Attachment_3__IMCOM_Branding_Guidelines.pdf

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IMCOM Branding Guidelines

Introduction – Purpose:

IMCOM contributes to Army readiness by supporting Soldiers, Families and communities every day. It is important that IMCOM professionals and those we support know who we are and what we stand for. In keeping with an organization of our size and importance, and one that provides a unique and vital contribution to Army readiness, the IMCOM brand should be strong, vibrant and well known.

Army Brand Equity – The U.S. Army Brand exists to strengthen the Army position as an organization that Americans support, join, work for and recommend. A successful U.S.

Army Brand unifies marketing efforts, creates efficiencies and reduces confusion in the market; building awareness and helping the Army to achieve its goals.

A clear brand hierarchy provides structure around the unique components that make up the U.S. Army. The Enterprise Army Brand and related brands support and enhance each other in a marketing context. This allows for differentiation while continuing to reinforce and build the overarching U.S. Army Brand.

In support of the Enterprise Army Brand, it is important IMCOM has a strong brand that clearly communicates how we support and where we fit into the Army hierarchy. In order to achieve this, we must consistently communicate with one voice when describing the organization. We must communicate to our IMCOM team members and those we support, informing them of our commitment to service and contribution to Army readiness. The IMCOM Branding Guidelines outlines the core principles and values that will guide IMCOM now and into the future. It standardizes our vision, mission, and organizational principles, while reemphasizing Army values (desired behaviors). Utilizing the newly developed Leadership Pledge and Pledge to our Customers that codify expected leader and employee behaviors, we will strive to impact the organizational culture focusing on engaged and caring leaders.

The IMCOM Branding Guidelines includes both the tools and the guidance on how to properly brand IMCOM as an organization comprised of caring, dedicated professionals who serve our Army. We are the Army’s Home.

Summary. The IMCOM Branding Guidelines provides branding guidance and directives throughout all echelons of the command.

Applicability. This publication applies to all organizations and personnel within

IMCOM.

Suggested Improvements. Users are invited to make comments, recommendations, and/or suggest changes as indicated in chapter 6.

Distribution. Distribution of this publication is available in electronic media only and is intended only for the members of IMCOM.

Maintained by the IMCOM Public Affairs Office (IMCOM-PA).

Enclosure 1 to Annex A to OPORD 17-061: IMCOM Service Culture Initiative Campaign (U)

Chapter 1 – General Guidance

1-1. Army branding. A brand is an actively managed, unifying set of organizing principles that show the world what we do, who we are, and what we stand for. A brand identifies what people think of you, how you project yourself, and what others say about you. A brand is not a “snappy” logo or tag line. It is not an advertising campaign or marketing issue. Having an effective brand does not occur naturally; it must be cultivated. A brand is the discipline that guides the way an organization thinks, acts and communicates. Together, these drive perception and reputation.

There are many benefits of having a strong brand. Internal to the organization a strong brand provides; clarity of purpose, a filter for decision making, motivation and streamlines efficient marketing efforts. Additionally, it allows professionals to have a clear understanding of what their organization does, what it stands for, and their contribution to it. From an external standpoint, a strong brand provides; recognition, differentiation to other organizations, loyalty, and can be used to attract quality people to the organization. All of these benefits impact the organization and its performance.

As stated in the Army Enterprise Brand Training, “The Army is a large and diverse force with an incredible history. Somewhere along the way; we lost sight of how powerful it is to speak with one voice; be identified as one service and recognized for all the good that we do as a total force - Active, Reserve & Civilian Components – “in the eyes of our key audiences.” In order to address this, the Enterprise Army Brand is used internally across commands and externally across constituencies - to inform enterprise wide cohesion, drive positive perceptions, and establish a unique and own able positioning for the U.S. Army. The goal is to transition from an organization that is comprised of diversified units, fragmented identity and messaging, decentralized culture with multiple recruitment efforts to one that transcends a unified Army through brand, voice and actions.

The goal of the new Army brand direction is to build the Enterprise Army Brand; a consistent and monolithic brand. This means units currently using distinct identities must be brought in line with a consistent identity, story, messaging and tone of voice.

The Army star should take prominence in all communications, using the unit insignia and crest logos as secondary identifiers.

Subordinate unit or distinctive command/organizational brands complement and enhance the overall Army brand. They depict the many and varied sub-components that make up our Army. IMCOM will fully support this effort through our own internal branding effort.

