Our brand

Penny HamiltonHead of Brand and Marketing

Who are we?

• 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%)

Basic Statistics

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

Aims and Objectives

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

Four Stages

• 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

Investigating

GLOBAL

LOCAL

MIL

ITA

RY H

ISTO

RYIWM Positioning Matrix

SOC

IAL H

ISTORY

TATE

BRITISHLIBRARY

ARMYMUSEUM

ROYAL NAVYMUSEUM

RAFMUSEUM MUSEUM

OF LONDON

V&A

LEEDS ARMOURY

HISTORICROYALPALACES

LOWRY MUSEUM

WW1BATTLEGROUNDS BRITISH

MUSEUMSMITHSONIANAIR & SPACE

CHATHAMDOCKYARDS

NHM

MEMORIAL ARBORETUM

IWM

IWM

Audiences Summary

world class

painful

professional limited

fantastic

challenging

organisednecessary

amazingovercrowded essential

nostalgicbiased

outstanding

disappointingdated

well keptinspiring

expensive

friendly

stimulating

authentic

Audiences Summary

world class

painful

professional limited

fantastic

challenging

organisednecessary

amazingovercrowded essential

nostalgicbiased

outstanding

disappointingdated

well keptinspiring

expensive

friendly

stimulating

authentic

POSITIVE• General ‘warmth’ for the organisation• Loyal, passionate and satisfied audiences• An engaging, enjoyable, humbling, emotional experience• Good for inter- generational learningNEGATIVE• Out of date and old fashioned• Too military focused• Knowledge of IWM family low• Our name

Brand Review – visitor feedback

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’

Brand Review – issues and challenges

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

OFFER• A compelling story and a distinctive positioning COMMUNICATIONS • consistent messages across the organisation IMAGE• personality, brand architecture and namingPEOPLE • clear brand values to work together as a teamENVIRONMENT• unique locations and a virtual space for the world

IWM Future

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’

The brand ‘blueprint’

• To lead in developing and communicating a deeper understanding of the causes, course and consequences of war

Vision

• Through unique collections, vivid personal stories and powerful physical experiences, we engage people of all ages with the issues of modern conflict

Offer

• A global authority on conflict and its impact, from the First World War to the present, in Britain, its former Empire and the Commonwealth

Positioning

Courageous We’re confident and have the courage to challenge the established wisdom, championing dialogue, debate and innovative approaches

Authoritative 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

Relevant We strive to make everything we do relevant to contemporary society, while maintaining a balanced and impartial view of our subject

Empathetic We’re sensitive to people’s emotions, respecting different points of view and the deep significance of our collections.

Values

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”

The big idea – a few examples

the force of war

• 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?’

Our ‘big idea’

Our big idea can be interpreted in many different ways, both negative and positive. People create wars and war changes us. War forces us:

Idea the force of war

VisionTo lead in developing and communicating a deeper

understanding of the causes, course and consequences of warPositioning

A global authority on conflict and its

impact, from the First World War to the

present day, in Britain, its former Empire and the Commonwealth,

OfferUnique collections,

vivid personal stories and

powerful physical experiences,

engaging visitors of all ages with the issues of modern

conflictValuesCourageousAuthoritative

RelevantEmpathetic

The brand ‘blueprint’

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

Our name

IWMImperial War Museums

Recommendation

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

Our new logo

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

Challenges of implementing a brand

• Perceptions

• Systems and suppliers

• Communication

• Commitment and responsibility

• Lack of consistency

communications

environment

OfferWhat you do

communication

Where you do itEnvironment

ImageWhat you say

idea

PeopleHow you behave

communications

environment

OfferWhat you do

communication

ImageWhat you say

idea

PeopleHow you behave

OfferWhat you do

idea

environment

Where you do itEnvironment

idea

OfferWhat you do

ImageWhat you say

idea

PeopleHow you behave

communications

environment

OfferWhat you do

communication

Where you do itEnvironment

ImageWhat you say

LOVE YOUR BRAND

PeopleHow you behave

Thank you