USB-ED Brand Identity Guidelines guideli… · · 2014-05-30A brand used to be the company’s logo or a design. ... the two brands may look different, but they should not look

USB-ED Brand IdentityGuidelines

CONN

ECT

LEARN

GROW

I N F LU E NCE

1

A brand used to be the company’s logo or a design.

Today, that is a shadow of a brand.

Istead - a brand is an experience, the summary of all positive and negative encounters between the customer and the company. It is the perceived emotional corporate image, a gut feel, a set of expectations, memories, stories and relationships that, taken together, account for a consumer’s decision to choose one product or service over another.

What this means is that every employee in the company, as well as every customer touch point, is part of creating the brand.

The moment of truth for any brand arises if, of if not, the the promises made and expectations cre-ated via marketing materials are fulfilled in reality.

The USB-ED marketing team’s aim, however, is to promote the brand by telling the USB-ED story, to create consistency and to create relevance through creativity.

Althought this brand identity document is there to guide the visual aspects of the brand, we realise that a brand is a living thing and must never be too strictly boxed in, prescribed to. Design much like innovation will break rules, change, evolve, and so it should in order for it to remain relevant and eye-catching.

This is therefore just a guideline in order for at least the expectation of quality and sophistication to be portrayed.

PAGES

1.0 Understanding the USB-ED brand 2

2.0 USB-ED the brand 4

3.0 The USB-ED colour palette 5

4.0 The USB-ED logo 6

5.0 USB-ED Typography 9

6.0 USB-ED Design elements 10

7.0 Brand examples 14

Contents

1.1 Who we are: Association with Stellenbosch: USB Executive Development (USB-ED) is the public executive development company within the University of Stellenbosch Business School (USB). An African vision: We are continually expanding our African footprint. Our vision: We see leaders across Africa and beyond serving others with wisdom and courage.Global perspective: We collaborate with inter-national business schools and leading partners to offer world-class business learning opportunities.We practice what we preach: Unlike other business schools and AcademiUc Institutions in SA, USB-ED attempts to ‘practice what it preaches’ by running as a private company with its own Board of Directors and shareholders, of which the University of Stellenbosch (SU) is the majority shareholder.

While USB offers Master Degrees and the MBA, USB-ED only focuses on the short courses and programmes. Unlike other Business Schools, the USB and USB-ED operate separately. Not to confuse the client too much, the two brands may look different, but they should not look like two completely different companies.

1.2 What we do: Open Enrolment programmes - for Individuals: who enrol for specific business development short courses / programmes. Corporate partnership programmes - for companies: on demand, tailored in-house and fully customised programmes.Strategic consultingCurrent taglines: “Your partner in world-class business learning” ; “Inspiring thought leadership across Africa”.

limited access to credit, emerging markets, a double dipping recession, the triple bottom line, the need for governance, whether targets are being met, what the best practises are, etc.What they are saying: Needing the tools, qualifications and network, wanting to be globally competitive, etc.What they are feeling: Wanting security, flexibility, material possessions, confidence, personal development. Feeling uncertain about the future, wanting to be able to make the right decisions when the time comes - the desire for ‘wisdom’ and not for yesterday’s knowledge.

1.5 Below is an infographic of the USB-ED’s service offering:

2 3

1.0 Understanding the USB-ED background

1.3 Competitive Positioning in briefInternational brands, with well recognised names and faculty as backing, such as Duke and Henley.GIBS is a major South African competitor. Our product offering and costing are very similar, and we are about the same age. USB-ED’s main differentiators:The lineage with Stellenbosch, having a noble vision for Africa and the Centres of Excellence (Centre for Project Management Intelligence, Centre for Applied Entrepreneurship, Centre for Business in Society) which address needs in Africa’s business develop-ment learning.

1.4 Target Audience Who we are talking toIndividuals: Corporate employees, managers, CEOs, entrepreneurs, specialists, etc. The levels of management to be pitched to, however, differs: - Executives/enterprise manager - Senior Manager: manages managers - Middle Manager: manages others - New Manager: manages self / supervisorDiscipline specific courses can apply through all levels.Organisations: Corporates in public sector, government, NGOs, strategic HR managers, directors, senior line-managers, etc.

