4.
Brand or
Logo
At present the new mark is only a logo,
which is a simple graphical mark. To be built into a brand it needs to mature
over time, with positive promotion and greater understanding about the messages
and values the Island wishes to promote.
A brand is different to a logo. A brand is what you want people to think
about or associate with your organisation / place to be associated with. For
example, when a person thinks of the Isle of Wight, what are the first three
pictures that come into their mind?
If we get this right, in future years these
will be positive thoughts.
However, this is dependent on the brand
being developed in the right way. As it is in the first phase of development,
the new mark is in a fragile position and a considered approach to adoption is
being taken as it is easy to get things wrong. All well known brands carefully
guard their identity and will take significant steps to protect their
interests.
5.
Phased
implementation
As stipulated in Paper D (20 July
2005 Full Council) the adoption of the brand within the Council should take a
phased approach and not be introduced in a single step. The reasons for this
include:
·
it is
important that the council retains its own identity at the present time and is
not confused with other organisations / brands
·
a ‘big bang’
approach would be very expensive
·
the council
currently has as many as 17 ‘secondary’ logos, including Dinosaur Isle, Ventnor
Botanic Gardens, Learning Centre, Coastal Management Centre and these will take
some time to replace / phase out
·
the council
has not fully developed its own brand identity
·
the council
does not have total control over all promotional activities and therefore
quality cannot always be guaranteed
·
as a large
organisation, the council could ‘swamp’ the brand, which may become associated
with negative aspects of services such as parking fines and council tax
collection.
6.
Types of
User
The IWEP has categorised two distinct types
of user, Primary and Partner. A Primary user is an organisation or event whose core
business or aim is to promote the Isle of Wight. A Partner user is an organisation that assists the promotion of
the Island through their normal activities.
As this is the first phase of development,
the IWEP is recommending that only a limited number of organisations be granted
the right to use the brand as either a Primary or a Partner mark.
NB. As the brand matures the aim is to
increase the number of both Primary and Partner users.
Primary User:
Organisations:
Isle
of Wight Council (through Isle of Wight Tourism)
Isle
of Wight Economic Partnership*
Island Futures - the Local
Strategic Partnership
Events:
Isle
of Wight ‘Nokia’ Rock Festival
‘Skandia’
Cowes Week
White
Air
Gipsy Moth
Walking
Festival
Cycling
Festival
Partner User:
Organisations:
Isle of Wight Council
CCTI
Wightlink
Red Funnel
Liz Earle Cosmetics
Skandia
UKSA
Isle of Wight Council
Isle of Wight Economic
Partnership*
Events:
None
* Both IW Council (through Isle of Wight Tourism) and the
IWEP will use the mark as a Primary when directly promoting the Island. When
operating ‘internally’ they will use the mark as a Partner user.
7.
How to use
the Brand (see Appendix A)
When operating as a Primary user, the use must
be in line with the Branding Style Guide, which will dictate the types of
images, content and style of all materials.
An example of the headed paper is attached
as Example 1, appendix A
Please note: No other logos must appear on
this layout.
When operating as a Partner user and the
organisation is from the public sector, the document should be ‘tagged’ in line
with the Branding Style Guide, See example 2,
appendix A, which shows how the Isle of Wight Economic Partnership will
use the “tag” on headed paper.
See also examples 3 & 4 which show how
the Isle of Wight Council may incorporate the “Spirits Raised” logo into their
own letterhead.
Please note: that again no other logos
should appear on the page.
Partner and primary organisations may also
use the logo on business cards. Using their own logo identity on the front of
the card (whilst maintaining the Isle of Wight style) and a generic “Isle of
Wight message” on the reverse. See Example 5, appendix A.
When the user is from the private sector or
other organisation over which the Island will not have significant influence,
then the document should also be ‘tagged’ as per examples 2, 3 & 4,
appendix 1.
Note: However it is accepted the brand
managers will have less control over private sector users.
NB. All usage will be subject to a specific
license agreement.
8.
Key
messages and brand values
Apart from quality, the key messages and
values are yet to be established. This will be developed with the Branding
Group over the coming months.
The detail of how to select future
organisations/events will also be agreed by the Branding Group.
9.
Adoption
by the IW Council
It is recommended that the IW Council
should initially adopt the mark as a Partner User. Over time, as the brand
matures and the overall quality of Council services improves, it may be
possible for the Council to adopt the mark as a Primary user.
The advantages of this
approach include:
·
minimal cost
implications as the brand is used as ‘secondary’ branding and does not involve
significant design changes
·
phased
implementation that reduces wastage
·
maintenance
of existing Council branding and identity
10.
Use as a
quality mark
There have been suggestions that the new
branding could be used as a ‘quality mark’ for Council departments to aspire
to, in a similar way to Investors in People (IiP). This approach would need to
be carefully considered, as it could become divisive due to failure to achieve
the brand standards or there could be disincentives to gaining the branding,
particularly where a service wishes to keep its existing identity.
