1 RMJM Brand Identity Development Thursday 4 October 2007.

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RMJM Brand Identity Development

Thursday 4 October 2007

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The opportunity for RMJM

To become one of the pre-eminent brands in world architecture

Due to…

Growth in demand for quality architecture

Increased appreciation for design

Recent success

Growing international presence

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Brand development process

Discovery

Development

Testing

Refinement

Testing

Solution

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Scope of the meeting

Top line feedback from discovery/audit

Direction on identifying brand positioning, proposition and message

First raft of ideas (raw concepts)

Identify routes to go into first round of testing

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Discovery

Depth interviews

Group discussions

Across the organisation

Across job functions

Internal and external

93 contacts (8.45% of the group)

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Discovery - objectives

Inform the design process

Establish the criteria against which to develop design options

Enrol the organisation

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Discovery - aim

Prevailing impressions of the organisation

Messages that need to be encapsulated/communicated by the brand(character, capability, etc)

The current brand identity – fit for purpose?

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Discovery - feedback

Clear and recurring themes

With distinct nuances/variations by region

UK, US, Dubai, Hong Kong

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Recurring themes

Design-led

Collaboration with the client

The importance of the individual within the group

Process

Internationalism – skill set/resource transfer

Recognition of the opportunity

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Regional variation - UK

Living the principles that define RMJM (focus on design, collectivism, process)

Very much feel that they are exporters of ideas

Not conscious of the opportunity presented by the international nature ofthe organisation (skill set/resource transfer)

Looking to drive more controversy within the group (shake things up, get ‘edgy’)

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Regional variation - US

Fully embrace the project

Palpable feeling of ‘release’ – the desire for change

Recognition of the importance of design (even amongst non-design staff)

Acceptance of move towards single brand

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Regional variations - Dubai

Recognition and enthusiasm for the project

Moved towards design focus (from engineering)

Feeling of achievement – against all odds

Core messages and themes (collaboration, process, etc) not instinctively expressed

Feeling of isolation

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Regional variation – Hong Kong

Confidence – pride in achievements

Reflect instinctively the key themes

Living the ‘international model’

Protective towards the current identity (made it work for them)

Extreme dissatisfaction with the web site

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Issues discussed

What are we?

Who are we?

Organisation

How are we unique?

The logo

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What are we?

“One of the largest architectural firms.” – Designer New York

“We’re architects.” – Project manager Dubai

“In the business of architecture.” – Designer Edinburgh

“Design orientated firm.” – Project manager Princeton

“Building design company.” – Engineer Dubai

“A multi-disciplinary design firm.” – Graphics artist Edinburgh

“Designers within the construction industry.” – Designer Hong Kong

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Who are we?

The move from Hillier

New name or RMJM?

Retaining Hillier

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Who are we? – the move from Hillier (1)

“The sooner we move to the solus brand – the better……but it is a new RMJM.” – Director New York

“The Hillier name has not helped us build what we have in New York.”– Project Manager New York

“If we really believe in the direction, we should go with it. Not hang around withthe transition…maybe not less than a year – but not two.” – Project manager Princeton

“The sooner we move to a unified name – the better.” – Project manager Princeton

“The Hillier name opened doors in the past. A new name won’t close them.”- Project manager Princeton

“I assume we will move to RMJM – it doesn’t need to take too long.”– Project manager New York

“The Hillier name is regional. Not national – let alone international.”– Project Manager New York

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Who are we? – the move from Hillier (2)

“I am really OK with RMJM (as the name).” – Designer Princeton

“Currently feels like two entities – the transition needs to be quick…but it needs to be explained.” – Financial controller Princeton

“If that’s what we need to be – that is what we are.” - Financial controller Princeton

“Let’s get past the name and make it what we want it to be.” – Director New York

“I assume that we’re gonna move away from the H. We should just have the initials.”– Designer New York

“I’m not hung up on it (retaining the name).” – Director Princeton

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Who are we? - new name or RMJM

“We should have a single name…but it would have to be a new name.” – Designer Princeton

“I’m interested in using an abstract name…but developing it could be a chore.”– Project manager New York

“We could market ourselves as RMJM (solely) – but we’d have to do a lot of work.” - Project manager New York

“Names have long trails…we mustn’t be ashamed of our past.” – Director New York

“A new name could leave us in a difficult place…with no roots.” - Project manager Princeton

“RMJM has a good name – we probably shouldn’t move to a ‘cool name’.”– Project manager Dubai

“We’d end up going backwards if we moved away from the RMJM name.”– Designer Hong Kong

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Who are we? – retaining Hillier

“It would be a problem dropping Hillier in New York…but it’s also aproblem for marketing.” – Marketing manager New York

