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ETV Branding Brief:
Situation Analysis:
ETV is currently evaluating its brand equity in the marketplace and as such has conducted an extensive
brand analysis with both internal and external customers. The nature of this research focused on the
emotional value that ETV delivers to its constituents. The result is a brand quotient rating that exceeds
that of similar national companies in the same category, as well as exceeding that of some of the most
respected companies in the world in a variety of industries.
On the surface, one could surmise that ETV does not have a branding issue at all and in fact should be the
envy of many national corporations. ETV is loved, respected, trusted and valued by South Carolinians.
The connection is made even stronger by the fact that South Carolinians feel a strong sense of ownership
and consequently great pride in what this organization stands for and the mission that it supports.
By most definitions, there is no problem from a branding standpoint. As stated earlier, ETV is really the
ideal model for what effective branding should accomplish.
After thoughtful consideration of the research, the real issue then becomes accurately defining the
problem.
Problem Definition:
It is the opinion of CNSG that branding is not a problem for ETV, rather effective marketing
communications and proper operational alignment may be the real issue.
Many challenges face ETV, the good news is that none of them are related to improper branding. As
stated in the draft strategic plan, the mission of ETV is very consistent with the brand recognition that
exists in the marketplace and supports why people feel the way they do about ETV. In short, the brand
perception mirrors the mission.
The challenge becomes defining a market position supported by an operational mission that furthers the
prosperity, effectiveness and future vision of ETV.
A more holistic and perhaps simplistic view of the main issue facing ETV would revolve around financial
wellness. The key to ETV’s future is funding, whether from the legislature or private contributions via
the endowment or both. That, in our opinion, is what we have to focus our energy on. We need to
develop a marketing communications program designed to positively impact ETV’s financial position.
Direction:
To have an impact on ETV’s funding, two basic goals need to be targeted:
1. Solidification of current legislative funding levels for the long-term.
2. An increase in incremental funding from the private sector.
To accomplish these goals, two primary objectives need to be considered:
1. Widespread reinforcement of the ETV mission and communication of the total value delivered to
the state.
2. An expansion of the total viewing and listening public.
Tactically, the following measures should be considered:
1. An analysis and alignment of programming that works toward audience expansion
2. Implementation of a proactive, integrated communications program to tell the ETV story
Corporate Identification:
Inherent in all of the measures and issues discussed in this planning brief is the development of a new
corporate identity package.
A key element of this program will be a discussion of nomenclature for this entity. We will need to look
at alternative naming scenario’s, which in turn will drive actual logo design and corporate identity
packages.
The name personifies the brand, it is how people refer to this organization, and it is what carries the
emotional connection to the company and therefore cannot be taken lightly. Though the actual typeface
and graphic design of the logo are critical, the name itself must be consistent with the mission of the
organization and if possible should speak in some way to the literal organization of the company and it’s
various divisions, product lines, etc.
The name is the umbrella under which all work must be conducted.
After careful thought and review, we have identified several different approaches for consideration. They
are as follows:
*No change to the actual names SCETV and SCERN, simply a new logo design.
*Simply change SCETV to SCETN and keep SCERN making them part of a network. The “N” becomes
a unifying element.
*Use the acronym ETV to act as the corporate identity for all aspects of the organization, television,
radio, internet, classroom, etc. “You’re listening to ETV, South Carolina Educational Radio, 88.1
Beaufort.”
*Use of the acronym SCEN (South Carolina Educational Network) then establish the sub-brands as ETN
(educational television network) and ERN (educational radio network). “You’re watching ETN, South
Carolina Educational Television Network.” “You’re listening to ERN, South Carolina Educational Radio
Network, 88.1 Beaufort.”
*Use of the acronym SCE as the foundation corporate entity with the sub-brands, SCERN and SCETN.
*Use of the acronym SCE3. This may work as a short term, transitional campaign, or may in fact have
some longevity as a corporate identity. The “3” concept provides a great deal of flexibility from an
identification standpoint, whether it signifies, science, culture, education, or television, radio, internet, or
engaging, enriching, enlightening, etc.
*Institute a complete departure from an acronym approach and use a name to elevate the scope and nature
of this entity. We have proposed the concept of “The Knowledge Network.” This can work as the
actual new name, or may live as a tagline then transition to becoming the actual name. We believe it gets
much closer to positioning this organization as what it really is, a knowledge resource for South
Carolinians. It is much more big picture than the current naming scenario.
*Lastly, we considered a much more consumer-oriented brand that again is a name rather than an
acronym. This would incorporate names such as, Newton, Ion, DNA, etc.
Recommendation:
In the final analysis it is our recommendation that we reincorporate all branding under the ETV umbrella.
This includes referencing radio as “You’re listening to ETV, 88.1 Beaufort” for example. We do not
suggest promoting separate call letters for stations, either television or radio. The web would also be
etv.org. Television stations would be referenced as ETV Beaufort or ETV Columbia, etc.