Key insights about the mindset of the target audienceWhat they are seeing: Economic change, the need to differentiate, recession, need to spot opportunities, technological changes happening fast, the complexity theory, the need competitive advantage, global pressures, etc.What they are hearing: Current issues including crime, corruption, regulation and compliance, CSR,

Color is central in establishing an immediately recognizable visual identity. To maintain the integrity of the USB-ED brand, the primary three corporate colours must be adhered to, but secondary colours and tints are added to the palette for aesthetic purposes.

2.1 USB-ED’s color library

The USB-ED Branding Guide is designed to ensure that we, as a company moving into Africa, com-municate the personality and attributes consist-ently in all countries. It is only by working together and utilizing these guidelines that every market will benefit from the synergy of a carefully executed global brand. Of course, we need to be flexible to account for an individual country’s cultures and needs, but must always maintain the integrity of the core branding campaign. It is each country’s responsibility to determine what works best based on local LMR.

Consistency in the use of design enhances communication effectiveness, builds familiarity, and strengthens the USB-ED brand.

2.1 Brand prersonalityUSB-ED is the younger, faster and more ambitious sibling to USB, but we are not ‘sexy’. Our target audience is different to theirs. They appeal to the potential full-time student. We appeal to the aspiring executive who wants to develop his business acumen while working in the field. We are understated, hopeful and optimistic about Africa’s future and possibilities - driven by a philosophical CEO.

Our quiet confidence comes from the US heritage, history and depth/wealth of character and culture. But our focus is shifting. It is not about the Stellen-bosch ‘place’ anymore. Our heritage and confidence must be conveyed in the philosophy of the ‘what and how we do it’ space. It’s about a customised and designed approach to learning, our desire to give more than we take, to create sustainable life-long relationships and the strive for wise and courageous leaders in Africa.

# 1E1B1DCMYK: 38c 35m 33y 92kPantone Black 7C 80%

Prim

ary

Bran

d Co

lour

s:Se

cond

ary

Colo

urs:

GREENFor Screen: RGB: 142r 135g 0b CMYK: 25c 20m 95y 30k

For Print: CMYK: 16c 9m 100y 36kPantone: 399CHD: 8E8700

CMYK: 7c 100m 68y 32kTint: 80%


CMYK: 16c 9m 100y 36kTint: 100%

REDFor Screen: RGB: 137r 21g 54b CMYK: 5c 100m 65y 30k

For Print: CMYK: 16c 9m 100y 36kPantone: 201CHD: 891536




CMYK: 7c 100m 68y 32kTint: 100%

GREYFor Screen: RGB: 149r 163g 163b CMYK: 20c 5m 5y 40k

For Print: CMYK:33c 12m 18y 30kPantone: 443CHD: 95A3A3





CMYK: 33c 12m 18y 30kTint: 100%

#CFCCA7CMYK: 20c 14m 38y 0k

#BF7C7CCMYK: 24c 58m 43y 2k

#6F686ACMYK: 56c 53m 49y 18k

#A2B2ADCMYK: 39c 21m 31y 0k

For

Web

:

4 5

2.2 Tone (of the design)Brave / Executive / Business Lounge / Dark sophisticated design / Upmarket / Professional / Interpersonal.

The tone must speak to black diamonds all over Africa. It is, however, important to balance our ‘understated’ nature with a dark, sophisticated, expensive look and feel.

USB-ED leans towards clean, simple, spacious and striking designs - striving for ‘classic and timeless’, not trendy.

As people tend not to read so much anymore, we would like to experiment with infographics, and be generally more visually grabbing.

3.0 The USB-ED Colour Palette2.0 USB-ED, the brand

Primary branding colorsUSB-ED’s grey, green and red are the primary colors of the brand and should be used prominently across all com-munications. Red being the primary highlight colour.

Secondary branding colorsTints of very similar colours to the USB-ED grey, green and red can be used in combination with the primary branding colors to enhance USB-ED’s communica-tions in a complementary way.For brochure and folder covers, the Pantone Black 7C 80% is used as background colour.

