Block - 2017 Year Book by Block (BlockBranding.com)

branding BUsiness Not as usual

Block is for business not as usual; for unrelenting change, for questioning the status quo, for new ways of working. We are for businesses that can’t afford to not be noticed; who need to out-think because they can’t out-spend. Doing away with silos and egos, it’s solving business problems collaboratively, openly and with exhaustive consideration. It is partnering with the best to gain new perspectives, skills and insights. Unifying smarts, creativity, curiosity and relentless questioning; it is creating things that surprise, delight, inform, convince, motivate. It is the path less trod – one which demands research, experimentation, guts and wit. It is seeking and celebrating well-considered solutions that are both surprising and logical. Where ‘faster’ and ‘smarter’ aren’t seen as opposing states. We are for constant, continual reinvention, adaption and evolution – and knowing there will never be a new normal. As our media, social and business landscapes continually shift, Block is for business not as usual.

hough 2016 was perhaps the most momentous year of transformation for Block to date, 2017 was once again a huge year full of changes, challenges and wins. On the back of last year’s successes, to our amazement, we were awarded Campaign Brief’s Challenger Agency of the Year for the second year running. This, we hope, is reflective not only of the quality of our work, but the manner in which we continue to challenge the industry, our clients and ourselves. In November, the wins kept coming, with Block taking home four silver and six bronze Skulls from the Perth Advertising & Design Club Awards. The breadth of categories we were recognised in highlight not only the diversity of our team’s skillsets, but the pay-off of collaboration. More than awards though, 2017 was a year that represented a significant shift in focus for the business, signalling a new chapter in Block’s evolution.

Our Following the move to our new premises and a complete agency rebrand the year prior, the time had come to shift Block’s focus outward in 2017. As Block’s capabilities continued to diversify, we invested in a formal strategic review of our business and developed a comprehensive communications strategy, with the priority of growing the business’ longer term value. What became clear from this process, and would ultimately form part of our strategy, was that we are an unconventional agency that shuns business-as-usual. One that questions the status quo – and embraces change. As we shift towards that of a strategic business consultant, working across less traditional platforms in less conventional ways, we recognise that it is imperative we continue to adapt, evolve and re-form. This approach was underscored by our partnership with Otherside Brewing Co. At the beginning of the year, we embarked upon a new type of client-agency relationship, by putting our money where our mouth was. Block made a financial investment in the business, and became involved at an Advisory Committee level. This close, consultancy-style

b l o c k 2017 â&#x20AC;&#x201D; Onward and Outward

\5\

2017: onward Business

& outward relationship with Otherside has been immensely

In spite of what has been by all accounts a tough

successful, seeing the brewery grow at a rate that

market, Block has continued to thrive financially

surpassed every expectation.

and creatively.

Following the strategic review, we made the decision to

2017 ended on a high note, with our appointment as

invest in our growth and capabilities, by welcoming three

creative and strategic agency for Celebration Homes.

new people on board. In a key move, Block reeled in brand

This was due to an ability to demonstrate an outside-

and strategy consultant, Emma Watton. This further

the-box approach to a retail pitch. We continue to

bolstered our ability to deliver strategically-focussed

push the boundaries of not only our clientsâ&#x20AC;&#x2122;

communications under strong, senior leadership.

expectations, but that of our own.

Our

Team

dedicated to c o l l a b o r at o r s

board positions

memberships

\ Starcom Media Media Planning and Buying

\ Perth Advertising & Design Club (Mark Braddock, President)

\ Australian Graphic Design Association

\ Key2 Web Development

\ Highgate Primary School (Tanya Sim, Chair)

\ Perth Advertising & Design Club

\ Metrix Research

\ Borderless Friendship WA (Tanya Sim, Committee Member)

\ The Office of John Cheese Post-production and Retouching

\ Perth Theatre Trust (Tanya Sim, Trustee)

\ Hunter Communications PR and Social Media

\ Leadership WA (Tanya Sim, Alumni)

\ Pastel Blues Consulting Strategic Consulting

\ The Humanitarian Group (Emma Watton, Non-Executive Director, Sub-Committee Chair)

\ Smart Suit Strategic Consulting \ TIA (The Influencer Agency) Social Media and PR

b l o c k 2017 — Onward and Outward

017 saw us invest heavily in strengthening our capabilities, in order to grow the value of the business, and to better deliver for our clients. As we welcomed back Jessica Richings from maternity leave, we also introduced three new faces to the team, a considered step to bring in crossdisciplinary thinkers and doers, all the while keeping our core team nimble with a staff of less than ten. This boost of experience came from a gamut of roles and disciplines – spanning design, strategic consulting, client service, advertising, motion graphics and web.

\7\

We continue to collaborate as a defining feature of how we approach work. If we take the ‘Hollywood’ workflow as our model, we are the producers and directors, coordinating a continually shape-shifting stable of professionals that allow us to deliver a stunning breadth of communications. This openness and emphasis on collaboration means that on any given day, you will find clients, suppliers, freelancers, creative and strategic partners, artists, children, dogs, exemployees, parents and friends all sharing our new office space. We don’t do closed walls, egos or departments, and that’s the way we like it.

collaboration

to challenge and question

b l o c k 2017 — Onward and Outward

hroughout the year, we were fortunate to work with clients from incredibly diverse industries including education, alcohol, property, arts, government, sports, retail and consulting. Some we partnered with as a communication lead for an entire organisation transformation, others for brand design, strategic planning as well as advertising campaign development. All of these were to shift, in big ways or small, towards business-notas-usual.

