Recommendations
that the larger the committee, the harder it is to cutto-the-chase to make things happen. But even if the committee has more than13 members, this does not mean other champions can’t be involved, attend meetings, provide input and ideas, etc. In fact, we want lots of enthusiasm and participation. When it comes to voting on specific projects, or selecting vendors for upcoming projects, or approving brand-specific graphic design and marketing materials, this should be relegated to the official members of the BLT. The BLT’s role in the success of Vulcan’s brand cannot be overstated. Therefore, establishment of some rules for the organization are essential. Some ground rules might include: • Number and frequency of meetings. The BLT would meet every two weeks for the remainder of 2011 and during winter and spring of 2012. During summer of 2012 they should meet monthly and then a minimum of once a month through 2013. • Assignments: – One person should take minutes and act as the BLT’s Secretary. – One should organize and remind members of meeting times and dates. – Another should be charged with setting up the speaking engagement calendar. Coming up with a list of organizations, then contacting
them with times during the year they’d like to see what’s happening. This person would hand out assignments to fellow members, such as which event they would individually speak at. – A BLT member should be charged with the PowerPoint and graphics so that everyone is “singing from the same hymnal.” Having a unified message is very important. – One should work with the City or other funding organizations to set up times to review proposals, requests for qualifications, and to set up meetings for interviews or the selection process. – The “BLT Chief of Police” should be the lead “Brand Cop” gathering marketing pieces created by partnering organizations and materials generated using a brand style guide, and then presenting them to the BLT for approval. • Should a BLT member not make at least 60% of the meetings and not play an active role in the brand development process, they should be replaced by a new champion who will be an active participant. • Generally, BLT members would serve for two years, and then among themselves, would invite new members to come in as needed. So the entire BLT is not changed over at the two-year mark, there will be some natural attrition. What you don’t want is the BLT to think at the two-year mark they
are done. This could result in the disbandment of the BLT. So the two-year rule is simply a general rule. Some champions would stay for the long haul and as long as the enthusiasm doesn’t wane, bring them on! With a strong implementation program, once the brand starts moving and projects reach fruition, it will take on a life of its own and gain its own head of steam. Generally, the idea is to have the BLT work itself out of a job after five years. Once again, this is not a steadfast rule, but at some point, perhaps, another organization will take on the role of brand cop, another take on product development, and another will take on specific assignments. It’s important to point out that branding is never done. You cannot rest on your laurels. If you are the best, people will be gunning for you. A good example is Napa Valley, California. How many wine regions, in California alone, are trying to topple Napa as the wine capital? Even Disneyland, with all its success, didn’t stop development – they spent a fortune developing California Adventure and now it is being redeveloped once again. Winners can never rest on their laurels, so this is not something you start and then walk away from. There will always be a need for brand cops, messaging, and promotion. COST: None TIMELINE: December 2011 TASK RESPONSIBILITY: Brand Development Committee Vulcan, Alberta - October 2011
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