HOPE, BRITISH COLUMBIA

BRAND BOOK

VERSION 1.0MAY 2013

PREPARED BY:ALISON HARWOOD

BOLDFISH CREATIVEHOPE, BC

THE PURPOSE OF THE BRAND BOOK

This document defines the community brand for Hope, BC and serves as a guide for how the brand should be consistently applied.

It explains what the community stands for, its vision, values, person-ality, positioning, and unique selling proposition. It also outlines the context for the brand, defining the target audiences, competing com-munities, and relative brand relationships.

The final section presents the visual identity of the brand: the logo. Logos are the “thumbprint” of a brand and are generally used in con-text with other visual elements in communications. The visual iden-tity is accompanied by technical guidelines that define how the logo should be expressed including fonts, colour palette, spacing, and application Do’s + Dont’s.

why we did it...When one goes to a job interview, they put careful thought into how they will present themselves. Details like how they will dress, cer-tain words they will use, the style of their resume, and how they will carry themselves are all considered. And why do they go to all that trouble? because first impressions matterConsistently putting the best face forward is what branding is all about. It’s not about putting a fake face on, rather, it’s about showing the best parts of you that you think the intended audience is inter-ested in. And so it goes with community branding.

Hope needed to come together as one cohesive unit to really dig into what makes it truly appealing. So it did - and this brand book is the result.

2

oneSECTION

twoSECTION

threeSECTION

CONTENTS

BRAND ARTICULATIONThe words behind the brand. Brand platform, foundation, and context

pages 5 to 21

INTRODUCTIONBranding initiative in Hope

page 4

AUTHOR’S NOTEA personal perspective

page 31

VISUAL IDENTITY + GUIDELINESThe logo, typography, colour palette, breathing room, usage

pages 22 to 28

PHOTOGRAPHIC PRINCIPLESBrief recommendations for photography and design applications

pages 29 - 30

3

INTRODUCTION

The best investment a community can make in itself is to look inward and identify the essence of what makes it a unique, compelling, and amazing place to be. Only then can it confidently and deliberately project this image to the people that would find value in visiting, mov-ing to, or investing in it. Branding is like a dating service - only in this case, a community strives to seek “partners” who would be a good match for what they have to offer - emotionally + physically.

THE BRANDING PROCESS IN HOPEAs with most great things, the branding process began over conver-sations in a coffee house.

A handful of people started meeting informally to discuss the need for consistent branding in the community. Over the summer months of 2012, this group (now the Branding Committee) met regularly to gain insight into what branding is, determine what this process might look like in Hope, the organizations that should be directly involved, and how to move forward. In the fall of 2012, the process became more formalized with the signing of a Memorandum of Understanding between the Chamber of Commerce, the District of Hope, and Ad-vantage Hope. Each party was an equal funding contributor, and the volunteer Branding Committee was solidified (with some changes).

The entire branding process is a long-term and ongoing endeavor. In order to break it down into digestible chunks, the process was divided into three phases (see explanation to the left).

phase oneThis phase is about putting the “stake in the sand”. It’s about uncovering the true spirit, personality, and compel-ling attributes about Hope. It’s also about determining the key audience that this brand should resonate with, as well as understanding the bigger context that it exists within.

Milestones in this phase include background research + analysis; community engagement through in-terviews, surveys, and stakeholder workshop; and the final Brand Book including the visual identity.

phase twoA strategic plan is developed to deter-mine how the brand will be managed; how it will be used and by whom; as well as specific marketing strategies. Expansion of the Brand Book will oc-cur as ancillary brand elements are developed (i.e. photography).

phase threeThis phase involves ongoing imple-mentation, evaluation, and adjust-ment process. It is long-term in na-ture, and needs to be continually managed by one organization.

4

oneSECTION

BRANDARTICULATION

The big idea is also known as the brand essence. It is the simple, memorable truth at the core of the brand and it acts as the glue that binds the brand platform together. This statement is rarely used itself in communications, but it is infused into the messages, imagery, and graphic elements of the brand.