\ “Block’s played a fundamental role in helping set the strategic business direction for Otherside as we take the brand to market. Their involvement has extended far beyond that of a traditional agency, becoming trusted advisors and, quite literally, partners in the business. And thus far the results have been incredible by any measure.” david chitty, founder, otherside brewing co

\ “We are really excited to be working with Block. They are a great cultural fit for us and they were outstanding in the pitch process. They really demonstrated a strong level of strategic thinking, which was then executed really well creatively. We operate in an extremely competitive category and Block really understood the challenges and intricacies of our market.” wendy shenstone, marketing manager, celebration homes

Our

Clients on-going clients \ Ambassador Independent Pharmacy \ City of Mandurah \ Central Park \ OpenCorp \ Fremantle Dockers \ The Perth Mint \ NS Projects \ M/Group \ Match \ Curtin University \ Curtin Student Guild \ Fromage Artisans new business \ Celebration Homes \ Australian National University \ Bosske \ Eastpoint \ Ned McNeilage Creative \ Perron Group \ Global IO \ Vaston Developments \ Emergence Creative Festival \ City of Swan \ Otherside Brewing Co \ The Simulation Group

\9\

Brand Architecture, Brand Strategy, Brand Identity, Packaging, Communications, Web, Social Media

Otherside Brewing Co the problem Having released their first brew in limited batches as a test of concept, Otherside Brewing Co. approached Block to help them develop a clear brand identity, define their brand story and develop a brand architecture that will allow them to create an independent brewery brand with long-term prospects for expansion. the solution Grounded in populism, the ‘beers made for drinking’ ethos underpins a comprehensive brand architecture that builds on the brewery’s roots in the music festival business and opens the potential for it to become a true lifestyle brand. With the release of three core range and three ‘Pilot’ Series brews, Otherside has managed to gain exceptional penetration across the state into independent bars and retailers in a very short period. With the imminent construction of their new brewery facility and an aggressive schedule of product releases planned, Otherside are poised to make a big impression.

\ \ naming criteria

OTHERSIDE BREWINg CO.

An appropriate name for an Otherside brew must fulfill two criteria; it must draw inspiration from Otherside’s brand history and it must be somehow evocative of the experience of the product itself. This will ensure that a name will be uniquely suited to the particular

OTHERSIDE CULTURE / HISTORY The name could be relate in someway to elements of the brand’s heritage such as MUSIC FESTIVALS ART

product while helping to build the Otherside brand over time. By these criteria, HARVEST would seem to pass muster. It is related to Otherside’s festival past and evocative of a Red Ale’s colour and the season of its origin.

APPROPRIATE NAMES Ultimately, the name should evoke a tone, be witty – but not too-clever-for-its-own-good – and it must be something upon which a story can be developed. It must be short and easily pronounced from being read (we don’t want to make punters feel stupid when attempting to order in a crowded bar). In-jokes should be avoided – we don’t want to alienate.

PRODUCT EXPERIENCE The name could be evocative of product features such as FLAVOUR PROFILE VARIETAL CHARACTERISTICS _COLOUR _PROVIDENCE _INGREDIENTS SEASON (SO LONG AS IT DOESN’T LIMIT SALES PERIOD)

CELEBRATION

triple-1-three (Holding Company) tapped by otherside – cultural projects & sponsorships tour fund

venues Freo Social Hall

enterkitchen tainment hall

otherside brewery

beverages Otherside Brewing Co.

j shed

others to come

core range tap festive ale

pack

pilot series tap

pack

harvest red ale

social lager

t i s i ng & de

si gn c lu b

p e rt h a d v

winner

JUDGEMENTFREE CRAFT BEER. COLD, NOT COOL.

b l o c k 2017 â&#x20AC;&#x201D; Onward and Outward

\ 11 \

IT’S BEER IT’S COLD IT’S COLD BEER NUFF SAID Still reading? Not sure what more you want from us?

That’s all we’ve got.

So grab a can and go find someone to talk to about something important, like music or love or the weather, whatever. Bye.

OthersideBrewing.com.au #OthersideBrewing

5/05/2017 5:29 PM

OTH496002-FESTIVE POSTER-v2.indd 2

5/05/2017 5:29 PM

PROUDLY LAGERY

OthersideBrewing.com.au

So we made it.

And now we drink it whenever we feel like it.

OTH496002-FESTIVE POSTER-v2.indd 3

5/05/2017 5:29 PM

CRISPLY QUENCHY OthersideBrewing.com.au #OthersideBrewing

We wanted a beer that didn’t taste of nothing, but didn’t rip the taste buds off of your tongue. A beer we could enjoy any time.

