Alaina McBride of McBride Consulting developed an innovative concept to determine the core story of a new town. If you would like to learn more about his project please contact us at www.mcbrideconsulting.com.

1. ESTABLISHED 2013
© 2003 McBride Consulting
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2. TABLE OF CONTENTS
PURPOSE
CHALLENGES & GOALS
COMMUNITY CHARACTER AND BRAND DEVELOPMENT PROCESS
PHASES
1. RESEARCH & DISCOVERY
2. OPPORTUNITY & IDEATION
3. GUIDELINES FOR A UNIQUE VISION
4. PRESENTATION OF BRAND TO STAKEHOLDERS
5. BRING THE VISION INTO REALITY
PHASE I RESEARCH QUOTE
RESEARCH DELIVERABLES
RESEARCH METHODOLOGY
FUTURE PHASES SUMMARY
TEAM
© 2003 McBride Consulting
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3. The purpose of this project is to give Superior Town Center unique meaning, value, and character. A memorable, distinctive,
ownable, and identifiable place will be created through the visioning process outlined herein. A unique offering must be clearly
defined and delivered to attract the desired residents and visitors who will bring the town to life.
Superior Town Center Community Character & Brand Development
McBride Consulting recommends a 5 Phase process to create and implement a cohesive identity for Superior Town Center. The
McBride Consulting team intends to deliver the entire scope of work outlined. Each phase of the project will be quoted in advance
for client approval. An estimate for the completion of Phase 1 is included for client review. Upon approval, we will begin work on
the most foundational aspect of community character development - research and discovery.
© 2003 McBride Consulting
© 2003 McBride Consulting
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4. CHALLENGES & GOALS
The Superior Town Center Planned Development poses some distinctive challenges to the community’s
planners, designers, and developers.
THE CHALLENGE
UNDEFINED IDENTITY
Superior Town Center currently lacks a cohesive identity. A town with an unclear
vision is difficult to differentiate or remember.
THE GOAL
Describe the identity of Superior Town Center in all aspects. Identify the compelling,
authentic, and differentiating promise of this development. Establish the town’s intended
vision as inspiration to marketers, architects, landscape designers, leasing agents, and
others tasked with delivering the desired community experience.
IDENTIFY STC’S POTENTIAL RESIDENTS & VISITORS
Who will live here and what amenities will help them recognize STC as their
community? How can we create an environment that will drive strong demand from
home buyers and visitors?
Identify the ideal residents and visitors. Know the prospective resident’s requirements for
a “dream town.” Understand the nature of amenities desired by intended home buyers,
business people, and visitors alike.
TRANSLATE THE TOWN’S VISION INTO REALITY
A poorly communicated vision is equally as dangerous as no vision at all. With
many stakeholders, vendors, and decision makers it is easy for a weak brand to
become diluted.
Serve as brand managers and champions for the town’s vision. Keep the identity alive and
well defined in the minds of the town’s creators. Interpret the town’s story through every
customer touchpoint from the design of marketing collateral to the selection of plants for the
plaza. Ensure a consistent delivery of the town’s unique value through every aspect of the
development.
© 2003 McBride Consulting
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5. CHALLENGES & GOALS (CONT.)
THE CHALLENGE
ATTRACT THE BEST BUILDERS, COMMERCIAL
VENDORS AND TENANTS
STAKEHOLDER APPROVAL OF FINAL
DEVELOPMENT PLAN
Final Development Plans for all uses and activities must be approved by the
following community members:
Town Board (Including the Mayor), Planning Commission, Open Space Advisory
Committee (OSAK), Park, Recreation, Open Space and Trails Advisory Committee
(PROSTAC), and the Recycling Conservation Advisory Committee (RCAC).
THE GOAL
Create a town so well marketed that it becomes an irresistible opportunity for builders,
vendors, and buyers. A perception of competitive edge must be created to encourage the
residential builder’s sense that this project is in demand. In essence, we need a narrative so
powerful that it seems this town will ‘sell itself.’ Drive an atmosphere of competition amongst
the potential developers to be awarded the build contract. A well marketed town will attract
top tier builders thereby creating a competitive biding process.