“I’ve mixed emotions about dropping Hillier.” – Designer New York

“There would be problems with continuity.” – Designer New York

“There should be a five year transition.” – Designer New York

“I would like it to be quicker.” – Marketing manager New York

“Why not RMJMH??” – Designer New York

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Who are we? - Summary

Recognition that there should be a single name

Prevailing opinion that it should be RMJM

Interest in developing an abstract name – but recognise the impracticalities

But there are pockets of nostalgia for the Hillier name

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Organisation

“I don’t like the term ‘super studio’…prefer an organisation based aroundcultural leadership points.” – External consultant New York

“I like the idea of regional offices – but named after the key cities.” – Director Dubai

“We don’t offer end-to-end at the points of delivery… we offer the best dueto being able to call upon a global resource.” – Project manager Dubai

“I like the term ‘Global studio’. Let’s talk about sharing knowledge…globalskillset transfer, etc.” – Manager Dubai

“We understand the local situation and call upon global talent.” – Project manager Dubai

“Key designers should be up and mobile. You’re sexy when you’re not at home.”– Director Hong Kong

“We need to standardise the delivery mechanism on the ground.But the talent exists outside of the infrastructure. We need to promote these peopleto be international stars within the ‘umbrella’.” – Director Hong Kong

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Organisation – international, global, worldwide?

“I’ve used the term (global) – but the next word is domination.” – Project manager Hong Kong

“Global is too big, too political.” – Marketing manager Hong Kong

“I prefer international – expresses the make-up of the company……implies you’re using the resources.” – Project manager Hong Kong

“We must avoid being global and corporate.” – Director Glasgow

“Global – it’s too US.” – Administrator Edinburgh

“The word global worries me.” – Director London

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Organisation – importance of being British

“We’re not a UK office. We’re very clear about our references but weshould be our own people.” – Designer New York

“The word ‘UK based’ is possibly inappropriate.” – Project manager Hong Kong

“UK founded might be a good word.” – Designer Hong Kong

“’We are UK based’…that didn’t go down well here.” – Assistant Dubai

“The Brits are the energetic, get it done people.” – External consultant New York

“Britishness – the global dimension is very positive. Prestigious.”– Financial controller Princeton

“A strong British flavour is very interesting.” – Designer New York

“Our clients perceive us as being British – works very well for us here.” – Project manager Dubai

“We feel very confident going to the US and getting business.” – Director Glasgow

“We’re British – we’re mad.” – Director Glasgow

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Organisation - importance of being Scottish

“There was a sort of language that came out of the buildings (Scottish) – allabout contrast and light…it’s a bit difficult because we’re beyond that …and the language isn’t there any more.” – Designer Dubai

“The UK (Edinburgh) doesn’t see the need to do anything more than quirky, small,interesting buildings…but it’s all a bit parochial.” – Director Hong Kong

“Rum Jum”

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Organisation – the offices

Regional names – smacks of globalisation (corporate)

Studio names – “Why would we want to name ourselves after other architects?”– Director Dubai

Sector names (Education, Healthcare, Science, etc) – “Architects wouldn’t wantto be restricted in this way” – Director Hong Kong

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Organisation – the vision

RMJM Ltd

RMJM DubaiRMJM New YorkRMJM Hong KongRMJM Edinburgh

Glasgow London Cambridge Shanghai Beijing Singapore Princeton Philadelphia Washington

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Organisation – the vision

RMJM Ltd

RMJM DubaiRMJM New YorkRMJM Hong KongRMJM Edinburgh

Glasgow London Cambridge Shanghai Beijing Singapore Princeton Philadelphia Washington

- Corporatist- Global not international- Unwieldy- Unempowering

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Organisation – the vision

Beijing

New YorkHongKong

Dubai

Edinburgh

Princeton

Los Angeles

London

“Talent exists outsideof the infrastructure”

“an organisation based aroundcultural leadership points”

“standardise the deliverymechanism on the ground”

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The logo (1)

“Logos date…we should just have the initials.” - Designer New York

“It needs to be explained. It doesn’t have a self explanation.” – Client Dubai

“The logo says nothing…all wrong to put out a brochure with just a logo.I still have to point out what we’re called.” – Project manager Dubai

“I don’t mind it (the logo)…but do we need one?” – Designer Hong Kong

“People don’t recognise it…need to educate people.When it comes to employment branding…always add the letters.” - HR manager Hong Kong

“Don’t mind the logo itself (shape)…but it’s too arrogant, too obscure.People started adding the letters…we’re not Nike.” – Manager Hong Kong