1-2. IMCOM branding. As stated in the Introduction – Purpose, it is important for IMCOM to have its own strong brand supporting the Army Enterprise Brand. IMCOM provides unique and varied support to the Army. Our contribution to Army readiness and the strength of IMCOM’s relationship with Soldiers and Families is a direct reflection on, not only IMCOM, but the Army. Advancing the relationship with those we support takes effort and is the responsibility of all IMCOM professionals. We must speak with one voice on who we are, what we do, and what we stand for – our identity must be clear. We must demonstrate and communicate our commitment to serving others.

IMCOM professionals should take pride in being a part of IMCOM. They should take pride in who we are, what we do, and what we stand for. Those we support should value, respect and appreciate our service to them. This effort does not negate or minimalize relationships with those we support (supported commands, senior commanders, etc.). It simply acknowledges that what IMCOM does is different – no other organization in the Army impacts Soldiers and Families to the level IMCOM does on a daily basis. Our installations are where Soldiers and Families live, play, train and prepare, build relationships, teams and communities, where they deploy from, and return to – We are the Army’s Home. We must communicate this to IMCOM professionals and those we support.

1-3. Compliance schedule

a. Leaders at all levels in the organization are expected to review the guidelines and directives established by this policy, support Army and IMCOM branding efforts, and immediately begin to incorporate the products, messaging and talking points into their daily interactions with IMCOM professionals and those we support.

b. Products that are readily available at the publication date of this policy (reference chapter 5) should be deployed immediately. Within available resources, leaders at all levels should make immediate changes to meet the intent of the branding guidelines.

This includes incorporating the products and messaging into web pages and social media, revising internal documents (example: briefing and signature blocks), and using the appropriate slides, posters, and flyers within their facilities as well as at town halls or other meetings. Immediate implementation of changes should be made with minimal cost to the organization.

c. Garrisons’ internal and external signage and branding are required to meet Department of Defense (DOD), Army and IMCOM requirements during the scheduled life-cycle replacement of existing signage.

Chapter 2 – Operational Policies

2-1. Use of defining elements

a. IMCOM Mission and Vision statements: The following mission and vision statements are established for Headquarters (HQ) IMCOM. IMCOM Directorates (IDs) and garrisons should review internal mission and vision statements ensuring that they are nested with the IMCOM statements. IDs and garrisons are authorized to maintain/develop their own mission and vision statements, but when referring to the IMCOM enterprise brand, the statements below should be used. That is if you are briefing someone on the mission and responsibilities of IMCOM, the IMCOM mission and vision statements should be utilized.

(1) Mission Statement: IMCOM integrates and delivers base support to enable readiness for a globally-responsive Army.

(2) Vision Statement: Committed to Service — Enhancing Readiness — Foundation of the Army Culture.

b. The Army values represent the desired behaviors we expect of all members of the Total Army Team – Soldiers and Civilians. Although specifically targeting Soldiers, Army values are equally applicable to all IMCOM professionals. IMCOM leaders should promote and emphasize adherence to these values. The Army values are; Loyalty, Duty, Respect, Self-less Service, Honor, Integrity, Personal Courage. Reference IMCOM Service Culture Initiative Sharepoint site for a graphic depiction of the Army values (https://army.deps.mil/army/cmds/imcom_hq/SCI/SitePages/Home.aspx).

c. Principles are the norms, rules, or values that determine what is desirable and positive for a person, group, organization or community. Principles help guide individuals and organizations in determining the rightfulness or wrongfulness of its actions. The IMCOM principles complement Army values, but acknowledge the unique role of IMCOM in supporting Army readiness. They encourage all team members to strive for service excellence and hold themselves to the highest standards.

(1) The IMCOM principles create the acronym “S.E.R.V.I.C.E.” (Service, Excellence, Respect, Vision, Integrity, Communication, and Empowerment) to reinforce the message that IMCOM’s provides service to the Army and the Nation by enabling Army readiness.

(2) Principles defined:

• SERVICE: We will value Soldiers and Families, we are committed to serving them.

• EXCELLENCE: We will execute our mission to the highest standard possible.

• RESPECT: We will treat everyone with courtesy, dignity and respect.

• VISION: We will anticipate and remain agile in a dynamic environment.

• INTEGRITY: We will hold ourselves to the highest professional standard.

https://army.deps.mil/army/cmds/imcom_hq/SCI/SitePages/Home.aspx

• COMMUNICATION: We will connect and engage with our communities, our customers, and with each other.

• EMPOWERMENT: We will make a positive impact on the lives of each other and those we serve.