Elicit support from all stakeholders by recognizing the needs and concerns of existing
community members and facilitating communications during the review and approval
process.
© 2003 McBride Consulting
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6. PHASE OVERVIEW
Branding and experiential design have the capacity to raise a development above a technical and functional level by creating emotional value
for the customer. Creating such a sense of space is a manageable process, an art form called branding.
The right community character adds intangible value to the development on which today’s clientele is willing to spend a significant amount of
their income to become a part of such a community. The branding process will tell the story of the place, one that is meaningful to the target
audience, and unique to Superior Town Center.
We recommend the following 5 Phase plan to produce a town identity so aligned that it proves irresistible to the preferred buyers, visitors,
business leaders, and builders.
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2
3
4
5
RESEARCH
& DISCOVERY
OPPORTUNITY
& IDEATION
GUIDELINES FOR A
UNIQUE VISION
PRESENTATION OF
BRAND TO
STAKEHOLDERS
BRING THE VISION
INTO REALITY
© 2003 McBride Consulting
© 2003 McBride Consulting
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7. 1 PHASE 1. RESEARCH & DISCOVERY
Who are we designing this community for? In Phase 1 we will identify and profile the ideal residents and visitors. We will come to know the prospective resident’s
requirements for a “dream town” including the nature of amenities desired by home buyers and visitors. The research and comparative analysis completed in this Phase
is crucial to the long term success of the development. This knowledge will act as the foundation upon which we build the community’s character.
2 PHASE 2. OPPORTUNITY & IDEATION
Using the information collected from Phase 1 research, we will extract several possible stories that are unique to the development and could attract the desired clientele.
3 PHASE 3. GUIDELINES FOR A UNIQUE VISION
This process generates a single script marked by key brand attributes. These brand guidelines or core values will be drawn upon by marketers, architects, landscape
designers, leasing agents, and others tasked with delivering the desired environment. The guidelines are intended to help the team understand the brand and their role
in delivering the desired experience. These core values will serve as parameters to assist the development’s creators in making decisions that are best suited to the
town’s identity.
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PHASE 4. PRESENTATION OF BRAND TO STAKEHOLDERS
This phase delivers the town’s identity and promise – This is who we are.
Once a story is defined, we will demonstrate ways to “tell” the story at every customer touchpoint. At the culmination of this phase McBride Consulting will deliver the
town’s unique story to the stakeholders in a presentation and report. This Phase will provide examples of how the brand will be expressed in functional elements of
the development.
5 PHASE 5. BRING THE VISION INTO REALITY
To keep the core story alive, MC team members will stay involved in operational conversations throughout the development process and continue to implement the
brand system and maintain the integrity of the core message. Here we will help carry the story on to amenities to human interactions, ensuring that the core story
reaches its designated customer. This work will align landscaping, architecture, operations, customer interaction, entertainment, and services to provide a cohesive
brand experience.
© 2003 McBride Consulting
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8. PHASE I - RESEARCH & DISCOVERY STRATEGY
“A place meant to be all things to all people rarely means anything to
the people who really matter.”
© 2003 McBride Consulting
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9. PHASE I - RESEARCH AND DISCOVERY
THE DELIVERABLES
PROSPECT PROFILES
A report defining the ideal clientele using the primary prospect profiles identified. Including but not limited to psychographics,
demographics, media consumption, habits, lifestyle, values, industries of employment, commute distances, etc.
REVIEWS OF COMPARATIVE PROJECTS
Audit report of comparable projects and developments, including reviews by respective target audiences. Who are your
competitors? Specifically, who else does your customer consider when shopping for a home or place of entertainment?
FUNCTIONAL DESIRES OF CLIENTELE
Inventory list of minimum requirements to incorporate into the development to meet the “desirable town” standards of each
consumer segment.
Also include a more extensive inventory list of “dream town” suggested inclusions by the prospective clientele.
Recommendations for major facilities (retail, residential, commercial, and recreational), and amenities to at least meet the
expectations of key audiences.
General Recommendations for activity, event, business, and service offerings.
