ETV

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ETV A Branding Case Study (and Work in Progress)
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The Challenges

• Working from assumptions with no research back-up
  of perceptions and customers needs
• Brand had become diffused with no corporate
  long-range vision for the organization
• Value of PBS brand had been lost (or at least
  misplaced)
• Substantial budget reductions, leadership changes
  and technology challenges in recent years further
  eroded brand consistency

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The Plan

• Initiate research for strategic planning and
  branding initiative
• Develop a long-range strategic plan
• Tie branding initiative to strategic plan
• Involve staff at all levels through the process
• Create a long-term vision, not just a short-term
  campaign
• Evaluate and re-align when necessary

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What makes a strong brand?
A strong brand Is familiar Is highly
regarded Possesses qualities that distinguish it
from its competitors (emotional
context) Delivers a quality product or
service Delivers good value for the dollars
spent Has high customer loyalty
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Timeline

• Month 1 (Nov) develop research priorities with
  research firm, start RFP process for agency
• Month 2 (Dec) develop survey instruments,
  interview agencies
• Month 3 (Jan) carry out research, hire agency
• Month 4 (Feb) complete and evaluate research
  including internal communications audit (share
  with staff), begin planning for blueprint
  development
• Months 5 and 6 (March/April) Sr. management
  begins meetings on strategic planning development

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Timeline (cont)

• Months 7 and 8 - (May/June) Work on
  preliminary blueprint completed with next level
  management brought in, creative process begins
• Months 9 and 10 (July/August) Creative work
  continues to develop brand position based on
  blueprint, testing and research, plans developed
  for internal and external roll-out
• Month 11 internal roll-out of blueprint and new
  branding initiative
• Month 12 external roll-out of new look

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Primary Research Findings

• Strong positive reputation among various customer
  groups when compared with other media
  organizations and other well-known community
  organizations.
• Strong brand equity and high recognition factor
  (only Discovery ranked higher)
• Good value to the state worthy of state and donor
  support.
• High ranking among viewers, listeners and
  consumers for product quality, but lower with
  staff.
• High quality educational broadcasting but lower
  levels of understanding of services beyond tv and
  radio
• Good value and important to the state

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Measurement Metrics

• Budget for phase II research in 4Q04 or 1Q05
• Solicitation of anecdotal feedback through e-mail
  and phone calls
• On-going communications audit
• Media clips use of new brand nomenclature, etc.

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Impressions of Organizations (mean score on
scale from 0 to 10, where 10 means very positive)
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Impressions of Organizations (contd)
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(Other than ETV) Station Watched Most
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Term Most Likely to Use(when referring to
television)
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Term Most Likely to Use(when referring to radio)
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Major Corporate Goals Resulting from Research and
Planning

• Increase organizations long-term financial
  stability by moving toward a more diversified
  funding structure
• Cohesive brand better articulates how ETV affects
  individuals lives
• Create multi-platform programs/content that make
  a measurable impact on the lives of South
  Carolinians
• Cohesive brand ensures consistency of message
  across all platforms increasing awareness and
  use.

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Primary strategic initiatives

• Create a strong umbrella brand leveraging the
  strength of the existing equity of the ETV brand
  (corporate ETV)
• Introduce the ETV Promise more than just a
  strategic plan
• Tie the ETV promise to the brand
• Involve stakeholders at all levels
• Use new branding initiative to introduce the
  South Carolina Channel
• Better leverage value of PBS brand
• Develop consistent nomenclature and look
• across all platforms (logo, etc)

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Short term tactical plans

• Roll-out new logo and blueprint to internal
  stakeholders in conjunction with launch of SC
  Channel identify boundary spanners as
  cheerleaders
• Introduce My ETV campaign
• Prioritize logo changes to accommodate budget
  issues
• TV and radio air, Web site (redesign underway)
• Stationery/business cards/some print materials

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Lessons learned

• Strike a balance between keeping staff in the
  loop and avoiding design by committee
• Know when testing is valuable (and the rare
  occasion when it isnt)
• Dont listen to the perpetual naysayers
• Sometimes intuition will win out over research
  (not often, but be open to it)
• You cant communicate all things to all people
  target messages
• PBS co-branding doesnt have to be an either/or
  decision
• Factor in more time for real time working with
  logo options

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Logos
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New Truck Design
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Contact information Reba CampbellETV VP,
Communications and Government Relations rcamp_at_scet
v.org 803.737.3515