For Hope, BC the big idea is

BEING CONNECTEDTo nature. To Community. To oneself.

It is a clear and powerful expression of what we value most and what makes Hope extraordinary to those who choose to be here.

THE BIG IDEASEC

TIO

N O

NE: B

RA

ND

AR

TIC

ULA

TIO

N6

Centered around the Big Idea is the rest of the brand platform. It should be used as a tool to help us make the right decisions as we build and em-ploy the community brand and the following strategy.

The vision is a picture of our commu-nity we imagine it should be in the fu-ture. It answers the question, “Where do we want to go?” As a tool a vision statement reminds us of what we are trying to build.

The values are things we believe in that drive the way we do things.

Our offer describes what we do for all audiences. It’s our “unique selling proposition”.

Our personality is the image we want to project.

Our positioning is the unique place we occupy in the world.

Taken as a whole, the brand platform is the distinct, compelling, intangible reason WHY someone would want to be in Hope.

THE BRAND PLATFORMSEC

TIO

N O

NE: B

RA

ND

AR

TIC

ULA

TIO

N7

SECT

ION

ON

E: BR

AN

D A

RT

ICU

LAT

ION

THE VISIONThe vision that the residents of Hope have for their community can be summed up in three statements:

We’re lively and beautiful. Hope has a vibrant downtown centre with independent stores and a flourishing + inviting mountain culture.

We offer a desirable and high quality lifestyle. Hope has a high qual-ity of life and is the ideal place to learn and grow through adventure.

We are environmentally and culturally sensitive. The community strives to minimize its impact on the environment and to protect it. Hope is mindful and inclusive of all cultures.

OUR VALUESThe community of Hope identifies strongly with these values:

Optimism coupled with action

Stewardship of the environment and community

Positive and progressive attitudes

Authenticity - being honest, real, and grounded

THE BRAND PLATFORM 8

SECT

ION

ON

E: BR

AN

D A

RT

ICU

LAT

ION

OUR OFFERHope’s unique selling proposition (or our offer) is:

Hope’s intimate and stunning mountain setting enables one to feel alive and connect to nature, the community and oneself while main-taining comfortable access to big city amenities.

OUR PERSONALITYThe personality of Hope, as defined by those that live here, can be summed up as being:

/ Relaxed, modest, and calm

/ Easygoing + friendly

/ Adventurous

/ Helpful + kind + polite

OUR POSITIONINGHope is THE transportation hub connecting the interior with the Low-er Mainland, providing a place to rest and recharge.

An accessible soft adventure hub through which one can be emo-tionally moved through awe-inspiring natural encounters.

THE BRAND PLATFORM 9

SECT

ION

ON

E: BR

AN

D A

RT

ICU

LAT

ION

Like a strong house relies on a solid foundation, so too does a brand platform.

The foundation is a set of attributes and benefits that Hope has “in spades”.

In most cases, these are attributes that Hope can “own” vis-à-vis its competitors.

Without the supporting attributes and benefits, the brand platform cannot exist.

10THE FOUNDATION

PHYSICAL ATTRIBUTES / Walking trails to spectacular natural features

/ Stunning and intimate mountain setting

/ Rivers + lakes (for recreation)

/ Othello tunnels

/ Plethora of easy “experiential adventure”

/ Gliding - world class

/ Clean pure water (resource)

RATIONAL BENEFITS / Grassroots culture (chainsaw carvings, local art)

/ Rich and varied historical + First Nations significance

/ Accessibility (to Lower Mainland and interior BC)

/ Affordable to live and recreate

/ Friendly + neighbourly

EMOTIONAL BENEFITS / Invigoration and amazement (from being outdoors)

/ Spiritual: safe, calm, serene

/ Contented and balanced

/ Authenticity: grounded, real, honest, down-to-earth

SECT

ION

ON

E: BR

AN

D A

RT

ICU

LAT

ION

THE FOUNDATION 11

SECT

ION

ON

E: BR

AN

D A

RT

ICU

LAT

ION

how it all fits together...This info-graphic illustrates how the platform and foundation relate to each other.