Handle with care.Centre logos all have a red strip with Centre name below the USB-ED logo. The WRFY logo’s red strip is in the shape of a bookmark.

4.1 Clear spaceThe USB-ED logo must never be crowded by other elements on the page. It should be surrounded by a field of clear space, ensuring its legibility and graphic impact. When materials have limited layout space, please maintain as much clear space around the logo as possible.

4.2 Logo use on colored backgroundsA white background showcasing the logo in its full color is preferred as it maximizes clarity and impact. The design of a particular piece may necessitate its placement against alternate background colors. When a back-ground color other than white is necessary, particularly when darker colors are used, the logo may be “reversed out.” Below are two prefered variations of the knockout logo for use in these instances. Rules for the usage of the logo remain the same.

4.3 Minimum size

We Read For You

Business Management of Project s

4.3 Unacceptable use It is important that the logo never be reproduced at such a small scale that its visibility, impact and legibility are compromised. There are no exceptions.

This page shows examples of unacceptable usage for the USB-ED logo. It is critical that the USB-ED logo is used consistently and appropriately across all pieces to maintain brand integrity.

May be used under certain conditions like shirt branding

OR

Without Bottom description line

Without iconIncorrect font

Executive Devopment LtdUniversity of Stellenbosch Business School

Incorrect colours

Drop shadow

Without ‘Executive Education’ line

Stretched

At an angle Stretched

Enlarged USB & icon

Incorrect background

6 7

4.0 The USB-ED Logo

4.1 Brand typographyTo reflect a clean, modern and easily legible look and feel, the PF Din font was chosen.

4.4 PartnershipsLogos of the partners of USB-ED must be visually displayed on the left side of the USB-ED logo, and be seperated by a thin (0.25pt) gray (CMYK: 0c 0m yk 70k) line.Example:

4.5 Headers and footersKeep headers simple and clean by just using the logo on the top right hand corner, and perhaps a dotted line underneath or the company vision to the left. Letterheads must contain the SU’s logo in the footer.

Primary typeface

PF DinDisplay ProabcdefghijklmnopqrstuvwxyzABCDEFGHIJKLMNOPQRSTUVWXYZ1234567890$%&@’(,.;:#!?)PF DinDisplay Pro Light

abcdefghijklmnopqrstuvwxyzABCDEFGHIJKLMNOPQRSTUVWXYZ1234567890$%&@’(,.;:#!?)PF DinDisplay Pro Italic

abcdefghijklmnopqrstuvwxyzABCDEFGHIJKLMNOPQRSTUVWXYZ1234567890$%&@’(,.;:#!?)PF DinDisplay Bold

abcdefghijklmnopqrstuvwxyzABCDEFGHIJKLMNOPQRSTUVWXYZ1234567890$%&@’(,.;:#!?)PF DinDisplay Bold Italic

USB Executive Development (USB-ED) is the public executive development company within the University of Stellenbosch Business School (USB). USB-ED offers open-enrolment programmes for the individual, in-house and customised programmes for organisations, and strategic consulting. We collaborate with international business schools and leading corporate partners to offer our participants world-class business learning opportunities. As USB-ED is the

executive development arm of the USB, all programmes presented must adhere to and fall within the quality assurance and accreditation regulations which govern the USB.

Where we areUSB-ED has a presence in Cape Town and Johannesburg (South Africa), Gaborone (Botswana), Nairobi (Kenya), Maseru (Lesotho) and Matsapha (Swaziland). Programmes have recently also been offered in Namibia, Nigeria, Tanzania, Uganda and Saudi

About us Headline: PF DinDisplay Pro Medium, 16 pt

Body text: PF DinDisplay Pro Light, 10 pt

8 9

5.0 USB-ED Typography

The following pages outline the usage and design elements for USB-ED’s current look.

6.1 Programme category iconsEach programme category has a unique icon to help differentiate the programme grouping from the others. As the amount of programmes continue to grow, new, unique icons will be developed and utilized. The icons should appear in all marketing as far as possible.

Executive Developement Programme (EDP)

Who should attend?