OTH496002-FESTIVE POSTER-v2.indd 1

A BEER FOR MUSIC

OthersideBrewing.com.au

PURE BEERINESS

OthersideBrewing.com.au #OthersideBrewing

OthersideBrewing.com.au

THE PERFECT BEER FOR WHEN YOU FEEL LIKE DRINKING A BEER

b l o c k 2017 â&#x20AC;&#x201D; Onward and Outward

O T HER SIDEBRE W ING.COM. AU O T HER SIDEBRE W ING.COM. AU

ORIGINAL CAN ART

BY DAVID SPENCER

OTH496003-HARVEST POSTER-v1_NEWCAN.indd 1

30/08/2017 1:20 PM

SO CHILL O T HER SIDEBRE W ING.COM. AU

ORIGINAL ART BY

PHOEBE PHILLIPS

OTH496006 FOLK POSTER-v2.indd 1

19/06/2017 9:12 am

NO B-SIDE O T H E R S IDE BR E W ING .COM . AU

ORIGINAL CAN ART

BY ALEX MACIVER

\ 13 \

Campaign Strategy, Campaign Identity, Social Media Engagement

Buy a Bit of a Brewery the problem As Otherside’s sales grew at a rate that outstripped their capacity to brew at contract sites, they required their own premises in order to meet these demands and expand their business beyond a local audience. Otherside needed to generate hype around the imminent construction of their brewery, as well as raise enough capital to ensure it was built. They wanted to offer those sage enough to invest their hard-earned in a brewery a means of paying beer-loving dividends. the solution The ‘Own a Bit’ campaign was created to feel like an old-money clubhouse, parodying the notion of beer-snobbery. The look was inspired by bank notes, deeds and cheques from the early 20th century. As thanks, these ‘Beer Tycoons’ were bequeathed with the highest order of privileges; an invitation to the exclusive Beer Tycoon agm, attending the opening of the brewery, being the first to try new Otherside brews, as well as being immortalised with an inscribed brick that will make up the brewery’s bar. Promotional material including a giant can of Otherside beer and postcards were sent out to popular social media personalities, encouraging them to post a picture of it to win their own ‘bit of a brewery’ and boost awareness of the campaign. All the while, those who had already bought a ‘bit’ were sharing their excitement all over social media. With over 150% of the targeted ‘bits’ sold, the campaign was hugely successful in building both brand equity, and, quite literally, the brewery itself. — In collaboration with: Hunter Communications (tactical comms+public relations) The Influencer Agency (influencer marketing)

b l o c k 2017 â&#x20AC;&#x201D; Onward and Outward

@OTHERSIDE_KYLE

@SLIPPERY_GYPSY82

@CRAFTBEERHOUSE

@RICHARD_JEFFERSON

@MISS_SPENNY

@PERTHYUMS

\ 15 \

Strategy, Brand Identity and Communications

Swan Active the problem Facing increasing pressure amongst a saturated market of 24/7 gyms and fitness franchises, The City of Swan needed to unify and reposition their leisure centres to continue to service the community and be seen as an invaluable asset to the City of Swan. the solution Coming together under the new name Swan Active, the refreshed approach puts customer experience first and foremost. The inclusive, warm and lively identity appeals to vast community groups, while being strongly aligned with the City of Swan parent brand.

the market we are in we are operating in a saturated market - gyms & fitness there are four main ways to respond to this and only the first is achievable to us in our structure

niche

value

scale

• OWN IT aND BE KNOWN FOR IT • STaY CLOSE TO PURPOSE • LIVE aND BREaTH a DEFINED STORY

• gIVE BETTER VaLUE • aDaPT TO COST / OFFERINg CHaNgES • UNDERCUT THE maRKET

• FRaNCHISE IT OR EXPaND • gaIN FINaNCIaL EFFICIENCIES aND STICK TO YOUR KNITTINg

trend • INNOVaTE • BE FIRST TO RESPOND TO OR SET TRENDS

what is our why PROVIDE POOLS aT a LOSS

PROTECT OUR COmmUNITY

‘aUSTRaLIaN IDENTITY’

STRONg COmmUNITY SUPPORT EaCH OTHER (BUT FOR FREE PLEaSE!)

aCCESSIBLE FOR aLL

SELF ImPROVEmENT

PROTECT OURSELVES

‘PREVENTaTIVE SOCIaL aND PERSONaL HEaLTH’

BUILD SOCIaL CaPITaL

maINTaIN COmmUNITY CONNECTION

SELF TImE

SENSE OF BELONgINg

STRONg COmmUNITIES

HEaLTH SaFETY CONNECTEDNESS

activeLIFE. life ACTIVE

swan SWAN.

brand vision Brand Vision To be recognised as strong and mindful

brand values Brand Values Living City of Swan values & demonstrating

custodians of important community assets that makebrand City ofpersonality Swan a great place to live.

demonstrating delivery brand architecture

custodiansas of strong important community To be recognised and mindfulassets that make City of Swan a great place to live

We’re the Jester to City of Swan’s Nurturer. We bring a spark of life & fun, of ‘in the

Brand Personality moment’ under Swan’s watchful eye

We’re the Jester to City of Swans Nurturer. brand strategy We bring Be a spark of friend, life &the fun, ofwho ‘in makes the the active one things happen, who basks in an active life

moment’ under Swan’s watchful eye. and makes it possible for others to join

delivery Living

City of Swan values &

Closely aligned sub-brand that strongly supports the parents brand

Brand Architecture

Closely aligned sub-brand that strongly brand planning supports the parent brand. Build strong community engagement and awareness of the assets City of Swan manages for the community

Brand Strategy

Brand Planning

Be the active friend, the one who makes

Build strong community engagement and

things happen, who basks in an active life

awareness of the assets City of Swan

and makes it possible for others to join.