The IWEP is recommending that each
department goes through a simple presentation on Inspire and agrees to ‘sign
up’ to its principles and ethos. The IWEP can then allow the brand to be
adopted. To guard the quality of the brand the Council will need to establish a
‘Brand Guardian or Guardians’ - this role will supplement the role of the
overall Brand Manager and ensure the integrity of the guidelines and the
quality of delivery required.
11.
Timescale
for adoption
With such a large organisation, limited
control over communications and multiple logos, the adoption of the brand by
the Council is a complex issue. As such, it is important that before the Council
considers adoption it should improve internal processes and ensure these are
fully understood by all departments.
The suggested process for
adoption of the new Isle of Wight branding is:
·
Cabinet
adopts recommendations
·
centralise
all communications approvals – guidelines for what services and departments can
and can’t do
·
review of
Council communication methods and logos
·
agree new
style, in line with Branding Guidelines (including ‘refreshing’ the Council’s
current logo)
·
roll out
process and agree timetable with IWEP Brand Manager
·
brand
Guardians appointed
·
internal
communications - roll out process with regular updates
·
inspire
presentations begin (probably via DVD)
·
roll-out
begins.
CONSULTATION
12.
The Branding Group has been the focus of consultation
on the development of the brand. The group includes Nigel Smith, Head of
Tourism for the Isle of Wight Council. Wider consultation on the Inspire
programme has included the IW Chamber of Commerce, Isle of Wight Tourism, and
the IW Learning Partnership. In the private sector, consultation has been
carried out with a number of key organisations including Red Funnel, Wightlink, UKSA and Skandia
Life.
FINANCIAL/BUDGET
IMPLICATIONS
13.
The financial implications are not significant if a
phased approach is taken to the adoption of the branding. This includes using
up all existing stationery and replacing it as required. The Isle of Wight
Economic Partnership is developing a Branding Guide for use by organisations
adopting the identity as Partners which will include clear rules about how the
brand is used in conjunction with existing corporate identity. The aim is to
minimise additional costs and reduce wastage.
14.
There may be potential savings on signage and livery
as the current Isle of Wight Council logo is being ‘refreshed ’ with the aim of
making it more visually compatible with the Inspire branding. This means, for
example, that the Council’s fleet of vehicles may no longer have to be sprayed
blue, thereby saving on costs.
LEGAL
IMPLICATIONS
15.
The Council has the power to issue communications
in many forms and to brand itself as it sees fit in doing so. There are
restrictions, set out in a statutory code of practice, which prohibit certain
objectives being pursued by such communications - principally political
objectives. The recommendations in this report fall within the available
powers.
OPTIONS
16.
To adopt the Inspire branding in a phased, corporate
approach under license from the IWEP.
17.
Not to adopt the Inspire brand.
EVALUATION/RISK
MANAGEMENT
18.
The first option is recommended. This will ensure a
corporate approach to the adoption of the brand, with minimal disruption and planned
implementation. The Council has agreed to adopt the branding and support the
Inspire programme. It is not recommended to adopt the branding as a quality
mark as this runs counter to trade-marking legislation and would be difficult
to monitor and enforce.
19.
Risks to adopting the branding include:
(a)
Using the branding for a service that is not approved
by the IWEP
(b)
The Isle of Wight logo is a registered trademark used
under license from the IWEP. Not complying with the license would result in the
branding being withdrawn from use by the Council. This would have significant
implications in terms of cost and negative publicity
(c)
Another Primary or Partner user being involved in an
adverse incident or negative publicity which could result in the brand being
devalued.
20.
The IWEP will be the Brand Manager and the Council
will nominate brand guardians to ensure the integrity of the brand is
maintained. The Branding Guide will include strict guidelines for using the
brand which will minimise the risk of misuse. If there are breaches in
compliance, the right to use the brand may be withdrawn
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RECOMMENDATIONS
21.
It is
recommended that
a)
The Council
should initially adopt the mark as a Partner User in a phased, corporate
approach.
b)
Two Primary
user organizations (the Economic Partnership and the Isle of Wight Council
through the Isle of Wight Tourism) will use the mark as a primary only when
promoting the Island rather than themselves and their own activity
c)
Following the
next CPA assessment and as the brand matures the Council may consider
adopting the mark as a Primary User.
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BACKGROUND
PAPERS
22.
Report to Full Council 20 July 2005 (Paper D)
APPENDICES
23.
Examples
Contact
Point: Mike King, Managing Director,
Isle of Wight Economic Partnership, telephone 01983 535840 email:
[email protected]
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MIKE
FISHER
Chief
Executive
|
CLLR
ANDY SUTTON
Leader
of the Council
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