You are an executive with strategic management responsibilities who wants to maximise your critical thinking ability and position your organisation to compete more successfully in a highly competitive and complex global environment.

6.3 Directional elements: arrows and destination markersElements such as a dotted line and directional arrows can be used along with headings.

KEEP UPWITH

TRENDS

ADVANCETO THE NEXT

LEVEL

ENHANCEBUSINESSACUMEN

Comprehensive Programmes

Discipline-specificProgrammes

Master Classes & WRFY sessions

Directional themeDestination markers are also used as graphic elements, indicating to the client: ‘YOU ARE HERE’, now let us help you to get to your destination’.

COAC

HING

MAR

KETING

FINANCE

RESOURCES

LEADERSHIP

MANAGEMEN

T

HUMAN

ENHANCEBUSINESSACUMEN

6.2 Circles in designThe ‘radiating circle’ theme is to be followed through all design elements for 2014 and 2015.

www.twitter.com/USB_ED

www.facebook.com/USBED

USB Executive Development Network

www.youtube.com/USBExecED

6.4 Social media iconsUSB-ED uses a sophisticated, monotonous grayscale colouring for social media icons.

10 11

6.0 USB-ED Design elements

6.5 ImagesPhotos need to be slightly saturated as seen in the image below. Inspirational photos should be used.

Images of people should represent an authentic ‘South African and African’ look. Quite often photo libraries such as iStockphoto models are too airbrushed and American looking. Illustrating the continent’s diversity is important.

0 20 40 60 80 100

58.8

90.5

70.7

My organisation is suffering in the current recession

My organisation is well placed to survive and thrive post-recession

My organisation has maintained employee engagement and motivation

levels during the current recedssion

0 20 40 60 80 100

20.7 47.4 23.9 7.3

16 50.1 26.6 7Communicates clearly with staff

Spends sufficient time communicating with staff

My immediate managerStrongly Agree Agree Disagree Strongly Disagree Column 1

0 20 40 60 80 100

10.9 42.6 38.4 8.1

10 44.5 38.8 6.7Communicates clearly with staff


Top leadership in my organisationStrongly Agree Agree Disagree Strongly Disagree

0 20 40 60 80 100

18.3 36.6 32.7 12.4

5.4 24.4 48 22.2Male

Female

It is harder for women to succeed in my organisation compared to their male counterparts

Strongly Agree Agree Disagree Strongly Disagree

0 10 20 30 40 50 60 70 80

23.6 49

23.4 50I feel free to be myself at work

Is it ok to express my true feelings in this job

Authenticity at workStrongly Agree Agree

0 10 20 30 40 50 60 70 80

workIt is ok to express my true feelings at

I feel free to be myself at work

Authenticity at workFemale Male

64.1

76.8

64.7

75.6

0 20 40 60 80 100

Agree Disagree

Indian

Coloured

African

White

All employees in my organisation are treated

62.2 37.8

48.7 51.3

76.2 32.8

0 20 40 60 80 100

Agree Disagree

Indian

Coloured

African

White

A strong culture of trust exists in my organisation

44.4 55.6

62.5 37.5

48.7 51.3

67.5 32.5

0

10

20

30

40

50

60

70

80

Leaders in my organisation have the skills they need to manage change well

Leaders in my organisation are developed to lead change well

In my organisation we achieve the business benefits anticipated for our change initiatives

Public sector Private sector

58.6

67.8

4856.6 59.1

70.8

82.4

0

20

40

60

80

100

I frequently work more than 48 hours per week

I frequently take work home

I am often snowed under receiving far too many voice and e-mails

I find it difficult to unwind after work

I am able to cope with the pressures and stress of work

I am satisfied with my current work life balance

77.869.1 70.6

5561

40.549

97

85

67

56.2

Male Female

0 10 20 30 40 50 60

54

49.8

40.2

In my organisation, sufficient time is allocated to my learning and development

In my organisation, sufficient time is allocated to team learning and development