manages for the community.

b l o c k 2017 — Onward and Outward

G ET ACTIVE W I TH PILATES

Midland

KID S SPORT S

Midland

S E NI O R’ S F I TNE S S CLASSES

PLAY

Midland

\ 17 \

ABOUT US

O U R LO C AT I O N S

Midland

W H AT S O N

Ballajura

FAC I L I T I E S

Ellenbrook

C O N TA C T U S

Beechboro

Opening Hours

JOIN US

HOLIDAY ACTIVITIES Et, nus unducitas sapelit atustia erspelias sit que ne aut Make a booking

MEMBERSHIP

W HAT'S ON

OPEN IN G HOUR S

SELECT YOUR MEMBERSHIP Et, nus unducitas sapelit atustia erspelias sit que ne aut aut laut alit, quis idis cum remoditi dolum, simus mollis pore nist, quas aut pe.

LEARN MORE

$19

$23

$28

G Y M O N LY

GYM+CLASSES

FULL ACCESS

•

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dolu simus mollis por nus unducit.

GET ACTIVE

Group fitness

V IEW W HAT S O N >

Social sports

PLAY S CHOOL HOLIDAYS ARE HE RE Et, nus unducitas sapelit atustia erspelias sit que ne aut aut laut alit, quis idis cum remoditi dolum, simus mollis pore nist, quas aut pe.

Junior sports

Gym

JU N E ME MB E R S H I P D I S C OU N T Et, nus unducitas sapelit atustia erspelias sit que ne aut aut laut alit, quis idis cum remoditi dolum.

Previous Global IO identity and communications

Business Strategy, Brand Strategy, Brand Identity, Communications

Global IO the problem Global IO are a consultancy at the forefront of the change management industry. Their capabilities empower businesses to streamline their operations and grow profitability by re-engineering the way they work. However, their overly technical language was clouding their true capabilities, and pigeonholing their ability to work across industries. They needed to shift their tone to become a more approachable and holistic player in the business transformation space, and demonstrate their difference beyond their technology-solution competitors.

Our consultants have significant experience in planning, building and running large scale Integrated Operations Centres, and have lead teams across the key focus areas of people, process and technology. We have guided large deployments throughout the project lifecycle from definition and implementation through to operation. Our philosophy emphasises that cultural changes are required to deliver exceptional results in an IO environment, and we have specific expertise in nurturing high performing cultures that use value driven processes and tools to ensure your IO benefits are locked in for the future.

Leadership -

To achieve the desired IO benefits, a significant change in leadership behaviours are often required. We

work with all leaders in the IO program to show how to lead with influence and humility to get the most out of these environments. We help foster a relentless focus on the performance of the entire value chain, and the discipline in showing that whole of business thinking is the top priority.

People -

Building a culture that thrives on continuous improvement and transparency is key to creating an IO program

where people are passionate about real-time optimisation and getting the very best out of your value chain. We work with teams to ensure that value adding collaboration practices are in place, and that they remain excited about their work.

Process -

Dynamic Enterprise-Wide Optimisation occurs when you present your people with the right context and

awareness to make intelligent real time decisions, and you have re-engineered your business processes to seek global optimisation of your value chain - sometime at the expense of the many local optimisations available. We work with teams to design processes that ensure that supply chain bottlenecks are fully utilised.

Technology - Many IO projects are typically deployed with significant Technology and Facilities investment, yet

the solution Positioning Global IO as proponents of ‘cultural change’, instead of the more traditional and limiting ‘technology change’ area of consulting. We examined how Global IO connect an organisation’s cultural & operational DNA and its interface with achieving operational efficiencies.

this shouldn’t be the default approach. At Global IO, we focus on driving a “rightsized” Technology outcome through the adoption and promotion of a Lean Technology culture within the project team. This approach empowers your technology leaders to ask the right questions to provide the right context to your people at the right level of investment.

Integrated Operations Approach

Enterprise Wide Optimisation VALUE CHAIN STRATEGY

A bold, straight-shooting visual and brand language establishes Global IO as a leader in the business transformation space and more clearly articulates how they can transform businesses.

Volume / Quality / Cost

Drill & Blast

Sustainable through the Cycles

In collaboration with: The Grapple (business strategy)

Load & Haul

Processing

Logistics

Port

Best-in-Class Tools & Processes

Interface Performance Optimisation Internal or External

Leveraging Technology IO creates an environment that is rapidly adaptable to market changes 5

BUSINESS CONTEXT internal issues

external issues

BUSY CONSULTINg - DIFFICULT TO KEEP HEaD aBOVE DELIVERY TO CLIENTS. NEED TO: DELIVER TEmPLaTES TO TURN INWaRD FaCINg INFO EXTERNaL

RETURN TO (SOmE) gROWTH IN mININg aND O&g CREaTES OPPORTUNITIES

PURPOSE

a) Eliminate waste and enable people to succeed within organisations b) Unleash value through a culture first approach to technology

Production value chains fall below optimum levels for two reasons:

CREaTINg BRaNDED CONTENT - NEED: a NEW aPPROaCH - DaNgER IN BEINg a ‘CENTRE FOR IO’ IF WE CaN’T PRODUCE INSIgHT aND LEaD KNOWLEDgE