“I find it (the logo) too engineering.” – Client Dubai

“The symbol doesn’t get the name across. The graphic is very smart, very cool.But the solution of putting the letters underneath is very weak.” – Designer Hong Kong

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The logo (2)

“I’m against the logo because architects don’t tend to have them……a bit obvious that we’re trying to be clever.” – Designer Edinburgh

“No other architects have a logo. Do we need a logo?” – Designer Edinburgh

“I feel that it should be left well alone…wouldn’t subscribe to thefact that it’s difficult to use.” – Director Hong Kong

“I would positively miss it…it’s useful to be vague.” – Project manager Hong Kong

“I would hate to see it change.” – Designer Edinburgh

“Their buildings are really their logo.” – Client Dubai

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Criteria for logo development

A single point of focus…

…probably and ultimately on RMJM

A symbol (if used) should include the company name

Some element of transition (from Hillier in the US)

International

British origins – but not overbearing influence

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How are we unique?

Foster and Partners

We design by askingthe right questions

Driven by the pursuit ofquality

Concerned by thephysical context of aproject

Rogers, Stirk,Harbour & Partners

CommunityTeamworkEquityCollaboration,Effective partnering

Studio Libeskind

Multidisciplinaryapproach… is solelyresponsible for all designdecisions…developed bya consistent team…greatemphasis is placed onworking together

Gehry Partners

Every project…isdesigned personally byFrank Gehry

…the firm’s partnersare available to assist

Renzo Piano BuildingWorkshop

Close collaboration

HOK

Highly collaborativeprocess

Supporting each clientsunique vision

Involving the client in thecreative process

SOM

Commitment todesign quality

OMA

A collaborative office

RMJM

Design ledContext and cultureCollaborative process

“Design is a conversation”

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Are we competing?

Foster and Partners

We design by askingthe right questions

Driven by the pursuit ofquality

Concerned by thephysical context of aproject

Rogers, Stirk,Harbour & Partners

CommunityTeamworkEquityCollaboration,Effective partnering

Studio Libeskind

Multidisciplinaryapproach… is solelyresponsible for all designdecisions…developed bya consistent team…greatemphasis is placed onworking together

Gehry Partners

Every project…isdesigned personally byFrank Gehry

…the firm’s partnersare available to assist

Renzo Piano BuildingWorkshop

Close collaboration

HOK

Highly collaborativeprocess

Supporting each clientsunique vision

Involving the client in thecreative process

SOM

Commitment todesign quality

OMA

A collaborative office

RMJM

Design ledContext and cultureCollaborative process

“Design is a conversation”

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Towards a brand positioning

RMJM is an international architecture and design practice

It delivers structures and spaces that dramatically enhance experience and environment

It achieves its results through an unusually persistent pursuit of the idea

That idea is forged or nurtured by providing the best platform possible forsupremely talented people to practice their craft, empowered by team work,and liberated by process

Sublime structures and spacesEnhancing experience and environmentThrough persistent pursuit of the idea

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Building the Brand

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Insert ‘building the brand’and design exploration

slides here(81 slides I think)

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Are we competing?

Foster and Partners

We design by askingthe right questions

Driven by the pursuit ofquality

Concerned by thephysical context of aproject

Rogers, Stirk,Harbour & Partners

CommunityTeamworkEquityCollaboration,Effective partnering

Studio Libeskind

Multidisciplinaryapproach… is solelyresponsible for all designdecisions…developed bya consistent team…greatemphasis is placed onworking together

Gehry Partners

Every project…isdesigned personally byFrank Gehry

…the firm’s partnersare available to assist

Renzo Piano BuildingWorkshop

Close collaboration

HOK

Highly collaborativeprocess

Supporting each clientsunique vision

Involving the client in thecreative process

SOM

Commitment todesign quality

OMA

A collaborative office

RMJM

Design ledContext and cultureCollaborative process

“Design is a conversation”

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Parameters for graphic presentation

Less can be more (words and pictures)

Real buildings (keep renderings to 25% of content)

Show complete buildings (don’t lead with detail shots)

Images to dominate the page

Corporate identity scheme:–

Clear, disciplined, manageable

A platform for freedom (within consistency)

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Further discussion (feedback during discovery stage)

Innovation

Research/Technology

Sustainability

Thought leadership

Mentoring

Recruitment

Internal and external communication

Corporate identity scheme

Communication materials requirements

Impatience

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Timings – next steps

First draft design solutions October 4th

First stage testing October 8th

Results of testing October 25th

Refinement October 26th, 27th, 28th

Second stage testing October 29th

Results of second stage testing November 5th

and selection of final shortlist

Selection of design solution November 12th

Launch date/announcement December 14th

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