http://www.appstate.edu/~boothzr/ogs/
Wednesday, May 2, 2012
Friday, April 27, 2012
Thursday, April 5, 2012
Tuesday, April 3, 2012
Thursday, March 22, 2012
Tuesday, February 21, 2012
Thursday, February 16, 2012
Tuesday, February 7, 2012
COMPETITIVE AUDIT(S)
My organization is a non-profit group that focuses on the promotion of organic and sustainable agriculture in the Southern Appalachian mountains, as well as North Carolina.
I chose to focus on local competitors. Non-profits for organic agriculture often emphasize the “local” aspect, so they usually seek to target people in their region.
Competitor 1 (non-prominent):
Carolina Farm Stewardship Association
http://www.carolinafarmstewards.org
Who Are They?
Carolina Farm Stewardship Association was founded in 1979 by a group of gardeners, farmers, and consumers to promote sustainable agriculture in the Carolinas. Since then they’ve achieved tax-exempt status, received several grants from the USDA, and participated in political advocacy at the state-level.
Their brand stands for: stewardship, environmentalism, sustainability, advocacy, education
Target Audience
Carolina Farm Stewardship Association’s primarily target-audience are growers/farmers, as well as consumers and businesses in both North and South Carolina.
Features/Benefits of Their Service
CFSA seeks to strengthen the market for local/organic/sustainable agriculture. They do this through advocacy, education, and building. For a consumer, they make it easy to find local, organic food on their website via a search function. From the perspective of local farmers and growers, they offer consulting on organic agriculture.
Product/Service Differences
When it comes to the overall goal, as well as types of services this non-profit provides in comparison to the one I’ll be designing for, there is little difference. However, with the exception of a yearly regional conference, my non-profit is more specific in its focus on the region of western North Carolina and the Appalachian mountains, while CFS is more focused on a larger area (North/South Carolina at the state level). This can open up opportunities for greater connections at a more intimate local level, and something I may choose to potentially emphasize more. My organization also deals less with political advocacy, and more with community, people, and local-based approach.
Client/Customer Characterization
While not communicated in concrete terms on their site, they seem to view their clients as people who agree with their mission and goals, and wish to help further them. These people/businesses may need help in order to do that, and they’re prepared to offer help/consulting to further strengthen the organic agriculture market in the Carolinas. They also, in terms of the consumer, view them as perhaps environmentally-conscious people who wish to help support the organic agriculture movement at either the national or local/state level.
Key Messages
Visual Elements
Earth-tones, greens, reds. Rustic/rugged handmade forms in logo. Primarily sans-serif typography used on the site, with occasional handwritten type for contrast.
Positioning
This group positions themselves as a multi-statewide leader in the advancement of a strong organic agriculture market in the Carolinas.
Differentiate
This group seems to attempt to differentiate by emphasizing their experience (more than 30 years of experience as a non-profit), their membership count of over 2,300, as well as their “active” approach to their goals. They frequently used the word “spearhead” to further emphasize this point.
Financial Condition
They support themselves with grants from the USDA, as well as membership fees. Also, like many non-profits, they rely on donations and volunteer work. Financial condition appears to be sound.
I chose to focus on local competitors. Non-profits for organic agriculture often emphasize the “local” aspect, so they usually seek to target people in their region.
Competitor 1 (non-prominent):
Carolina Farm Stewardship Association
http://www.carolinafarmstewards.org
Who Are They?
Carolina Farm Stewardship Association was founded in 1979 by a group of gardeners, farmers, and consumers to promote sustainable agriculture in the Carolinas. Since then they’ve achieved tax-exempt status, received several grants from the USDA, and participated in political advocacy at the state-level.
Their brand stands for: stewardship, environmentalism, sustainability, advocacy, education
Target Audience
Carolina Farm Stewardship Association’s primarily target-audience are growers/farmers, as well as consumers and businesses in both North and South Carolina.
Features/Benefits of Their Service
CFSA seeks to strengthen the market for local/organic/sustainable agriculture. They do this through advocacy, education, and building. For a consumer, they make it easy to find local, organic food on their website via a search function. From the perspective of local farmers and growers, they offer consulting on organic agriculture.