FORCES ImPaCTINg OUR BUSINESS

CONTINUED PRESSURE TO ImPROVE maRgINS

BELIEF

2. Technology and processes do not support decision makers receiving the right context and awareness to make holistic decisions UPgRaDINg CULTURE aLONg WITH OR BEFORE TECHNOLOgY aLLOWS FOR EXPONENTIaL SUCCESS

mISSION

To rid supply chains from the tyranny of recessive and silo’d cultures that put individual success in competition with organisation success

HIgH LEVELS OF POLITICaL INFLUENCE aT PLaY WITH COmPETINg SILOS, JOB INSECURITIES, CLaRITY OF INFORmaTION FROm IO EXPOSINg PEOPLE

BaLaNCINg FOCUS OF CREaTINg COmPaNY FOR gROWTH VS SaLE

NEED TO DEFINE gEOgRaPHIC aND INDUSTRY FOCUS BEYOND mININg. FOR NOW NEED a BRaND THaT CaN gO BEYOND, BUT DOESN’T FOR NOW.

1. Culture must be nurtured and developed to value enterprise wide decision making and eliminate the attrition between business silos

DEmaND OUTSTRIPS SUPPLY. WE aRE THE ONLY ONE WITH EXPERIENCE IN DESIgNINg, BUILDINg aND RUNNINg OF LaRgE IO PROgRamS

aPPROaCH SIgNIFICaNT OPPORTUNITY OUTSIDE mININg IN aNY ‘PROCESS’ BaSED INDUSTRY - HEaLTHCaRE, FmCg maNF ETC.

We employ the best brains in the industry, with practical success in implementing successful IO solutions. We assess and discuss thoroughly ‘down the line’ from the Board to ground operations.

CONNECTINg WITH CLIENT DNa

COmPETITOR LaNDSCaPE competing with us big engineers

specialist consultants

io consultants

potential to partner with us

EXECUTIVE maNagEmENT / OPERaTIONS

DIgITaL INNOVaTION / OPERaTIONS SKILLS

TECHNOLOgICaL CHaNgE / CULTURaL CHaNgE

TECHNOLOgY / CULTURE

TRaNSFORmaTIONaL THINKINg / PRagmaTIC OPERaTIONS

EmBEDDINg NEW TECHNOLOgY / RELEaSINg BUSINESS VaLUE

LONg TERm INVESTmENT / NImBLENESS TO RESPOND

INNOVaTORS / maSS maRKET

(people like us)

most like us

least like us

‘big 4’ style consulting

organisation dna is what bonds everything and makes it function as a unit. understanding this allows us to implement solutions within a highly nuanced cultural environments, creating the groundwork for success. io is more than a technology change, it is a cultural change.

Functional Performance Optimisation

—

NEED TO SHIFT VaLUE FROm STaFF SKILLS TO SYSTEmS FOR EXPONENTIaL gROWTH

Integrated Operations Specialists The team here at Global IO live and breathe Integrated Operations (IO) every day. We are passionate about achieving true business transformations and therefore view an IO deployment as much more than a sophisticated technology project. We also know that every organisation is unique and requires a tailored individualised solution that solve for your organisation’s specific needs.

b l o c k 2017 — Onward and Outward

\ 19 \

–integrated operations experts.

What is

And how can it transform your business?

\ website first thoughts

global io

\ home page

io is the conductor of your value chain; People & culture

Workplace design

— Untangle, rethink, work smarter. Global io unlocks the potential of your business.

Process

Technology

maximising the way your operations are coordinated, in order to extract the most productivity, and in turn, value for your business. Why integrated operations? Is qui ab ilis vel explam venditatum con nis dollori nimo ellesci lictes iunto debit, omnitem porehen ihitati asimporestia susa si te adi sitatium eium et et ma vel ipsande ssitio. Ceatem re, conesti sitiam enisquas nullautaqui quiam, ullabore vendae. Ori volendigent exerum int illati qu

Discover io

A B

logo

We help you make sense of this by untangling, rethinking, and re-engineering how you work.

logo

Radically transforming some of the world’s leading businesses. Our experience

logo

Our insights. IO Structural Benefits : The

Harnessing lean technology

This is the name of the article and

Web Strategy, Communications Strategy, Graphic Identity

FACILITIES AND SERVICES

Australian National University

ANU On-Campus

the problem As the custodians of the development and maintenance of the campus, the Facilities and Services Division of ANU are a vital part of the university. However, they lacked a structured way to communicate to their students and staff about their broad day-to-day activities.

Graphics Standards Manual

the solution To strengthen their position of credibility and assurance, as well as inform those on campus with updates and critical information, a graphic system was created to give a public face to the department. This extended to wayfinding, hoarding, signage and service vehicles. Working under the ANU brand guidelines, a simple, bold and practical graphic language inspired by road and wayfinding signage gives the department a clear and succinct voice to interact with staff and students on a daily basis.

2017 Version 1.0

Committed to making the ANU campus a great place to study and work.

Introduction

While the division was required to remain within the structure of the greater ANU website, an alternate method of communicating every-day and immediate information was also urgently needed. Through a series of workshops, Block helped the team to articulate what was required, in the form of a website tool, which focused on the most commonly searched and visited information. This tool was designed to become a centralised hub of information and updates for staff, students, contractors or visitors on-campus or planning on visiting the campus. Previously, finding this kind of information would have required the user to trawl through multiple layers of the ANU website just to find something as essential as a campus map, or advice on where to park.

