more moods

Link to our blog

Hi Guys: Here is a link to out blog! Sorry it took us so long to do this! Juli

http://ecu-groupproject.wetpaint.com/

mood BOARDs II

Key Tangents/Problems

Here are the Key tangents and key problems that the class compiled in-class on Monday, January 12th.

Tangents:

• Gap between mandate+ what they are actually doing.
• Mandate - national role, identity.
• Funding/ financing management.
• Financial - who they need the help of to make a difference.
• Contact, audience profile.
• Recording of events + accomplishments - History.
• The role of a dean - what can they do.
• Current up to date.
• Individuals involvement in the arts - credibility.
• organizations within CAFAD.
• Existing communicating tools.
• Lack of showing themselves.

Key Problems:

• A need to visually unify all organizations within CAFAD.
• Improve the exchange of ideas between members + public.
• Established organization.
• Not reflecting the fine arts.
• Not emphasizing the importance of the arts +their role.
• Elite, exclusive, unapproachable, withholding information.
• Zero transparency in their operation + how they get funding.
• Not making it easy to offer support in any way.
• Opportunity to offer case studies -- transparencies.
• Connecting students , faculty , deans and public.
• No incentive to be a member.
• Not creating a want/need.
• Translate their defined mandates into a tangible brand(doesn’t speak enough to the public.)
• Hub for fine arts in Canada.
• No logical narrative/connectivity between media.
• No other leverage of AGM’s + content.
• Visual opportunities.
• Lacks creativity-artistic essence.
• Doesn’t speak.
• Canadiana? How can it differentiate- what can they do that others cant- leverage.
• Opportunity to be more cross disciplinary.
• Not leveraging social media- wider voice.
• Connecting with arts communities- a bigger effect on a change what are they doing well - successes.

Spread the word
Linked in communication forum
Influent Policy
Provincial
Why should people care?
Need more transparency
Target
Fine Art Institutions
Degree Programs
Widen Target (allow there to be more influential people from the art world)
Parallels/Web and News Letters
Newsletters
-More Interesting
-Do not reflect Fine Art interest
-Only Quarterly
Web
-Basic Info
-Need more questions answered
-Many gaps

Canadian Role
Very Nationalistic
Promote Canadian Art
Really take advantage (Think of CANCON)
How to reach out to more of Canada?

BASIC CATEGORIES

The role of the dean
Current mandates
National role/ identity
Structure CAFAD
Similar organizations
National role organizations
Existing communication tools
Definition of a dean
History
Operations
Audience profile
Organizations within CAFAD
Funding/ financial management
Current website
Who they lobby to- gov’t
Job postings on site
Fine art in Canada
Sharing knowledge and data

OUTCOMES/OPPORTUNITIES

Leverage the authority/power of a DEAN COLLECTIVE
A need to visually unify all organizations within CAFAD
Improve the exchange of ideas (members public)
Established organization
Not reflecting Fine arts
They are not emphasizing the IMPORTANCE of fine art / THEIR ROLE
Elite, exclusive, unapproachable, withholding information
Not promoting Canadian fine art
Zero transparency in their operation and how the got funding
Not leveraging Social media- wider voice and with more consistency
Not making  it easy to offer support
Opportunity to offer case studies- successful Canadian artists/transparencies
Connecting students/dean/public- explain why this is important.
Connecting with arts communities- a big effect on change/ publications/ pop media
No incentive to be a member
Not creating a want to help (CANCER)
Translate their defined mandates into a tangible brand
Hub for  the arts in Canada
No logical Narrative/ connectivity between medias
No other way of circulating job postings
How to create leverage THE AGM’s and content

What are the visual opportunities?
Lacks creativity or an artistic essence
Don’t speak canadiana
Opportunity to be more cross disciplinary

External research

Understanding the Competition

1.) Who are they?

UNICEF, WWF, Red Cross, Cancer groups, Christian Children’s Fund, Greenpeace, MADD, Amnesty International, Salvation Army, DAREarts.com, Canadian Art Foundation (canadianart.ca), pureartfoundation.org, billreidfoundation.org, Vancouver Art Gallery, Royal BC Museum, Vancouver Aquarium, artsumbrella.com, SPCA, BCCH, OXFAM

2.) What do their brands stand for?

IN GENERAL: rebuilding and restoring, conserve/protect, helping, fixing, compassion
UNICEF, RED CROSS, AMNESTY INT, SALVATION ARMY, CCF: helping people/children in need around the world, mobilize political will for children's rights, respond to emergencies, be a transforming influence in community
BCCH, CANCER SOCIETY: saving lives, medical research
WWF, AQUARIUM, SPCA: helping endangered species and educating public, environmental conservation
CHILDREN'S ART PROGRAM: helping underprivileged children, Inspiring youth, empowerment, helping future generation, facilitating exchanging of ideas, encourage and nurture creativity and appreciation in all areas of art, enhance lives through quality arts experiences, development of the arts
ARTS & MUSEUMS: preserving/conserving/protecting artifacts, history, culture, evolution and development of the arts

3.) What markets/audiences do the serve?