(3) Effective immediately, the IMCOM principles, their meaning, and whenever possible the graphic depiction should be used to illustrate the desired behaviors we expect from IMCOM professionals. These principles should be communicated, emphasized and incorporated as part of establishing and evaluating IMCOM team member expectations, performance standards and recognition. The principles should be placed and shared on all web, social media and electronic products immediately, and should be printed and displayed when available resources allow. Reference IMCOM Service Culture Initiative Sharepoint site for a graphic depiction of the IMCOM Principles (https://army.deps.mil/army/cmds/imcom_hq/SCI/SitePages/Home.aspx).

2-2. IMCOM Leadership Pledge and Pledge to Our Customers

In order to ensure IMCOM leaders clearly understand their roles and responsibilities, the IMCOM Leader Pledge establishes and codifies the principles and requirements associated with engaged and caring leadership. IMCOM leaders will adhere to and implement all components as outlined in the pledge. The Leadership Pledge will serve as a visible reminder, to both leaders and the led, of the minimum requirements and expectations associated with providing effective, caring and engaged leadership.

IMCOM Leadership Pledge

Taking care of our customers begins with taking care of our most valuable asset – our IMCOM professionals.

IMCOM leaders will provide our professionals the same concern, respect and caring attitude that we expect them to share with our customers – Soldiers, Families, Civilians and retirees.

We pledge to position you for success with:

o an impactful on-boarding and orientation experience to welcome you to the

IMCOM Team.

o clear performance standards; to include standards for service excellence.

o an individual development plan (IDP) developed with your supervisor;

reviewed during periodic counseling.

o opportunities for personal growth and professional development.

o a recognition program to reward service and performance excellence.

o engaged leaders who seek and welcome your input and take action to continuously improve the organization.

o a organization that embraces the concept of team, teamwork and empowerment.

o a promise to hold ourselves and each other accountable to our commitment to service excellence.

Effective immediately, the IMCOM Leadership Pledge, its meaning, and whenever possible the graphic depiction should be used to illustrate to both employees and customers that IMCOM leaders acknowledge, recognize, value and respect their contributions and are pledged to support them. The IMCOM Leadership Pledge should be communicated, emphasized and incorporated as part of IMCOM team member expectations, performance standards and recognition. The IMCOM Leadership Pledge should be placed and shared on all web, social media and electronic products immediately, and should be printed and displayed when available resources allow.

Reference IMCOM Service Culture Initiative Sharepoint site for a graphic depiction of the IMCOM Leadership Pledge (https://army.deps.mil/army/cmds/imcom_hq/SCI/SitePages/Home.aspx).

Pledge to Our Customers: As important as it is for IMCOM professionals to know what they can expect from their leaders, it is also important for those we support (our customers) to know what they can expect from us. The IMCOM Pledge to Our Customers establishes and codifies the actions and behaviors expected of IMCOM professionals as they engage with and support our customers and each other.

IMCOM Pledge to Our Customers

IMCOM acknowledges the special contribution and sacrifice of Soldiers and their Families to our nation. As a service provider organization, we are committed to providing programs and services delivered with a sense of individual pride, professionalism, and in keeping with the spirit of Army values and IMCOM principles.

We create value for our customers through consistent and easily-accessible service.

We will:

• deliver quality products and services.

• build relationships – with communities, with our customers, and with each other.

• be kind and respectful to those we serve.

• conduct ourselves professionally.

• welcome and encourage feedback; we will communicate and listen.

• provide neat, professional and aesthetically pleasing facilities.

• take ownership of our actions.

Effective immediately, the IMCOM Pledge to Our Customers, its meaning, and whenever possible the graphic depiction should be used to illustrate to both employees and customers that IMCOM acknowledges and recognizes the service and sacrifice of

Soldiers and their Families and is pledged to provide them the best possible service and support. The IMCOM Pledge to Our Customers should be communicated, emphasized and incorporated as part of IMCOM team member expectations, performance standards and recognition. The Pledge to Our Customers should be placed and shared on all web, social media and electronic products immediately, and should be printed and displayed when available resources allow. Reference IMCOM Service Culture Initiative Sharepoint site for a graphic depiction of the Pledge to Our Customers (https://army.deps.mil/army/cmds/imcom_hq/SCI/SitePages/Home.aspx).

Chapter 3 – Physical Branding

3-1. Use of the IMCOM brand

a. IMCOM Mission and Vision Statements: Within HQ IMCOM, these statements should replace any previous versions on all web, social media and electronic products (such a briefing slides) immediately. They should be replaced where resources allow on hard-copy printed products, such as brochures or other advertising mediums. When cost-prohibitive, signage can remain until the normal life-cycle replacement process.

b. Effective immediately, use of the "diamond logo" is no longer authorized.