To motivate and compel people to visit, move to, or invest in Hope, there needs to be an emotional appeal.That emotional appeal is the core of the platform, and is supported by the surrounding parts.

The foundation includes things that on their own are not compelling enough, but taken as a whole, they are vital to the brand story.

For example, accessibility to the Low-er Mainland alone is not a reason why someone would choose to move to Hope - there are lots of places within a two hour drive of Vancouver. Com-bined with the rest of the foundation, however, a broader appeal is formed - an emotional one that is supported by a set of benefits and attributes.

BRAND PLATFORM + FOUNDATION 12

SECT

ION

ON

E: BR

AN

D A

RT

ICU

LAT

ION

Places do not exist in a vacuum. They are just one tree in the prover-bial forest. In order to see the forest (or the big picture) it is necessary to consider the Hope Brand in the context of:

The desired target audience - whose eyes are we looking at Hope through?

The competing destinations - who are we being compared to?

Brand relationships - what larger brands are we inherently as-sociated with?

CONTEXT FOR THE BRAND 13

For any brand to be effective, it must be directed to a specific tar-get audience. Brands that try to be everything to everyone become bland, easily duplicated, and ultimately fail.

The main audience is defined by physical demo-graphics, their personality, and their values.It is important to remember that by focusing on a singular target mar-ket, we are not excluding other audiences. It simply means that for our brand to be successful, it must resonate THE MOST with the identified target audience.

Within the target audience, there are also sub-audiences depending on which organization is using the brand. For example, Advantage-HOPE may use a different tone or specific message when communi-cating with potential economic investors than, say, a tourism organi-zation trying to attract visitors to the area.

TARGET AUDIENCESEC

TIO

N O

NE: B

RA

ND

AR

TIC

ULA

TIO

N14

SECT

ION

ON

E: BR

AN

D A

RT

ICU

LAT

ION

MAIN AUDIENCEDemographics include:

/ Lives in the Lower Mainland, Abbotsford to Vancouver. May also live in Northern, BC (residents looking to relocate south)

/ Stable couple or family in their 30s or early 40s

/ Above average incomes, professional skills and/or education

/ Important for them to remain close to Lower Mainland markets

Personality traits:

/ adventurous, active, engaged (i.e. in their community), deliber-ately motivated, well balanced

/ progressive, and actively seeks out opportunities for personal development

/ likely tech savvy and electronically connected to some extent

/ have a joie de vivre and a desire to live life to the fullest

They value:

/ time

/ quality of life

/ nature

/ healthy environment

/ community + sense of place within it

/ independent thought, intelligent debate, creative thinking

/ meaningful work + desire to be fulfilled by their occupations

TARGET AUDIENCE 15

SECT

ION

ON

E: BR

AN

D A

RT

ICU

LAT

ION

AUDIENCE CONTEXTS: SUB-AUDIENCESWithin the main target audience as previously described, there are several sub-audiences depending on what an organization is using the brand to achieve.

Economic DevelopmentIn this context, AdvantageHOPE should be crafting their marketing and communications materials to target people who run a business, are looking to start a business, or are in an influential role or decision-making position in a larger company. Specifically, the “people” in the roles being targeted should match the description of the main audi-ence. Industries that have a strong chance of having the owners and decision-makers with the above characteristics include the following:

“Lifestyle” manufacturing or services: Examples include coffee roasting companies, sustainable agriculture, and brewery with pub attached, clean water-based industries.

Virtual commuters: Professionals in the “creative class” such as con-sultants, photographers, graphic designers, software developers all fall into this category. This class needs a reliable internet connection.

Retail: Economic development focusing on this sector should still be trying to connect with the main target audience. Attracting the kind of person defined above will result in a greater likelihood that the new retail stores will be of high quality, well thought out, and have a high level of detail and care put into them.

