USA TODAY NETWORK
USA TODAY NETWORK
USA TODAY NETWORK
USA TODAY NETWORK
Transitioning to a branded house, Gannett needed efficiency and unity between their national and local network of nearly 150 news brands. So we developed a simple, but robust 3-phase plan and helped them bring it to life.
Project summary
3 Phases
One Solid Result
Planning
Education
Brand Management
Signage & Wayfinding Design and Implementation
Brand Identity Architecture
Transitioning to a branded house, Gannett needed efficiency and unity between their national and local network of nearly 150 news brands. So we developed a simple, but robust 3-phase plan and helped them bring it to life.
Project summary
3 Phases
One Solid Result
Planning
Education
Brand Management
Signage & Wayfinding Design and Implementation
Brand Identity Architecture
Transitioning to a branded house, Gannett needed efficiency and unity between their national and local network of nearly 150 news brands. So we developed a simple, but robust 3-phase plan and helped them bring it to life.
Project summary
3 Phases
One Solid Result
Planning
Education
Brand Management
Signage & Wayfinding Design and Implementation
Brand Identity Architecture
Transitioning to a branded house, Gannett needed efficiency and unity between their national and local network of nearly 150 news brands. So we developed a simple, but robust 3-phase plan and helped them bring it to life.
Project summary
3 Phases
One Solid Result
Planning
Education
Brand Management
Signage & Wayfinding Design and Implementation
Brand Identity Architecture
By crafting an implementation plan, we helped our client understand the requirements and risks associated with a strategic brand change.
During the first two phases, we uncovered opportunities to course correct and realign the parent brand.
By crafting an implementation plan, we helped our client understand the requirements and risks associated with a strategic brand change.
During the first two phases, we uncovered opportunities to course correct and realign the parent brand.
By crafting an implementation plan, we helped our client understand the requirements and risks associated with a strategic brand change.
During the first two phases, we uncovered opportunities to course correct and realign the parent brand.
By crafting an implementation plan, we helped our client understand the requirements and risks associated with a strategic brand change.
During the first two phases, we uncovered opportunities to course correct and realign the parent brand.
By crafting an implementation plan, we helped our client understand the requirements and risks associated with a strategic brand change.
During the first two phases, we uncovered opportunities to course correct and realign the parent brand.
By crafting an implementation plan, we helped our client understand the requirements and risks associated with a strategic brand change.
During the first two phases, we uncovered opportunities to course correct and realign the parent brand.
By crafting an implementation plan, we helped our client understand the requirements and risks associated with a strategic brand change.
During the first two phases, we uncovered opportunities to course correct and realign the parent brand.
The waves of change
In phase 3, we launched the refreshed USA TODAY NETWORK brand in "waves." Each new wave contained a fixed number of priority markets to keep the brand team and vendors agile and able to meet deadlines.
This was preceded by an info-gathering and on-boarding stage, where brand training and brand extension helped communicators use the brand before releasing collateral into their markets.
The waves of change
In phase 3, we launched the refreshed USA TODAY NETWORK brand in "waves." Each new wave contained a fixed number of priority markets to keep the brand team and vendors agile and able to meet deadlines.
This was preceded by an info-gathering and on-boarding stage, where brand training and brand extension helped communicators use the brand before releasing collateral into their markets.
The waves of change
In phase 3, we launched the refreshed USA TODAY NETWORK brand in "waves." Each new wave contained a fixed number of priority markets to keep the brand team and vendors agile and able to meet deadlines.
This was preceded by an info-gathering and on-boarding stage, where brand training and brand extension helped communicators use the brand before releasing collateral into their markets.
The waves of change
In phase 3, we launched the refreshed USA TODAY NETWORK brand in "waves." Each new wave contained a fixed number of priority markets to keep the brand team and vendors agile and able to meet deadlines.
This was preceded by an info-gathering and on-boarding stage, where brand training and brand extension helped communicators use the brand before releasing collateral into their markets.