Reference figure 1. This logo is not registered with the Army Institute of Heraldry, nor is it copyrighted. To the greatest extent possible, within available resources, IMCOM Headquarters, IMCOM Directorates and garrisons should make every effort to remove the logo and replace it with the IMCOM distinctive unit insignia (DUI). Reference figure 2.

c. The DUI is an official Army graphic, registered with the Army Institute of Heraldry.

Changes or alterations to the DUI are not authorized. Care should be taken to ensure it is properly scaled so it is not distorted or cropped and not less than .5” in size when placed in documents or electronic media.

(1) On official and promotional products for both internal and external audiences, the three-dimensional graphic version of the DUI provided by the IMCOM Public Affairs Office and photographic representation (using the DUI from the Army service uniform) is also authorized for video only (not for slides, websites or digital signs). Reference figure 3.

Figure 1. Unauthorized

Diamond Logo

Figure 2. The IMCOM DUI

Figure 3. 3-D version of

DUI

(2) Photographic or digital representation of the IMCOM patch is authorized for use on web applications and promotional products (for example, t-shirts, coffee mugs or items not used in official correspondence or briefings). Reference figure 5 and figure 6.

Figure 4.

Unauthorized use of IMCOM Patch

IMCOM

Figure 5. Alternative authorized use of

Figure 6. Alternative authorized use of

(3) The addition of banners identifying garrisons is not authorized. Reference figure 7. To remain aligned with DOD standards, the garrison or installation name can be added as a separate element below the DUI. Reference figure 7. Text should be at least the distance of the height of the text in the banner to keep it from crowding the insignia.

Figure 7. Unauthorized DUI

USAG MAYBERRY

Figure 8. Proper use of garrison name with DUI

d. The only authorized slogans or catch phrases authorized for use with the DUI is "We are the Army's Home." If new slogans or positioning lines, or changes to existing slogans or positioning lines are established, these will be published as separate guidance from IMCOM PAO.

(1) It is not the commander's intent to prohibit or limit the use of unit or organizational slogans or catch phrases that have historical or local heritage context, such as "Rock of the Marne" or "Home of the Airborne."

(2) Slogans or catch phrases that have historical or local heritage context are encouraged and authorized for use. Whenever possible, within design/space limitations, every effort should be made to clearly brand the item as part of IMCOM and the Army. For example, Army and/or IMCOM elements can and should be included in footers on web or briefing slide applications along with local brand elements.

(3) Currently, the phrase “Serving the Rugged Professional” is a seasonal campaign to highlight current Army and IMCOM priorities associated with supporting readiness. This seasonal addition to the tag line that may be phased out and replaced as senior leader priorities change. “Serving the Rugged Professional” should be used in addition to “We are the Army’s Home” on products or in talking points when it assists in clarifying our service to the warfighter. This additional information concerning “Serving the Rugged Professional” can be found as part of the Service Culture Initiative Command Messaging. Information and resources can be found at the IMCOM Service Culture Initiative Sharepoint site (https://army.deps.mil/army/cmds/imcom_hq/SCI/SitePages/Home.aspx).

e. IMCOM is not widely recognized (internally or externally) for the support we provide to the Army. To raise awareness on the array of programs and services IMCOM provides, the use of the IMCOM DUI in conjunction with other logos is encouraged. Reference figure 9.

(1) The Army logo and IMCOM logo should be used together in almost all instances. It is the Secretary of the Army's intent that all Army specific information is branded with the Army logo. Complimenting this, IMCOM's intent is to raise awareness of our support to the Army. To that end, the two logos should be co-branded whenever possible. When doing so, according to Army Marketing Research Group (AMRG) guidelines, the IMCOM DUI should be scaled to 80% the size of the Army logo.

Reference figure 9 for an example of effective co-branding.

Figure 9. Effective use of co-branding linking the Army, IMCOM and unit brands.

(2) Internal and external audiences will remain unaware that Family and Morale, Welfare and Recreation (Family and MWR) programs are provided through IMCOM unless activities are appropriately co-branded. In time, the IMCOM DUI may become synonymous with Family and MWR, but in the meantime, using both logos raises awareness of the relationship. The Family and MWR logo should not be scaled larger than the IMCOM logo. Use of all three logos (Army, IMCOM and MWR) on promotional materials (that is, signs, banners, etc.) is highly encouraged. For more information on Family and MWR branding refer to www.MWRBrandCentral.com. When using a third logo in conjunction with the Army and IMCOM logos, the third logo should be scaled to 50% of the Army log. Reference figure 10 and figure 11.

Figures 10 & 11. Examples of cobranding promotional materials with Army, IMCOM and MWR brands (left), or sub-brands in the MWR family of brands above.