TARGET AUDIENCE 16

SECT

ION

ON

E: BR

AN

D A

RT

ICU

LAT

ION

TARGET AUDIENCE

AUDIENCE CONTEXTS: SUB-AUDIENCESTourismThough it falls under economic development, it is a significant enough context for the target audience that it deserves its own section. Tour-ism is a broad industry, and refers to many different types. Efforts to attract visitors should consider the main audience, and focus on communication and tourism development that matches their values.

Tourism marketing to potential visitors should aim to match up Hope’s assets to the values of the main audience.

Tourism development should be geared toward creating tourism products that would enhance the main audience’s experience in the Hope area.

Internally – Hope and area residents and businessesCommunity development and communications should be crafted with the main audience in mind. Examples include changes in by-laws, the Official Community Plan, and other community planning efforts like greenspace development and downtown beautification.

The Hope Brand can have an “aspirational” affect on local residents and business owners. This means that even though residents may have little in common with the main audience, they can still identify with the messages and what the brand stands for.

17

SECT

ION

ON

E: BR

AN

D A

RT

ICU

LAT

ION

COMPETITIVE SET

COMPETING COMMUNITIESPrimary Competitors include:

/ Chilliwack (residential)

/ Sea-to-Sky Corridor; specifically Squamish and Pemberton

/ Vancouver Island (visitors + residential)

/ Kelowna (visitors)

SECONDARY COMPETITORS INCLUDE: / Harrison

/ Agassiz (residential)

/ Kamloops

/ Penticton + Okanagan

/ Mission, Pitt Meadows, Maple Ridge (economic development)

18

The competitive set refers to the group of communities that are vying for the attention of the desired target audience. They may share some of the main attributes and benefits that make Hope attractive.

Defining competing communities al-lows us to remain objective in an-swering the question, “What do we do better than our competition?”

SECT

ION

ON

E: BR

AN

D A

RT

ICU

LAT

ION

BRAND RELATIONSHIPS

Brand relationships include the national, provincial, and regional brands that Hope is inherently already associated with.

Being aware of and understanding these relationships will help Hope realize some of the possible common threads that tie them together.

The more a brand can align itself with larger relative brands, the more leverage it can have when trying to attract the desired audiences.For example, Canada’s Tourism Brand, British Columbia’s Brand, and Hope’s Brand have several common themes that serve to rein-force all three brands. This alignment is what already gives Hope an advantage over some of its competitors. One only has to look at the fact that a local image from the Othello Tunnels graces the cover of the Vancouver Coast and Mountains Travel Guide to see that lever-age in action. A coveted cover shot like that is what most communi-ties dream of (and lobby for).

19

SECT

ION

ON

E: BR

AN

D A

RT

ICU

LAT

ION

CANADIAN TOURISM BRANDKeep ExploringCanada’s brand is aimed at adventurers at heart, and as such, the tagline is Keep Exploring.

The brand defines 5 unique selling propositions:

/ Vibrant cities on the edge of nature

/ Personal journeys by land, water, and air

/ Active adventure among awe-inspiring natural wonders

/ Award-winning Canadian local cuisine

/ Connecting with Canadians

Sound familiar? Read on to see how the British Columbia brand aligns with some of the unique selling propositions above (particularly #3).

BRAND RELATIONSHIPS 20

SECT

ION

ON

E: BR

AN

D A

RT

ICU

LAT

ION

BRAND RELATIONSHIPS

BRITISH COLUMBIA BRANDSuper, Natural British Columbia

The target audience for British Columbia’s brand is:

Travelers who live life youthfully. Those who seek out new ex-periences and inspirations and engage in culture or activities that energize the mind, body, and soul.