As the custodians of the development and maintenance of ANU’s campus, we are proud to play our part in making ANU a world-class university. In order to maintain our position of credibility and assurance, we must ensure we communicate to staff and students clearly, honestly and on a practical level at all times. A common visual language is how we present a public face of the diverse facilities and services we provide. This language is a nod to modernist design, inspired by the practical nature of subway and wayfinding signage.

Australian National University Facilities and Services Divsion

These guidelines have been created in order to give the Facilities and Services department a vibrant, informative and consistent voice. This is critical to informing students and staff about the campus and the services we provide them. By following these guidelines, you will be a component part of creating a unified and stronger Facilities and Services. It is essential to our committment of making ANU a great place to study, live and work for all.

ANU On-Campus Graphics Standards Manual

Australian National University Facilities and Services Divsion

ANU On-Campus Graphics Standards Manual

— Iconography

In collaboration with: Eliza_ (web strategy)

As an extra communication tool, a suite of icons have been developed to represent the various on-campus services that the Facilities and Services department offers.

They can be used punched out of color, or as outlined circles on their own. Multiple icons can be used on the same application if relevant, but must almost be used together in a neat arrangement. Icons are never to be used as background elements, or in a scattered application.

The icons are not to be used a replacement for written communication, but as a supplementary device to add a recognisable element to their corresponding service.

The icons should never be used too small as to appear as “dots” and should always be large enough to be legible.

overhaul the site-wide 1.navigation OVERHAUL THE SITE-WIDE NAVIGATION DESIGN… design Parking

Fire safety

Gardens

Information Technology

Venues and Events

Accommodation

Australian National University Facilities and Services Divsion

Building/Projects & Construction

Security

Food

Safety

Maintenance

Repairs

Transport

The site navigational style and structure warrants an update, but in the meantime, we can simplify our information architecture to be more user-friendly.

Secondary icons have also been developed to be used in directional signage. They can be used in line with other primary icons in an equally clean application, but can also be used as large bold design elements. This differs from the primary icons, which are not to be used as a design element.

ANU On-Campus Graphics Standards Manual

Project Hoarding Project hoarding follows a similar style, but should include messaging describing the project and photography or renders of the outcome.

Australian National University Facilities and Services Divsion

ANU On-Campus Graphics Standards Manual

created. Images should be selected carefully to create maximum impact, and only one image should be used per block. Images should never be combined or used in a montage. Imagery can be excluded if no appropriate media is available.

The aim of project hoarding should be to keep staff and students informed, as well as generate excitement around what is being

let’s collapse some 5. LET’S COLLAPSE SOME SUBPAGES TOGETHER. sub-pages together

The project hoarding can make use of multiple icons to symbolise a possible shared use for a project. For example the union court Projects icon, along with the project example below could use the Food icon.

Coming soon

“Parking & transport”, “permit parking”, “parking fees”, “terms & conditions” and “casual parking” need not exist across five subpages. This logic was from a time when we thought users didn’t like to scroll. We’ve collapsed pages together where it made sense.

Coming soon

To learn more about this and other projects, visit: services.anu.edu.au/projects

A new research laboratory designed to enhance interactivity and collaborative research is expected to be completed in 2018.

FACILITIES AND SERVICES

Union Court Coming soon

We’re working on something big.

To learn more about this and other projects, visit: services.anu.edu.au/projects

We’re working on something big.

A new research laboratory designed to enhance interactivity and collaborative research is expected to be completed in 2018.

FACILITIES AND SERVICES

We’re working on something big.

Australian National University Facilities and Services Divsion

The new Union Court aims to bring together the University’s facilities and attractions to create a new learning, cultural, and social precinct in the heart of ANU.

ANU On-Campus Graphics Standards Manual

We’re working on something big. A new research laboratory designed to enhance interactivity and collaborative research is expected to be completed in 2018.

Union Court We’re working on something big.

Coming soon To learn more about this and other projects, visit: services.anu.edu.au/projects

The new Union Court aims to bring together the University’s facilities and attractions to create a new learning, cultural, and social precinct in the heart of ANU.

Coming soon

FACILITIES AND SERVICES

Union Court

To learn more about this and other projects, visit: To learn more about this and other projects, visit: services.anu.edu.au/projects We’re services.anu.edu.au/projects

working on something big.

FACILITIES AND SERVICES

The new Union Court aims to bring together the University’s facilities and attractions to create a new learning, cultural, and social precinct in the heart of ANU.

Coming

To learn more about t services.anu.edu.au

FAC SER

b l o c k 2017 — Onward and Outward

Signage Where possible, the staff and students of ANU should be informed about any works that the Facilites and Services department is undertaking. Signage is something that people will encounter frequenty at ANU, and how they percieve that signage will reflect how they percieve ANU as a whole.

\ 21 \

Similarly to hoarding and other communications, large typography should be used in conjunction with large sections of colour to reassure staff and students that whatever issue they have is being considered. Messaging encouraging interaction with the department should feature where appropriate, and relevant icons can be used as well.

Temporary Parking Office

Out of order.

We are currently undergoing rennovations, but we’ll be back soon. FACILITIES AND SERVICES

We’re fixing this as fast as we can.