(3) Other unit or organizational logos can also be used in conjunction with the IMCOM and Army logos, when appropriate. UFC 3-120-01 allows installations to retain unique sign solutions that reflect their cultural heritage and historical significance (paragraph 1-1.2). It is not the Secretary of the Army or IMCOM Commander's intent to eliminate, remove or replace existing signage or the use of local graphics that promote esprit de corps, or heritage and historical awareness, but rather to add the IMCOM and Army strength to the local brand. This graphic illustration (example – not a requirement) depicts how a simple and relatively inexpensive change can add the power of the Army brand to existing signage. Removing one of the two caltrops on the Bernie Beck gate at Fort Hood and replacing it with an Army logo, clearly illustrates to passing traffic that this is an Army installation. Similarly, adding the IMCOM logo to MWR facilities helps develop the association between the two organizations. Reference figure 12.

Figure 12. Adding the Army brand to existing branding.

3-2. Standardized elements

As they are identified, the commander will standardize branded elements throughout the enterprise to create a consistent style and ensure consistent use of messaging through the command.

a. Effective immediately, the following briefing slides will be used throughout HQ IMCOM when briefings are presented to the IMCOM Command Group. IMCOM recognizes and respects local installation slide templates in order to brand local garrisons and/or supporting commands. Downloads are available on the IMCOM Service Culture Initiative Sharepoint site (https://army.deps.mil/army/cmds/imcom_hq/SCI/SitePages/Home.aspx). These slides incorporate Army and IMCOM branding by aligning colors, slides, and Army branding standards with IMCOM messaging.

(1) For HQ IMCOM elements or internal briefings involving only IMCOM units or employees. Reference figure 13.

Figure 13. Standardized slide deck.

(2) For garrison or subordinate elements where the inclusion of a mission or unit logo is desired to be inclusive. Reference figure 14.

Figure 14. Garrison/subordinate element branding.

b. Signature blocks.

(1) Effectively immediately, signature blocks throughout the command will contain the sender’s name, title, organization, desk phone number (with DSN prefix) the IMCOM tag line (We are the Army’s Home). “Learn more at www.imcom.army.mil”.

(2) Signature blocks throughout the command are inconsistent with the information they contain, often causing customers to seek phone numbers, address, or other agency information via other means.

(3) Personalized references tailored to each individual (that is, quotes, personal mottos, etc.) are inconsistent with Army or IMCOM branding.

(4) Optional items (reference figure 15 - RED) are the address, building and/or cubicle number, an official cell phone or fax number (if applicable), and when required, legal disclaimers (placed after the IMCOM tagline). If requirements exist for inclusion of Interactive Customer Evaluation (ICE), please follow local policies.

First Last Name Title Department/Division Building xx, Room xx and/or Cube xx xx Street address

USAG ____________, STATE

Desk: (xxx) xxx-xxxx DSN: xxx-xxxx Cell: (xxx)-xxx-xxxx

We are the Army’s Home

Figure 15. Standardized signature block.

Chapter 4 – Development of New Branding Elements

4.1. Application for additions to the IMCOM family of brands

a. New logos or slogans of any type will not be created without the approval of the IMCOM Commanding General or his designated representative.

(1) Subordinate organizations or staff sections wanting to establish a new brand item will staff the request through the IMCOM Public Affairs Office, the IMCOM Staff Judge Advocate's office, and IMCOM G9 before forwarding to the IMCOM Commanding General for consideration.

(2) A clear and compelling justification (for example, Business Case) for the creation of new branding elements must be made before approval will be considered.

The intent is to reduce and consolidate brands wherever possible. New brands will be allowed by exception only.

b. New domain names may not be established without the IMCOM Commanding General’s approval. Requests will be staffed the IMCOM Public Affairs Office, the IMCOM Staff Judge Advocate's office, IMCOM G9, and the web standardization working group before forwarding to the IMCOM Commanding General for consideration.

(1) The command no longer has the resources to create and maintain a new social media or web presence every time a new platform is introduced. Garrison marketing and PAO offices should work together to determine the best way to share resources and effectively communicate to their audiences.

(2) In order to ensure that IMCOM’s brand is not diluted or confusing to the target audience, we must ensure that conflicting messages and visual brands are not reflected within the IMCOM web presence.

Chapter 5 – Product Portal

All brand materials (that is, templates, logos, etc.) are available for viewing and download on the IMCOM Service Culture Initiative Sharepoint site (https://army.deps.mil/army/cmds/imcom_hq/SCI/SitePages/Home.aspx). Leaders are encourage to visit the site and to use the resources provided rather than creating their own to ensure the IMCOM brand is presented in a uniform manner throughout the command.