There is little support for career development within my organisation

0 10 20 30 40 50 60 70 80

In-company courses run by in-company trainers

Open enrolment courses run by external providers

Customised courses run by external providers

Internal Coaching

External Coaching

Online learning

Mobile learning

Qualification programmes

Corporate University

71.6

70

65.3

56.7

42.1

46.9

17.4

62.1

31.6

Used by my organisation

0 10 20 30 40 50




Internal Coaching

External Coaching

Online learning

Mobile learning



42.1

39.5

34.3

22.4

20.9

28.8

12.2

16.4

11

Learning and development interventions that I have participated in during the past year

0 20 40 60 80 100

Customised programmes presented by external providers


Corporate university

External coaching

Open enrolment programmes by external providers

In-company programmes by in-company trainers

Internal coaching

Online programmes

Mobile learning

92.9

89.6

88.4

87.6

86.8

83.8

83.6

78.3

70.6

Percentage of managers that regard the approach as effective

0 20 40 60 80 100

Yes No

Over 10 000 employees

5000-10 000 employees

1001-5000 employees

501-1000 employees

51-5000 employees

Fewer than 50 employees

My organisation is doing enough to develop the next generation of leaders

60.4 39.6

59.5 40.5

62.5 37.5

44.6 55.4

53.7 46.3

66.7 33.3

0 20 40 60 80 100

Strongly Agree Agree



I am often snowed under

A promotion would negatively affect my work life balance


Flexible hours are encouraged by my organisation


I am able to cope with the pressures and stress

Work life balance

46.7 34.5

32.6 36.9

19 37.8

9.7 19

9.8 32.9

9.5 34.8

13.8 50.3

36.2 57.6

Figure 1: Organisational responses to the current recession

6.7 DataVisualisation: charts and graphsData graphics follow the general principles of the USB-ED brand style, including the appropriate use of primary and secondary branding colors and typeface.

EDPCOMPREHENSIVE

Strategic management

Global economic trends

Systems thinking

Business and sustainability

Philosophy and critical thinking

Career mapping

Governance and ethics

Marketing trends in the economy

Management information

strategies

Financial strategies

Executive coaching for alignment

Leadership

Commercial negotiation

Modules in this areafocus on aspects thatrelate to humanresources and peopledevelopment.

Modules in this areafocus on functional or

Modules in this areafocus on aspects thatrelate to bigger-picture thinking anddirection.

Context FunctionPeople

6.6 Programme modulesA circular pie chart is used to indicate the modules that make up each of the four comprehensive programmes. Appropriate use of primary and secondary branding colors and typeface is to be followed.

The Research ApproachAn electronic questionnaire was distributed to 14 101 managers across South Africa during November 2013. Five hundred and eighty managers responded to the survey - reflecting a response rate of just over four percent. The majority of survey respondents represent organisations located in Gauteng (53.3%) followed by the Western Cape (27.6%) and KwaZulu Natal (9.7%). Managers from all sectors of the South African economy are represented, with the majority in the financial intermediation (25%) and manufacturing (24.5%) sectors.

Most (64.3%) of the managers that participated in the survey represent private sector organisations and occupy senior management positions (44.1%). Just over a third of respondents have between one and five employees reporting to them. Twenty nine percent have between six and ten employees reporting directly to them, while 22.6 percent have more than 20 employees reporting to them.

Small, medium and large companies are represented in the survey, with the majority of respondents (32.4%) working for companies that employ between 50 and 500 employees.

Almost 74 percent of respondents are male, while 71.7 percent are white. Ninety five percent are South Africans and 47 percent have been working for their organisations for more than ten years. Almost 52 percent of respondents earn in excess of one million rand per year.

Refer to Appendix A for a detailed breakdown of survey respondents.