If you have any questions, or if you want to report anything else you can call us on + 61 2 612 57943 or visit services.anu.edu.au

FACILITIES AND SERVICES

Maintenance in progress

Maintenance in progress We’re fixing this as fast as we can.

If you have any questions, or if you want to report anything else you can call us on + 61 2 612 57943 or visit services.anu.edu.au

FACILITIES AND SERVICES

We’re fixing this as fast as we can.

Out of order.

If you have any questions, or if you want to report anything else you can call us on + 61 2 612 57943 or visit services.anu.edu.au

FACILITIES AND SERVICES

We’re fixing this as fast as we can.

If you have any questions, or if you want to report anything else you can call us on + 61 2 612 57943 or visit services.anu.edu.au

FACILITIES AND SERVICES

The language used is functional, friendly and reassuring, and the Information Technology icon has been used.

Similar friendly and reassuring language should be used on temporary wayfinding and other signage where appropriate. Icons can be replaced, added or removed as needed. Colour should be used interchangeably, as long as the each design only features a single colour as per pages 6-9.

Australian National University Facilities and Services Divsion

ANU On-Campus Graphics Standards Manual

Australian National University Facilities and Services Divsion

ANU On-Campus Graphics Standards Manual

FACILITIES AND SERVICES

Looking after your campus. MAINTENANCE

FACILITIES AND SERVICES

PARKING

Looking after parking on campus.

FACILITIES AND SERVICES

Brand Identity and Communications

Emergence Creative the problem The simplest way to describe Emergence is a mini South by Southwest, in WA’s South West. Part experience, part pilgrimage, part playground; it’s the anti-conference for creative types from all walks of life who want to absorb, learn, reset and cut loose amongst the stunning Margaret River Region. In light of the festival’s ballooning popularity, the time had come for Emergence to shed its rootsy, folksy brand, and appear as a serious organisation. the solution The new identity is rooted in the idea of the glitch; a restless, subversive and never-perfect nod to the creativity that Emergence champions. — In collaboration with: The Office of John Cheese (video production)

giving emergence a brand identity

what it needs to do \ Be able to stand alone from and complement the year-to-year campaign look \ Must have serious intent – Jekyll and Hyde \ Longevity: must be able to adapt, evolve, and shun trends \ Be true to Emergence: a little bit freaky and unexpected

so how do we communicate this?

concept: glitch \ Slightly subversive and off-kilter \ Unexpected things emerging from different places \ Sporadic, restless and energetic

b l o c k 2017 â&#x20AC;&#x201D; Onward and Outward

\ 23 \

Brand Identity and Web Design

Ned McNeilage Creative the problem LA-based Ned McNeilage (writer/director/creative director) is a true modern-day communications creative, moving seamlessly from advertising to film-making to online content creation. He needed a website that reflected this and acted as a 20-year retrospective of his brand storytelling. the solution The site acts as a constantly evolving ‘scrapbook’ that not only exhibits his prodigious output but also tells the story of the work’s context and making through the inclusion of behind-the-scenes media of all description. Ned’s head is not only iconic in its shape, but what goes on in it is pretty special too – so we created a dynamic logo that demonstrates this.

b l o c k 2017 — Onward and Outward

Brand Architecture

City of Swan the problem The City of Swan has oversight of a varied collection of divisions, departments, organisations and sub-brands. Without a defined brand architecture, it became difficult for the City, and for the marketing team to prioritise and organise brand identities, marketing and communications. the solution Development first of a brand strategy, then implementation of a brand hierarchy (a visual demonstration along with a supporting strategy) for the City of Swan, and all the sub-brands, and individual stand-alone brands it encompasses. The strategy divided the activities relevant to the City of Swan into two areas; ‘What I expect CoS to do’, and ‘What I am happy CoS does or supports’. Divisions, council activities and sub-brands were then provided with brand guidelines according to where they sat on the Brand Architecture.

WHAT I EXPECT CoS TO DO

WHAT I AM HAPPY CoS DOES OR SUPPORTS

S E AL

C oS LOG O STA N D -A LON E B RA N D S SU P PO RTED BY CoS LO G O TAB AS N EED ED

COUNCIL

LOC KUP

BA D G E

COR POR ATE

F UNCTIONA L

C EN T RES

P ROG RA MS

TOURI S M

FEST I VA LS

LEISU R E

DEVELO P M ENTS

STAT I O N ERY

M AR K ET I N G C O MMS

VO LUNTEER RES C ENTRE

C O MMUNITY

DESTINATIO NS

P RESENTED BY

SWA N ACT IV E

M ID L A N D OVA L

A N N UAL R EPO RT

BROC HURES

LIB RARIES

HEART O F M IDLAND

SWAN VALLEY

AVO N DESCENT FEST

PLANS

N EWSLETTER

REC YC LING C ENTRES

ACTIVATE ELLENBRO O K

– SWAN VALLEY

HYPER

STRAT C OMMTY PLAN

– YOUR CITY OF SWAN

C O MMUNITY C ENTRES

C ORP BUSIN ESS PLAN

EN EWS

SPO RTS FAC ILITIES

– EL L ENBROOK EXPLORER – ALTONE LIVE – BAL L AJURA BULLETIN – PASS IT ON MIDLAND

WASTE THINKING G REEN

RATES

– HUMANE FOOD REGION G IDG EG ANNUP

TRAILS RATES PRIZ E DRAW

CIDER & ALE TRAIL FAM ILY FUN TRAIL

– HYPER FEST – HYPER VISION – HYPER LOUD

SUP PO RTED BY ENTWINED M IDLANDIA

CO M M U N I T Y C O NSULT.