The values and personality that define the brand include:

Values: balance, prideful, tolerance, healthy, progressive, natural

Personality: real, alive, vibrant, unbounded, genuine, respectful

The rational and emotional benefits associated with the BC brand includes:

Rational: spectacular, natural beauty; cultural diversity; diverse ac-tivities and city experience

Emotional: involved and a sense of awe; sensory engagement; sense of energy and possibility

Their “Brand Trigger” is what we call the Big Idea, and it is:

Naturally Alive

21

twoSECTION

VISUAL IDENTITY

PLEASE NOTE: This is an abbreviated version of the Brand Book. This section is limited to the presentation of the logo and its rationale. The full set of logo specifications and usage guidelines may be released once a plan is in place for how the logo is to be used, and by whom.

GREYSCALE

COLOUR

THE HOPE LOGOSEC

TIO

N T

WO

: VISU

AL ID

ENT

ITY

+ G

UID

ELINES

LOGO RATIONALEAs a “thumbprint” for a brand, a logo must instantly communicate the big idea behind it. Having said that, the logo will rarely stand alone. It will al-most always be used in combination with other graphical elements that will help to paint the whole brand picture.

The Hope, BC logo is a wordmark with an iconic element (the ‘O’). The H is styled to express the steepness of the surrounding mountains, and serves to bring the viewers eye naturally to the centerpiece of the logo - the iconic O.

The O is a clear representation of the abundant natural elements of the area, and bringing them all together is a cir-cular form representing “connection”. In many cultures (and in the electrical world) the open O is the symbol for connection. Further reinforcing that theme are the white spaces or divid-ers between the O sections. It nods to the nature of Hope as a hub, both in the literal sense with the transporta-tion corridor, as well as a home base from which one can explore from.

23

threeSECTION

PHOTOGRAPHICPRINCIPLES

SECT

ION

TH

REE: P

HO

TOG

RA

PH

IC P

RIN

CIP

LESPHOTOGRAPHIC PRINCIPLES

It can’t be emphasized enough that imagery will make or break a brand. Imagery is what conveys the big idea, and is what will emo-tionally motivate the main audience.

It is beyond the scope of Phase One of the Branding Initiative to thoroughly define the photographic principles with effective exam-ples. This section, then, is a place holder for what is to become a more robust explanation of recommended photography specifically for Hope.

Until that time, Destination BC (formerly Tourism BC) has a brand that is strongly aligned with Hope’s, and the branding partners should use the photographic guidelines laid out in their brand document.

A copy of the Super, Natural British Columbia Brand Guidelines should always accompany this document.

Note:All of the imagery used in the Brand Book are either taken by the author (not a professional photographer), or stock photography. After photogra-phy guidelines and a photo bank is developed, this brand book will be updated with imagery that best re-flects the brand.

30

Boldfish Creative

Sitting down with residents of Hope, I asked if they would share a personal story illus-trating what it was that they loved most about Hope. A tale that captures the essence of what makes Hope so special to them.

For many, the amazement, invigoration, and spiritual transcendence that comes from adventuring in the awe-inspiring mountains, rivers and lakes in our backyard makes Hope truly perfect for them. I like to call it soulful adventure. Others call it forest therapy. Whatever it is, it had almost everyone nodding in agreement.

For some, the sense of community in that got-each-others-back kind of way is what makes Hope a special place to live. The idea that we’re all in the same boat and we take care of each other... that we all belong here (like a family) is what makes the Hope com-munity so endearing.

Other tales hinted at that undiscovered quality that permeates the region. The local arts culture, the outdoor adventures that have not yet seen human feet, the feeling of belong-ing to something at such a grassroots level, all make people feel like they are playing a part in the evolving Hope story.

Underlying all of these experiences, the sense of being connected to something greater became the “Big Idea” of the Hope Brand. It became more obvious and clear as input from the community was distilled and sharpened.

The words in this document have come from the most authentic source - the engaged people of Hope. Common threads were drawn and consensus was built. As the brand has taken shape, I have found myself inspired, proud, and at times amazed by this place and the people here.

I’m excited to see what the next ten years will look like.

BRINGING IT ALL TOGETHER - AUTHOR’S NOTE 31