64.3% of the managers that participated in the survey represent private sector organisations

44.1%occupy senior management positions

0 20 40 60 80 100

58.8

90.5

70.7





0 20 40 60 80 100

20.7 47.4 23.9 7.3




0 20 40 60 80 100

10.9 42.6 38.4 8.1




0 20 40 60 80 100

18.3 36.6 32.7 12.4

5.4 24.4 48 22.2Male

Female



0 10 20 30 40 50 60 70 80

23.6 49




0 10 20 30 40 50 60 70 80




64.1

76.8

64.7

75.6

0 20 40 60 80 100

Agree Disagree

Indian

Coloured

African

White


62.2 37.8

48.7 51.3

76.2 32.8

0 20 40 60 80 100

Agree Disagree

Indian

Coloured

African

White


44.4 55.6

62.5 37.5

48.7 51.3

67.5 32.5

0

10

20

30

40

50

60

70

80





58.6

67.8

4856.6 59.1

70.8

82.4

0

20

40

60

80

100







77.869.1 70.6

5561

40.549

97

85

67

56.2

Male Female

0 10 20 30 40 50 60

54

49.8

40.2




0 10 20 30 40 50 60 70 80




Internal Coaching

External Coaching

Online learning

Mobile learning



71.6

70

65.3

56.7

42.1

46.9

17.4

62.1

31.6


0 10 20 30 40 50




Internal Coaching

External Coaching

Online learning

Mobile learning



42.1

39.5

34.3

22.4

20.9

28.8

12.2

16.4

11


0 20 40 60 80 100




External coaching



Internal coaching

Online programmes

Mobile learning

92.9

89.6

88.4

87.6

86.8

83.8

83.6

78.3

70.6


0 20 40 60 80 100

Yes No



1001-5000 employees

501-1000 employees

51-5000 employees



60.4 39.6

59.5 40.5

62.5 37.5

44.6 55.4

53.7 46.3

66.7 33.3

0 20 40 60 80 100










Work life balance

46.7 34.5

32.6 36.9

19 37.8

9.7 19

9.8 32.9

9.5 34.8

13.8 50.3

36.2 57.6

0 20 40 60 80 100

58.8

90.5

70.7





0 20 40 60 80 100

20.7 47.4 23.9 7.3




0 20 40 60 80 100

10.9 42.6 38.4 8.1




0 20 40 60 80 100

18.3 36.6 32.7 12.4

5.4 24.4 48 22.2Male

Female



0 10 20 30 40 50 60 70 80

23.6 49




0 10 20 30 40 50 60 70 80




64.1

76.8

64.7

75.6

0 20 40 60 80 100

Agree Disagree

Indian

Coloured

African

White


62.2 37.8

48.7 51.3

76.2 32.8

0 20 40 60 80 100

Agree Disagree

Indian

Coloured

African

White


44.4 55.6

62.5 37.5

48.7 51.3

67.5 32.5

0

10

20

30

40

50

60

70

80





58.6

67.8

4856.6 59.1

70.8

82.4

0

20

40

60

80

100







77.869.1 70.6

5561

40.549

97

85

67

56.2

Male Female

0 10 20 30 40 50 60

54

49.8

40.2




0 10 20 30 40 50 60 70 80




Internal Coaching

External Coaching

Online learning

Mobile learning



71.6

70

65.3

56.7

42.1

46.9

17.4

62.1

31.6


0 10 20 30 40 50




Internal Coaching

External Coaching

Online learning

Mobile learning



42.1

39.5

34.3

22.4

20.9

28.8

12.2

16.4

11


0 20 40 60 80 100




External coaching



Internal coaching

Online programmes

Mobile learning

92.9

89.6

88.4

87.6

86.8

83.8

83.6

78.3

70.6


0 20 40 60 80 100

Yes No



1001-5000 employees

501-1000 employees

51-5000 employees



60.4 39.6

59.5 40.5

62.5 37.5

44.6 55.4

53.7 46.3

66.7 33.3

0 20 40 60 80 100










Work life balance

46.7 34.5

32.6 36.9

19 37.8

9.7 19

9.8 32.9

9.5 34.8

13.8 50.3

36.2 57.6

12 13

6.0 Branding examplesThe following collage illustrates the look and feel of the current marketing material.

14 15

USB Executive Development,PO Box 610, Bellville 7535Tel: +27 (0)21 918 4111

Fax: +27 (0) 21 9184478

Email: [email protected]

Website: www.usb-ed.com

Documents

USB-ED Brand Identity Guidelines guideli… · · 2014-05-30A brand used to be the company’s logo or a design. ... the two brands may look different, but they should not look