People who are sympathetic, well-to-do (have money to spare), wanting to feel good about themselves, have personal connections, to boost self image, may have been helped by an above organization while they were ‘down’

4.) What advantages (weaknesses) do they have?

A lot of them have a strong presences in society. There is a lot of awareness dispersed in our daily lives. They are not solely word-of-mouth. They have more presence and relevance in our daily lives. People have priorities when donating; they rank causes in different ways, but the arts/culture are generally not viewed as important as children, curing disease, and protecting endangered species. They are well publicized and/or marketed

5.) What are their modes of selling and cultivating customers/clients?

Marketing: guilt, sympathy, products in return (tangible gifts), TDR’s, some organizations you can buy regular everyday products you already need, but by buying them through the organization you are benefiting the organization and their cause. selling: Street Corner canvassers, door to door, television/radio commercials

6.) How do they position themselves?

Generally squeaky clean websites, position themselves as helping them is the “right/ easy thing to do,” ... “If you were a good person you would”...humanitarian/ helping organizations ask for small/simple donations that are easily afforded while art/culture organization need LOTS of money and need to ask for large donations

7.) How do they characterize their customers/clients?

Most organizations tend to describe their customers as the only thing that makes the important work they do possible. They hold the donors very high in order to give some kind of value to donating. All organizations other than art/cultural groups have a large customer base from all walks of life, but the arts/cultural groups can go after that same people, but are aware than not just “anybody” would feel compelled to support their cause because it is a far more refined topic/subject

8.) What are their key messages?

That anyone can make a difference in a kids life/saving the whales/in helping the organizations reach their goals. By helping us (rather than doing it alone), their organization can do the most with your donation. We will show you what we’ll do with your money. Praise the customer, and keep them informed (personal connection)

9.) What is their financial condition?

Most do not gain much/any government funding and need to turn to the general public. Some have vast amounts of savings and large marketing budgets, while others

10.) How much market share do they hold?

(the percentages are based on personal perceptions and are not the actual numbers- I’m still looking into it. Market share means the percentage or proportion of the total available market or market segment that is being serviced by a company. eg. If Chrysler sold $250 million worth of cars, and all the cars sold in 2009 amounted to $500 million, then Chrysler would have a 50% market share).

UNICEF: significant (probably the top organization) (75%)
WWF: top animal protection organization (75%)
Red Cross: biggest disaster relief NGO (70%)
Canadian Cancer Society: The cancer organization.. the top (90%)
Christian Children Fund: Oldest, most well known child sponsorship (65%)
Green-peace: top renegade environmental group/lobbyist (65%)
MADD: prominent drunk driving awareness org (90%)
Amnesty International: prominent in protecting rights (90%)
Salvation Army: Community based - depends on location (80%)
DAREarts.com: Ontario-centric (30%)
Canadian Art Foundation (canadianart.ca): (20%)
pureartfoundation.org: small share (10%)
Vancouver Art Gallery: Only historical gallery in Van (90%)
Royal BC Museum: Biggest museum in BC/WestCan (65%)
Vancouver Aquarium: Only animal exhibit in Vancouver (75%)
artsumbrella.com: prominent children's arts (50%)
SPCA: localized groups (80%)
BC Children's Hospital: Go-to children's healthcare (95%)


11.) How do they use brand identity to leverage success?

They can use their brand identity to make marketing easier. Simply their branded logos and simple phrases get the point across because most organizations are already understood in most peoples’ minds. This simple marketing helps them gain success with less “explaining” of what they do. Since the general public already knows most of these organizations they only need to think about if they can help, rather than having to understand what the organizations do, then determine if they want to help.

12.) What do they look and feel like?

UNICEF, MADD, RED CROSS, SALVATION ARMY all have seemingly old logos/identities, but are easily recognizable. But, due to their ‘oldness’ of their logos, they are less enticing than newer/friendlier logos.

VANCOUVER AQUARIUM, ROYAL BC MUSEUM, SPCA, etc have warmer less ‘old’ feeling logos and just seem fresher and more welcoming. These fresher logos instill a feeling of ‘doing’ and getting things done, more on the ball and up to date. Like they have ‘things together’ and will do good things with donations and funds.

DONS LECTURE BRAND POSITIONING

Dons presentation on brand positioning
Get on the same page with the client and help them articulate how they can move forward It is the meat of writing a brief
BOOKS- Designing brand identity- Wheeler?/ The brand gap-/ magazine- Vitaminv.ca
Strategic inflection point- refers to critical juncture on evolution of a brand / re branding, grow, refresh.
Aren’t meeting certain goals/ Brand is something on the surface vs. profound.
Positioning allows them to feel in control
It all starts inside.

