Our research phase included:
Before generating names, we wrote a Creative Brief to get everyone on the same page about what the name should accomplish and to list the criteria and considerations for the name. The Creative Brief included Image Criteria, Functional Criteria, Directional Naming Considerations, and the Decision-Making Process for choosing the name. We also wrote a Brand Statement that summarized what NRC is all about in order to provide direction for generating names.
We explored broadly in generating names for the parent brand, developing Descriptive and Evocative Names, names that were literal, benefit-oriented, metaphorical, and action-oriented. We discussed the initial list of names with the client to assess the types of names that would be suitable. It was determined that Descriptive names would best work for the organization, and that the word ”partnership” resonated as a leading term.
We discussed the initial list of names with the client. The goal at this stage was to assess the types of names that would be suitable. It was determined that Descriptive names would best work for the organization, and so the Evocative names were discarded. The word ”partnership” resonated as a leading term.
We tested a selection of names in the following ways:
A goal of the re-branding effort was to consolidate its eight program sub-brands in a way that both supported the new parent name while preserving the funding appeal of the organization’s three primary focus areas:
In considering directions for the sub-brand renaming strategy, we evaluated the strengths and weaknesses of each program name and focus of service and made recommendations for the sub-brands based on the findings that:
After the names had been established, we started designing a brand architecture that unified the parent brand and its sub-brands into a cohesive brand family that could be easily recognized by supporters of all the programs. This would allow the organization to take credit for all of its programs and expand its fundraising appeal.
Given the task of building out the sub-brand logos in a way that connected them with the parent logo, we rendered the medicine wheel concept with brush strokes, allowing us to use that style for the sub-brands to create a consistent look across the organization. We then explored colors that would best represent each of the sub-brands.
Once the logos were finalized, we developed a Brand Manual that included the brand elements and usage guidelines.
To help the organization announce the new name, we wrote letters to each of the eight main constituencies — staff, donors, partners, media, and others. Each of the letters was customized for the particular audience, addressing their specific concerns about the name change.
The organization is using its new identity as the basis for its new website and launching a public relations campaign to gain greater awareness for the organization. By reducing the number of sub-brands that it uses for fundraising, the organization is able to consolidate its fundraising efforts, cutting the amount of direct mail it sends in half and reducing costs significantly.