TRO PFEST

A DVO CACY

O UTDO O R CINEM A

WAST E S ERVIC ES

SURF O N TURF

I N F R AST R U CTURE CO M M U N I T Y ASSETS AG E- S P ECI F I C AGED SERVICES YOUTH S ERVICES

\ 25 \

Brand Identity

Ambassadors Independent Pharmacy Identity for a local, independent pharmacy brand.

THE STAMP The Ambassador’s stamp is a seal standing for each Ambassadors’ independence.

The stamp can be used as part of the logo lockup, or as a design element. It can be randomly scattered to create a more playful and textural feel.

This stamp is available as a pre-textured

THE STAMP

digital file in a range of colours. For

The stamp can be applied digitally or using a

applications which require a solid stamp

physical ink-transfer based stamp.

(such as embroidery), a version of this has been included in the logo assets.

For examples of use, see the applications section of these guidelines.

Stretched Superellipse

Aspect Heavy

Stretch as needed, best used for wide badges

10%

CLEARANCE

15%

$29.99

10%

½ OFF

PRICE

‘Off’ Custom Element (Do not replicate type)

Aspect Heavy

OFF

PRICE

Aspect Bold

Superscript Baseline shift to align top

15%

CLEARANCE

Aspect Heavy

All caps Tracking: 20ems

ADDITIONAL ELEMENTS INFORMATIONAL BADGES

All caps Tracking: 100ems

Aspect Heavy All caps Tracking: – 50ems

Stretched Ellipse Stretch as needed, do not use for wide badges

For breakout information such as discounts and promotions, additional badges can be created using elements shown on the left. In most applications, CLEARANCE

10%

15%

½ OFF

PRICE

the badges should rendered in Red to draw attention. These should be used relatively small and sparingly to avoid a ‘bargain bin’ feel.

ADDITIONAL ELEMENTS INFORMATIONAL BADGES BREAKDOWN Each badge is constructed with simple shapes and typographic elements, and can be modified to suit a variety of uses.

Primary Colours

NAVY

PHARMACY GREEN

CMYK: 97/78/36/30

CMYK: 100/0/74/0

RGB: 20/51/79

RGB: 0/161/112

PMS U: 296 U

PMS U: 3405 U

HEX: #14334F

HEX: #00a170

LINEN

CHARCOAL

CMYK: 7/9/18/0

CMYK: 62/62/73/67

COLOUR PALETTE The Ambassadors’ palette is primarily made up of two colours, Navy and Pharmacy Green, which form

RGB: 249/231/207

RGB: 50/43/33

PMS U: ~70% OF 726 U

PMS U: ~BLACK 3 U

HEX: #F7E5CE

HEX: #322B21

the basis of most applications. Supporting colours of Linen, Charcoal and Red are also to be used.

Please note that the Red should primarily be used for informational badges, and contrasting details.

Other colours may be used to accent or provide contrast, but only do this where absolutely necessary.

RED CMYK: 6/100/100/1 RGB: 224/0/0

Colour and texture

PMS U: ~485 U HEX: #E00000

THIS WEEK ONLY

16/09-25/09

$16.99� MEMBER NUMBER

12585903

ADDITIONAL ELEMENTS LINES AND BOXES Inspired by the medicinal labels of yesteryear, solid lines and boxes can be used to house typography, numbers, and other small pieces of information. Line weights should remain consistent across a single piece of media.

These should not be used for large elements,

STAMPS ADDITIONAL STAMPS

headlines, or body copy.

Stamps similar to the logo Stamp Device can be created

P: 9880 1234

for various uses, but must always be displayed in a

F: 9880 1234

single colour and follow a similar format.

A: 123 SOMETHING WAY MANJIMUP, WA

b l o c k 2017 — Onward and Outward

\ 27 \

Project Identity and Communications

M/31 by Match Project identity for terrace home release in North Coogee.

Strategy, Campaign Positioning and Messaging

THE TIME Fremantle Dockers the problem For the Fremantle Dockers Football Club, the move to the new Optus Stadium from Subiaco Oval presented both great opportunities and challenges. With more seats and corporate sponsorships to sell than ever before, the unknowns of the stadium (as it wasn’t yet finished or accessible), as well as the acknowledgement of a team ‘rebuild’ being underway, there were several barriers to overcome to position their membership drive for 2018. While research and history showed that membership numbers were driven by performance, location of seats and price, there was a clear opportunity to capitalise on the excitement of this brand new, world-class stadium.

HAS COME

O P T U S STA D I U M 2 0 1 8 the solution The audiences to reach for these communications were vast – from fanatical members, to the general public, and corporate partners looking to entertain clients. By segmenting these groups’ needs, we could clearly define and structure different messaging for them. ‘The Time Has Come’ was developed as the overarching messaging line for the campaign. The line captured the fever-pitch anticipation and of the new stadium and the urgency the club wanted to impart. In campaign messaging, it could work as a callto-action to target specific groups, e.g. ‘The time has come to select your seat’. The Time Has Come was a message that worked equally for fans, sponsors and potential corporate partners alike.

BlockBranding.com