This approach leverages the existing brand identity that has been in place for so many years and means
less of a change for consumers and supporters while at the same time giving the organization much
needed unity and consistency.
This would be consistently integrated into all broadcast and printed materials throughout the system.
In addition, as touched on earlier in this document, proactive communication will be critical to the support
of this branding approach. The missing link, based upon the research, is that people are not immediately
aware of everything that ETV does and we have to use communications and the mediums that we have at
our disposal to raise the awareness level of all South Carolinians as to the value that we deliver.
Creative Strategy:
In the near term we suggest the use of a launch campaign under the umbrella theme:
My ETV.
This approach reinforces the emotional connection that supporters have for ETV and leads those that do
not share this connection in that direction. It provides a platform to communicate value and the fact that
ETV is owned by South Carolinians and provides an important service. It gives us an opportunity to
deepen the emotional tie that people have with ETV and makes them advocates of the network.
This tag or theme would be used on banners, vehicle signage, station id’s, outdoor advertising, :30/:60
second radio and television commercials, newspaper advertising, etc.
Tactical Execution:
In rolling out the new ETV positioning, logo and messaging strategy we suggest the use of several
communications tactics, the majority of which will focus on non-paid media where possible, or the use of
indigenous communication channels that exist by virtue of ETV functioning as a broadcasting company.
Tactically our efforts will into two basic categories, internal and external communications.
Internal Communications:
Hold a special company wide employee meeting to present the new strategic plan, along with the new
branding initiative. At the meeting distribute specialty items that carry the new logo.
Develop and publish a Style Guide to illustrate correct logo usage and nomenclature for all internal and
external communications. The Style Guide will exist on a CD, as well as on an internal website for access
by all appropriate personnel.
Give every employee an item that outlines the new mission and vision for ETV, i.e. paperweight, plaque,
etc.
Place customized posters throughout the building featuring the new mission and vision statement for
ETV.
Develop an employee recognition program to reward those who exemplify the new mission/vision.
External Communications:
Budget permitting, convert all external building signage to the new logo.
Budget permitting, apply new logo to all company vehicles.
Convert all business cards, letterhead, stationery, etc., to incorporate new style package.
Use The State Fair as a vehicle to introduce the new logo to a broad range of people. At The Fair the
satellite truck can be used as an extremely visible billboard to display the new logo and introduction
campaign message. Following The Fair the satellite truck works as a rolling billboard carrying our
message.
Approach ETV Endowment board members about the use of outdoor boards that their companies
currently have to feature the new campaign. The boards would feature an individual from the
organization along with an appropriate My ETV message. This gives both entities much needed exposure
and reinforces the community involvement message of the board member organization.
Leverage introduction and rollout of The South Carolina Channel to promote visibility of the new ETV
logo and the My ETV campaign.
Develop My ETV messages to appear on banners that can be used at various public functions, employee
events, commercial backdrops, etc.
Develop and produce television, radio and newspaper advertising built around the My ETV campaign.
The spots would feature employees, recognizable figures, and regular viewers promoting the depth and
breadth of what ETV has to offer.
Develop and integrate radio and television station breaks that utilize the My ETV campaign.
Develop an Op/Ed piece authored by Moss outlining the new vision, mission, etc for distribution to
newspapers throughout the state.
Develop a printed overview piece that could be used in communicating with multiple audiences about
ETV’s mission and services.
Hold a simulcast, town hall style, meeting with teachers and administrators from around the state to
increase their awareness of what ETV has to offer.
Create a video that can be distributed to teachers and administrators communicating the breadth of ETV’s
services available to educators.
Create an award that is tied to ETV, recognizing an individual in the state who exemplifies the ETV
mission and vision—like an ETV Teacher of the year, or ETV South Carolinian of the year, etc.
Develop an involvement program that reaches into the schools and promotes the arts, science, poetry, etc.,
related specifically to South Carolina. Ultimately either a school or an individual would be a winner.
As able, make presentations to school PTO’s regarding what ETV does in the classroom.
Place articles in school newsletters designed to expand parent knowledge about ETV involvement in the
classroom.
Leverage existing programming and programs to produce feature stories to run in daily newspapers
throughout the state.
Establish a statewide speakers bureau designed to increase awareness of the ETV mission, vision,
services, etc.
Become more proactive in sponsoring arts oriented events in individual communities, jazz festivals, blues
festivals, classical music concerts. These kinds of events would increase ETV visibility and sponsorship
costs could be minimized through trade-outs or in-kind contributions via ETV television and radio
exposure.
Consider using Moss to conduct one-on-one presentations with all state government agency department
heads informing them of everything that ETV has to offer in the way of services.
Hold an event for all state agency department heads and other appropriate personnel to provide a tour of
ETV facilities and services.