Product/Service Differences
When it comes to the overall goal, as well as types of services this non-profit provides in comparison to the one I’ll be designing for, there is little difference. However, with the exception of a yearly regional conference, my non-profit is more specific in its focus on the region of western North Carolina and the Appalachian mountains, while CFS is more focused on a larger area (North/South Carolina at the state level). This can open up opportunities for greater connections at a more intimate local level, and something I may choose to potentially emphasize more. My organization also deals less with political advocacy, and more with community, people, and local-based approach.
Client/Customer Characterization
While not communicated in concrete terms on their site, they seem to view their clients as people who agree with their mission and goals, and wish to help further them. These people/businesses may need help in order to do that, and they’re prepared to offer help/consulting to further strengthen the organic agriculture market in the Carolinas. They also, in terms of the consumer, view them as perhaps environmentally-conscious people who wish to help support the organic agriculture movement at either the national or local/state level.
Key Messages
- Organic agriculture is healthier and more sustainable than industrial agriculture.
- A strong network of organic growers and businesses prepared to sell their food is critical in continuing to strengthen the presence of an organic agriculture market in the Carolinas.
- “Traditional” farming (non-organic) is often environmentally destructive.
Visual Elements
Earth-tones, greens, reds. Rustic/rugged handmade forms in logo. Primarily sans-serif typography used on the site, with occasional handwritten type for contrast.
Positioning
This group positions themselves as a multi-statewide leader in the advancement of a strong organic agriculture market in the Carolinas.
Differentiate
This group seems to attempt to differentiate by emphasizing their experience (more than 30 years of experience as a non-profit), their membership count of over 2,300, as well as their “active” approach to their goals. They frequently used the word “spearhead” to further emphasize this point.
Financial Condition
They support themselves with grants from the USDA, as well as membership fees. Also, like many non-profits, they rely on donations and volunteer work. Financial condition appears to be sound.
ROUGH DRAFT DESIGN BRIEF
I. Project Overview and background (1-2 paragraphs)
The purpose of this project is to provide a brand identity system for Organic Growers School, a local organic agriculture/food non-profit that seeks to promote organic agriculture in the southern Appalachian mountains. This identity system will help to provide a catalyst for OGS to achieve their goals.
II. Goals and Objectives
The goal is to provide an effective concept-based design solution to further awareness of OGS’ brand, and to further the goals and objectives of OGS.
III. Criteria for Success
I would consider the success or failure of the project to be determined, in large part, by audience reaction. In the end, it’s the audience we’re designing for and trying to influence. This could be confirmed through interviews with audience-members, as well as through hard-numbers: an increase in donations, attendees to events, or volunteers.
IV. Company Background [aka “Portfolio”] / Business Analysis
OGS’ mission is to, in their own words: “advance organic agriculture and sustainable living in the Southern Appalachian region by gathering people to teach, learn and celebrate together.”
B. describe your company/enterprise and all its activities (services, programs, outreach)
Background of the organization:
C. describe the organizational structure of your company (diagram it?)
1. personnel
2. funding sources: Sponsors, including Earth Fare, Carolina Farm Credit, and Green Life Grocery. Funding also includes donors.
3. products/kinds of services: consulting and education on organic farming/sustainable living through avenues such as their yearly spring conference.
4. divisions or subdivisions: N/A
D. Business Analysis: Include results from your SWOT, PEST analyses here.
(one paragraph summary for each)
V. Service [Industry] Sector Review
VI. Target audience review & identification of all stakeholders. Include broad demographics as well as specifics:
The audience for OGS includes anybody who may or may not (yet) be interested in learning about and promoting organic agriculture, irregardless of race, gender, age, etc. However, client runs a yearly conference to promote organic agriculture, and may wish to address separate audiences (i.e. children, seniors, etc) based on the attendees and the activity in question.
That being said, major touchpoints would include fairs, in-store advertising at a sponsor’s store, audience interaction with the website, distributed posters/fliers (client has expressed interest in having a poster designed).
