Our brand Penny Hamilton Head of Brand and Marketing
Who are we?
Basic Statistics • 2.2 million people visited IWM sites in 2010/11 • £6 million income • UK (62%), Europe (19%) and US (12%) - IWMD and IWMN more UK visitors (91%) - CWR and HMSB more overseas visitors - CWR: 60% (36% US); HMSB: 45% (31% Europe) - IWML UK visitors: London and SE (32%) - IWMN: 57% North West; IWMD: 41% East of England, 11% South East, 7% London
Basic Statistics • 58% Male, 42% Female (IWMD and HMSB more male) • 19% : under 16 (28% HMSB) • 8% : 16 – 24 (10% IWML, 2% IWMD) • 29% : 25 – 44 (38% HMSB, 37% IWML, 36% CWR) • 26% : 45 – 59 (29% CWR, 23% HMSB) • 19% : 60+ (38% IWMD, 23% CWR, 14% IWML) • 65% first visitors (84% CWR but 45% IWMD – 16% in last 12 mths) • 62% personal connection to the subject matter – of which 64% family fought/lived through First/Second World War, 11% studying/teaching (14% IWML), 3% connections to current armed forces (8% IWML), 5% veterans (IWMD 7%)
Aims and Objectives Aims • To be more visible, more successful and more sustainable for the future Objectives • To evaluate the effectiveness of our current brand internally and externally • To develop and deliver an externally facing vision, values and messaging • To create clear and consistent communications guidelines • To develop and agree an implementation plan for embedding our vision, values and messages and visual expression across all activities
Four Stages 1 Investigating: examining perceptions of the organisation overall and reviewing our messages and identity 2 Visioning: creating a positioning framework for the organisation, including vision, values and ‘big idea’ 3 Visualising: creating visual and verbal expression based on the framework and how this relates across all 5 sites. 4 Implementing: developing a phased action plan to embed the guidelines across all elements of the organisation
Four Stages 1 Investigating: examining perceptions of the organisation overall and reviewing our messages and identity 2 Visioning: creating a positioning framework for the organisation, including vision, values and ‘big idea’ 3 Visualising: creating visual and verbal expression based on the framework and how this relates across all 5 sites. 4 Implementing: developing a phased action plan to embed the guidelines across all elements of the organisation
Investigating • Desk Research – strategy and audience research • Exit Surveys – each branch • Online surveys (2,000 responses) and Twitter and Facebook • Internal (x19) and external (x13) interviews • Competitor and visual audits
IWM Positioning Matrix GLOBAL WW1 TATE IWM BATTLEGROUNDS BRITISH NHM MUSEUM SMITHSONIAN V&A AIR & SPACE BRITISH HISTORIC IWM SOCIAL HISTORY LIBRARY ROYAL MILITARY HISTORY PALACES LEEDS ARMOURY MEMORIAL RAF ARBORETUM MUSEUM MUSEUM OF LONDON ARMY MUSEUM LOWRY ROYAL NAVY CHATHAM MUSEUM MUSEUM DOCKYARDS LOCAL
Audiences Summary world class professional limited authentic painful challenging necessary stimulating fantastic organised amazing overcrowded essential expensive nostalgic outstanding biased dated friendly disappointing inspiring well kept
Audiences Summary world class professional limited authentic painful challenging necessary stimulating fantastic organised amazing overcrowded essential expensive nostalgic outstanding biased dated friendly disappointing inspiring well kept
Brand Review – visitor feedback POSITIVE • General ‘warmth’ for the organisation • Loyal, passionate and satisfied audiences • An engaging, enjoyable, humbling, emotional experience • Good for inter- generational learning NEGATIVE • Out of date and old fashioned • Too military focused • Knowledge of IWM family low • Our name
Brand Review – issues and challenges OFFER • offer fragmented between social and military history COMMUNICATIONS • mixed messages across the organisation IMAGE • no visual clarity and confusing naming structure PEOPLE • limited corporate buy in ENVIRONMENT • tension between ‘visitor attractions’ and ‘museums’
Four Stages 1 Investigating: examining perceptions of the organisation overall and reviewing our messages and identity 2 Visioning: creating a positioning framework for the organisation, including vision, values and ‘big idea’ 3 Visualising: creating visual and verbal expression based on the framework and how this relates across all 5 sites. 4 Implementing: developing a phased action plan to embed the guidelines across all elements of the organisation
IWM Future OFFER • A compelling story and a distinctive positioning COMMUNICATIONS • consistent messages across the organisation IMAGE • personality, brand architecture and naming PEOPLE • clear brand values to work together as a team ENVIRONMENT • unique locations and a virtual space for the world
The brand ‘blueprint’ VISION the impact you want to make OFFER what you do VALUES how you do it POSITIONING your difference BIG IDEA the heart of your brand THE NAME what audiences recognise’
Vision • To lead in developing and communicating a deeper understanding of the causes, course and consequences of war
Offer • Through unique collections, vivid personal stories and powerful physical experiences , we engage people of all ages with the issues of modern conflict
Positioning • A global authority on conflict and its impact , from the First World War to the present, in Britain, its former Empire and the Commonwealth
Values C ourageous We’re confident and have the courage to challenge the established wisdom, championing dialogue, debate and innovative approaches A uthoritative Our deep and dynamic knowledge of our rich collections makes us the first port of call on the history of modern conflict, and sets standards of excellence in everything we do R elevant We strive to make everything we do relevant to contemporary society, while maintaining a balanced and impartial view of our subject E mpathetic We’re sensitive to people’s emotions, respecting different points of view and the deep significance of our collections.
The big idea – a few examples The Big Idea – providing a coherent story and a shared direction V&A “inspiring creativity” Royal Botanic Gardens Kew “plants matter” Natural History Museum “the power of nature”
Our ‘big idea’ the force of war Our big idea can be interpreted in many different ways, both negative and positive. People create wars and war changes us. War forces us: • To make difficult decisions • To destroy and create • To divide and unite • To be at our worst and our best • To forget and remember Our big idea challenges us all to consider ‘what would I have done?’
The brand ‘blueprint’ Vision To lead in developing and communicating a deeper understanding of the causes, course and consequences of war Offer Positioning Unique collections, A global authority on vivid personal conflict and its stories and impact , from the First Idea powerful physical World War to the the force of war experiences , present day, in Britain, engaging visitors of its former Empire and all ages with the the Commonwealth, issues of modern Values conflict C ourageous A uthoritative R elevant E mpathetic
Our name Imperial War Museum • unwieldy, especially with location names • focus groups negative (unprompted) • Imperial – distinctive, but what about post empire? • War – it’s what we know • Museum – it’s what we are, but we are more than one
Recommendation IWM Imperial War Museums
Four Stages 1 Investigating: examining perceptions of the organisation overall and reviewing our messages and identity 2 Visioning: creating a positioning framework for the organisation, including vision, values and ‘big idea’ 3 Visualising: creating visual and verbal expression based on the framework and how this relates across all 5 sites. 4 Implementing: developing a phased action plan to embed the guidelines across all elements of the organisation
Our new logo
Four Stages 1 Investigating: examining perceptions of the organisation overall and reviewing our messages and identity 2 Visioning: creating a positioning framework for the organisation, including vision, values and ‘big idea’ 3 Visualising: creating visual and verbal expression based on the framework and how this relates across all 5 sites. 4 Implementing: developing a phased action plan to embed the guidelines across all elements of the organisation
Challenges of implementing a brand • Perceptions • Systems and suppliers • Communication • Commitment and responsibility • Lack of consistency
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