten Schwarz und Gabriele Braun (Herausgeber): LEITFADEN Integrierte Kommunikation and personal sensitivities. (E. Ho.)

57 Options Sharing resources and using synergistic effects: Web (content management system) Picture Database Customer Relations System Corporate Design Toolbox and templates Sharing experience, improving the dialogue, Getting into the depth with the competence of de-central colleagues Satisfying the demands of the units, Improving the chances to live a sustainable brand architecture.

58 Thank you for your attention! Any questions left open?