VII. Competition and Competitive Positioning [differentiation]
Due to organic non-profits tending to be highly-local in nature, and thus competitive at the local-level, I’ve decided to focus on a couple of non-profits that are local to North Carolina.
See: Competitive audits.
A. Identify the competitors and describe the major competitors’ brand identities (competitive audit)
B. What’s the brand strategy and positioning (yours and competition), (see "positioning" in Wheeler)
C. business strategy /what are competitors' doing with marketing and advertising?
(one paragraph summary to describe A-C for each competitor)
VIII. Perception and Tone
Because of the highly-localized nature of my non-profit, I’m going to seek to emphasize the local aspect of the nonprofit, and thus provide design concepts and solutions more specific to the needs of people in the southern Appalachian region. Designs should seek to meet the expectations and tastes of people in the southern Appalachian region.
How does the client want to project itself? (leads to development of visual style)
IX. Business Objectives + Design Strategies (see handout)
(this section serves as a "contract" – all should agree on this)
REQUIRED FORMAT: listing in 2-columns:
Business Objectives (left side)/ Design strategies (right) flow out of the Business objectives.
• What are your client’s key objectives and messages?
• What visual /conceptual approaches will you use to communicate these?
(meaning, shape, color, form content, key conceptual directions)
X. PHASES of the design process/ Schedule
Outline the various phases of your design process (see p. 31 of brief handout)
A. The phases are the steps that the actual DESIGN EXPLORATION & REFINEMENT will take.
(concept development, visual thinking via thumbs & roughs; testing of concepts, redevelopment of concepts; this visual exploration project for each “part” of the campaign.)
Tentative phases for design process with OGS.
1. Logo design (optional: application of the logo to Stationery, envelop and business card)
2. Poster design
3. Narrative Sequence with Typographic System (for ex. Booklet or Brochure)
4. Website Design (information-based)
5. Ephemera, motion graphics sequence, interior/exterior signage, vendor/ patron gift or product, package design, educational tools, event invitation, small-client related promo.
6. Process Book which documents your research and design process.
C. Final phases to be included: FOR INFORMATION ONLY / NOT REQUIRED
1. final approval of project
2. implementation (manufacturing, printing etc)
3. measurement metrics (ie assessment of degree to which the project
meets business objectives already outlined)
XI. Research Questions (additional, unanswered)
XIII. Appendix: audience data, competitive audits, SWOT, PEST, style guides, etc.
The purpose of this project is to provide a brand identity system for Organic Growers School, a local organic agriculture/food non-profit that seeks to promote organic agriculture in the southern Appalachian mountains. This identity system will help to provide a catalyst for OGS to achieve their goals.
II. Goals and Objectives
The goal is to provide an effective concept-based design solution to further awareness of OGS’ brand, and to further the goals and objectives of OGS.
III. Criteria for Success
I would consider the success or failure of the project to be determined, in large part, by audience reaction. In the end, it’s the audience we’re designing for and trying to influence. This could be confirmed through interviews with audience-members, as well as through hard-numbers: an increase in donations, attendees to events, or volunteers.
IV. Company Background [aka “Portfolio”] / Business Analysis
OGS’ mission is to, in their own words: “advance organic agriculture and sustainable living in the Southern Appalachian region by gathering people to teach, learn and celebrate together.”
B. describe your company/enterprise and all its activities (services, programs, outreach)
Background of the organization:
- OGS was started in 1993 by a group of farmers and extension specialists to discuss and share regional crop information.
- OGS is funded/sponsored largely by organizations with similar goals; including, but not limited to: Earth Fare, Carolina Farm Credit, and Green Life Grocery.
- Existing problems
- OGS releases newsletters on a regular basis.
C. describe the organizational structure of your company (diagram it?)
1. personnel
2. funding sources: Sponsors, including Earth Fare, Carolina Farm Credit, and Green Life Grocery. Funding also includes donors.
3. products/kinds of services: consulting and education on organic farming/sustainable living through avenues such as their yearly spring conference.
4. divisions or subdivisions: N/A
D. Business Analysis: Include results from your SWOT, PEST analyses here.
(one paragraph summary for each)
V. Service [Industry] Sector Review
- The primary focus of OGS’ service sector is agriculture in the southern Appalachian region: specific concentration on sustainable agriculture and living.