Understanding of the brand development process
-know who you are
- your pillars
-targeted messages
-look and feel /identity.
- logo=typographic/ icon, symbol= trademark- TOGETHER- are identity signature

1. Conducting research
2. Clarifying strategy
3. Naming and identity
4. Creating touch points
5. Managing assets.

Understanding

Vision, values, value proposition, culture, target markets, segments, stakeholders, services, products, infrastructure, marketing strategy, competition, trends, prong, distribution, research, environant, economic, sociopolitical, SWOT
Clarify—core values, brand attributes, competitive adv. , strategy, how do I approach the positioning?
Nike- problem: running 4th place in footwear. Tailored to high end ELITE athlete market. Wider access point… brand width- built core values for nike. Came up with: Nike universe embodies all walks of life. About fitness and health, pursuing goals/Not concept, but position, so the concept comes FROM THAT
Positioning—differentiation, value proposition
Came up with: Nike universe embodies all walks of life. About fitness and health, pursuing goals/Not concept, but position, so the concept comes FROM THAT..
Brand essence— central Idea, unifying concept, key messages, voice and tone, mantra
BIG IDEA- just do it- articulation of brand positioning. Contains attitude that brand has translated into a concept.

What are the fine arts to the deans? (What is included in that scope)
What should each person experience when interacting with our brand (CAFAD)
Boiler plate- Paragraph long- unique strategy for approaching a brand in a diff. way.
Work towards a one sentence positioning statement.


Brand briefs-- vision, mission, value proposition, guiding principals/key beliefs( core values), target audience, brand attributes/ positioning/BPS/boilerplate/mantra, key messaging= ALL goes to core concept or the BIG IDEA.

Content- research- main points, vision mission, understanding their value proposition. Brand positioning. Or a mantra. Even 2 or 3 words. Use that doc to start on an identity. Can we take several things to change….?

We want to have one positioning statement but this is dependant on whether we can widen their target.
Jan 20th- Have audit one, outcome in place, some brand positioning in place, have distilled into central idea or concept.

RESEARCH

Things that got granted so these schools
Christopher Jackson- Concordia Dean
- Creating space for Art and creative research.
McGill- SSHRC
-working with sound technology – should we know about this tuff as students?
ECU-intersections
Grant from Canada Foundation for innovation 1.3 million
Grant from BC knowledge Development fund
Fine art research creation Grant.
Provincial Art councils
Canada council- Financial management
Federal gov’t money that is then disbursed with allotted fund by peer assessors that decide which of the applicant will be granted grants.
VERY TRANSPARENT
Very efficient and conscious of the accessors.

CANCON- successful
Radio broadcast
Supports Canadian artists. 65 % of content on Canadian radio has to be Canadian artists.
Can we access other schools resources.
Members-
Select group of people- have to belong to the art world. Elitist. Hard to reach. Less approachable.
IDEAS- exchange of info among students in university.
“advice is of value”
“Dicusiion of cultural policy”
creative thinking is the education of art… so can be applied to all fields that use their brains!

CCCA
Canadian Art Database
Can this be more global? More public?

Tap into global to create awareness of Canada.
Corporate Structures
The councils they deal with re funded by the govt. and are quite transparent. The CAFAD need more transparency
Other organizations
Don’t know anything about their own goals. Go more public. Who do you influence, what works, what doesn’t.
Philosophy vs. Action
Lobbying instead of stating their goals
There is no exchange of ideas besides one a year

There should be cohesion in their mandate and what they do.
The Web’s Role:
Virally connected information

QUESTIONS POSED TO DEANS

Questions:

What is the main purpose/objective of your organization?
Why was this organization created?
What is your mission? What are your three most important goals?

Where will the organization like to ultimately achieve in five years? In ten?

Who is your target market? Prioritize your stakeholders in order of importance. How do you want to be perceived by each audience?

What is your competitive advantage? Why should people you lobby to choose to support your cause?

What values and beliefs unify your members and drive the organizations performance?

How do you measure your success?
What are the potential barriers to the success of your service?
Who is your competition? Is there a competitor that you admire most? If so, why?

In the future, if your organization could do anything or be anything, what would it be?

How do you market your lobbying for fine arts education funding?
What are the trends and changes that affect your lobbying and/or the industry of which you lobby for?
If you could communicate a single message about your organization, what would it be?

Why should people care about the fine arts and why should they be aware of your organization? Who do the arts influence and how?

Can this organization become one that can themselves generate revenue rather than solely lobbying?

What is the difference in lobbying for an academic school vs. fine arts school?

Could you clarify your lobbying process, does each grant submission cater to a specific school or area/department within the arts.

Do you think participation of students and a more public arena would hinder or enhance the organizations productivity and why?

CAFAD VISUAL MOOD BOARDS

1: Multicultural ideas of canada
2: Epitomy and traditional canada

3: Diversify
4: clean, spacious mood




















Top to bottom / left to right-
1. professionalism- arts / business, learning, arts in the world
2. crafty, earthy, Canadian
3. fresh, knowledge / learning, modern, growth
4. creativity, energy, youthfulness, exploration



Top to bottom / left to right-
1. professionalism- arts / business, learning, arts in the world
2. crafty, earthy, Canadian
3. fresh, knowledge / learning, modern, growth
4. creativity, energy, youthfulness, exploration