Our approach to this project was strengthened by a well-honed and detailed methodology and included using a team of external consultants and education experts at a local, national and global level to guide the project and inform the process at every step. Through this we were able to project a process that was highly consultative and collaborative, which would identify, engage and harness the opinions and perspectives of a wide-ranging stakeholder base.
In starting a project as complex we first looked to detailed scoping and definition to understand the macro social, political and cultural context and to bring clarity to the primary concerns being addressed by brand. We were privileged to work with and interview some of the brightest minds in secondary education for this project and what emerged through a series of detailed interviews and many informal conversations was that the SACE program was one of the best in the world. Many rebranding projects are premised on a shift in the business value offering or the market needs and requirements. Through a history of necessary shifts and changes within the organisation and changes to the program since inception, it became clear that the value within the programs had never been fully and clearly articulated to the audience and it had not had a brand identity to adequately represent it. With the SACE Board rebrand we determined our primary task was to communicate the deep value residing within the organisation and within the programs.
Our work: before brand for the SACE Board was comprehensive and of considerable breadth and consisted of: a Foundation Working session, gathering the thoughts and perspectives of high-value individuals drawn from government education, leaders of the three secondary school groups and representatives from the Northern Territory; a Brand Profiling working session with key leadership and management providing a 360º map of the organisation and audience; a Future Casting session with a high-level education specialist in global education development; interviews with representatives from the top tiers of South Australian Government agencies in the areas of education, development and inbound and outbound education tourism; interviews with parents of SACE students and parents of competitor education programs; interviews with pre, current and post SACE students and students of competitor programs; interviews with senior secondary school leaders and SACE program coordinators; interviews with SACE Board representatives and leadership and a working session comprising 120 staff to develop, as a group, a statement of purpose for the organisation.
This considerable body of information gathered was recorded, transcribed, distilled, synthesised and categorised into a series of compelling narratives, tested among high-level stakeholders group, resolved into a set of communication priorities and then used to inform the development of all outputs. Secondary to this, but of critical importance, was a small research project probing the conception and origin of value within education, which we used to model the relationships between students, parents, the institutions and broader society. Early discussions revealed that the education industry has inherited a structure formed in the industrial age and although it is embracing a 21st century framework, many parts of society cling to an outdated value system. Our model generated deep insight and clarity into the overarching narratives informing parents’ choices in education. The research process can be summarised as: observation, assumption, insight, clarification and testing. We were consistently informed by the separate expert reference group that we estblished, which further tested assumptions and challenged thinking throughout the project.
In developing the brand identity for the SACE Board we were dealing with not only historical precedents concerning the conception and representation of education, but also pervasive and outdated stereotypes that had successfully obscured the value in the SACE programs. Our research was used to challenge these stereotypes, which enabled us to then shift the conversation to new ground. Through the brand process we also embarked on several smaller studies focused on the perceptions and representations of authority – our goal in this being to establish a brand that positioned SACE as a 21st century education authority. The program naming was also reviewed, challenged and tested with stakeholder groups, and although no basis could be found for an immediate and wholesale change it was noted for future consideration.
Mirroring a modernisation within the organisation, and more broadly, in education, the new SACE brand identity, referred to as the plus-mark, has successfully worked to: reframe the organisation, affirm its position as a 21st century education authority, clearly communicate the value in the programs, and project both a space in and a role into the future.
Through an independent assessment by our team in design, business operations and marketing, the case for brand change becomes clearer and developing the business case becomes easier.
A successful brand will accurately represent your organisation in all relevant markets, project the desired positioning and support the strategic business objectives. Evolving or renewing a brand is one of the most critical decisions your organisation may face and one that has the potential for significant market ramifications – both positive and negative.
We will quantify the value of your existing brand, its viability and relevance in specific markets, benchmark against your competitors, assess its suitability to represent the organisation and determine its remaining lifespan. We consider all aspects of the brand from the visual identity through to the day-to-day brand collateral.
The brandopinion results in a comprehensive document that will provide your business with the support to make strategic decisions for brand development and determine a case for change.
“The brand opinion developed by Working Images provided great clarity for our company in the early planning for rebranding. It gave us a really clear indication of the value of our brand, where it was working and where it wasn’t and from there we could move forward”.
Through a strategic, facilitated working session we will identify and define the aspects of your business that make it unique. Your business fingerprint that lies at the heart of your business.
To create a unique brand, your business needs to be distinguished by more than what it does. It must be defined by its characteristics, values and attributes – the innate qualities at the core of the business created by the business leaders and staff that define its vision, direction and strategic objectives.
A successful brand is a synthesis of what your stakeholders want and who the business is. A stakeholder is anyone that has a relationship with your business – the board, executives, management group, an associated investor group, your shareholders, clients or a niche market. All of these people have influence and therefore need to be considered in the development of a new or revitalised brand.
brandprofiling results in the development of a comprehensive document that will ensure your brand reflects the strategic objectives and embodies the qualities that make it unique. The process will also hone your core messaging, benchmark the existing brand and facilitate greater clarity at an organisational level. All ensuring differentiation in your market.
“what surprised us was the tremendous amount of clarity the brand profiling process brought to the whole organisation. It was not just useful for developing a brief for the new branding, it really helped us define an overall market position and singular vision for the organisation.”