- Products/Services
- Industry trends are increasingly favoring organic agriculture in the United States. In the past decade alone, demand for organic goods has skyrocketed, with a 26-fold growth. This offers a greater potential market for OGS to further its mission and goals.
VI. Target audience review & identification of all stakeholders. Include broad demographics as well as specifics:
The audience for OGS includes anybody who may or may not (yet) be interested in learning about and promoting organic agriculture, irregardless of race, gender, age, etc. However, client runs a yearly conference to promote organic agriculture, and may wish to address separate audiences (i.e. children, seniors, etc) based on the attendees and the activity in question.
That being said, major touchpoints would include fairs, in-store advertising at a sponsor’s store, audience interaction with the website, distributed posters/fliers (client has expressed interest in having a poster designed).
VII. Competition and Competitive Positioning [differentiation]
Due to organic non-profits tending to be highly-local in nature, and thus competitive at the local-level, I’ve decided to focus on a couple of non-profits that are local to North Carolina.
See: Competitive audits.
A. Identify the competitors and describe the major competitors’ brand identities (competitive audit)
B. What’s the brand strategy and positioning (yours and competition), (see "positioning" in Wheeler)
C. business strategy /what are competitors' doing with marketing and advertising?
(one paragraph summary to describe A-C for each competitor)
VIII. Perception and Tone
Because of the highly-localized nature of my non-profit, I’m going to seek to emphasize the local aspect of the nonprofit, and thus provide design concepts and solutions more specific to the needs of people in the southern Appalachian region. Designs should seek to meet the expectations and tastes of people in the southern Appalachian region.
How does the client want to project itself? (leads to development of visual style)
IX. Business Objectives + Design Strategies (see handout)
(this section serves as a "contract" – all should agree on this)
REQUIRED FORMAT: listing in 2-columns:
Business Objectives (left side)/ Design strategies (right) flow out of the Business objectives.
• What are your client’s key objectives and messages?
• What visual /conceptual approaches will you use to communicate these?
(meaning, shape, color, form content, key conceptual directions)
X. PHASES of the design process/ Schedule
Outline the various phases of your design process (see p. 31 of brief handout)
A. The phases are the steps that the actual DESIGN EXPLORATION & REFINEMENT will take.
(concept development, visual thinking via thumbs & roughs; testing of concepts, redevelopment of concepts; this visual exploration project for each “part” of the campaign.)
Tentative phases for design process with OGS.
- Establish a goal for the branding system that the client agrees with, which will be the standard with which to guide the design process. This general goal will be the same for all design solutions in the system. | TIME: ALREADY FINISHED/DEFINED
- Establish a greater understanding of competitor approaches to design solutions; what’s working? What isn’t? Which conceptual directions might we take to meet our design goals and maintain a solution that sets ourselves apart from the competition? | TIME: 1 DAY
- Develop visual creative concepts (roughly 5-7). Test with client, as well as client’s specified key audience members and lead users. | TIME: 2-3 DAYS
- Further refine visual creative concepts (2-3), continuing to seek audience and client feedback, as well as maintaining the standard defined in part 1 of the process. | TIME: 1-2 DAYS
- Select final concept, refine, and implement. TIME: 1-2 DAYS
1. Logo design (optional: application of the logo to Stationery, envelop and business card)
2. Poster design
3. Narrative Sequence with Typographic System (for ex. Booklet or Brochure)
4. Website Design (information-based)
5. Ephemera, motion graphics sequence, interior/exterior signage, vendor/ patron gift or product, package design, educational tools, event invitation, small-client related promo.
6. Process Book which documents your research and design process.
C. Final phases to be included: FOR INFORMATION ONLY / NOT REQUIRED
1. final approval of project
2. implementation (manufacturing, printing etc)
3. measurement metrics (ie assessment of degree to which the project
meets business objectives already outlined)
XI. Research Questions (additional, unanswered)
XIII. Appendix: audience data, competitive audits, SWOT, PEST, style guides, etc.
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