© 2003 McBride Consulting
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10. PHASE I - RESEARCH AND DISCOVERY (CONT.)
THE DELIVERABLES
INTEREST LIST FOR FUTURE INTERVIEWS
We will begin to curate an interest list gathered from research activities. Interest list will include a group of possible buyers who
have opted in to participate in future conversations on the development and residential units.
PRESENTATION OF PROSPECT BUYERS
A presentation will be designed, created, and presented to the internal STC Team to inform them of the research results. The deck
slides will be in digital format as well as a print ready form ease of distribution.
© 2003 McBride Consulting
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11. PHASE I - RESEARCH METHODOLOGY
Research will be conducted to determine the desires of the target prospects.
CONSUMER BASED DATA
Data will be collected on both a primary (first-hand) and secondary (data previously collected by another researcher) basis.
Secondary data on consumer behavior will serve to give insights into buyer’s latent desires.
GEOGRAPHIC BASED DATA
Research will be focused on existing locations deemed to be comparable with the STC development vision such as the Cherry
Creek and Lower Downtown (LODO) areas of Denver. Other similar locations in the Denver/Boulder region will be identified as key
benchmarks and data sources to utilize and reference.
APPLY THE RESEARCH
This research and ideation will result in an actionable story with clearly delineated aspects deemed as high priority for inclusion in
the target customer’s “dream town.” Experiential environments must be an extension of traditional technical and functional benefits
of a planned development. All functional elements must be of sound or superior quality to justify community character as a value
that tops interchangeable products and services.
© 2003 McBride Consulting
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12. PHASE I - RESEARCH ACTIVITIES
INDUSTRY COMPARISON DIVE - SECONDARY
Analyze industry reports and studies to gain a
deep understanding of the market and currently
identified consumer profiles.
QUESTIONNAIRE - PRIMARY
Create an exploratory questionnaire with the
objective of defining the profiles of the top buying
personas (demographics and psychographics)
Identify lists of potential buyers
Distribute questionnaire
4 SITE VISITS - PRIMARY
Make trips to the development site and 3
establishments that current and expected
clientele frequent.
INTERVIEWS - PRIMARY
Interview up to 25 current and expected target
buyers, as well as industry experts/opinion leaders.
Interviewees will also complete a questionnaire.
© 2003 McBride Consulting
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13. PHASE I - RESEARCH ACTIVITIES (CONT.)
TESTING OF THE NAME
There’s no question that a great name is the
keystone for a great brand identity. A name is a
handle from which all the attributes of the brand
will ultimately hang. We plan to acquire feedback
regarding the sense of place and imagery created
in the minds of clientele when they hear the name
Superior Town Center.
REPORTING AND PRESENTATION
At the completion of Phase 1 McBride Consulting
team members will create reports and review
their findings in a meeting with the STC internal
stakeholders.
ANALYSIS
Collected data will be analyzed to identify
insights including, but not limited to:
Correlations, predictive model(s), trends, and
descriptive statistics to help inform buyer profiles
and overall brand strategy for STC.
© 2003 McBride Consulting
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14. CONSIDERATIONS ON QUOTES
Each Phase of community character development will be quoted in advance for client approval. Any
additions to scope after commencement of work will be estimated and subject to client approval. All
billing will be on actual time and materials, however, quotes are generated on a not-to-exceed number
of hours. If, for any reason, the MC team is regularly (and excessively) exceeding the quoted hours,
we reserve the right to open the discussion to revise a quote for client approval on the upcoming
billing period of work.
© 2003 McBride Consulting
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15. FUTURE PHASES OF COMMUNITY CHARACTER DEVELOPMENT
PHASE 2. OPPORTUNITY & IDEATION
“Simplicity is usually the result of much complex thinking.” – Jason Fox
WHAT WILL SUPERIOR TOWN CENTER COME TO REPRESENT?
Often there are several possibilities for stories and angels of stories to select. At this
stage we will provide recommendations for the brand identity of the development
and receive feedback from the project’s stakeholders. The development of sample
messaging, brand voice copy, and imagery will assist in this process.
© 2003 McBride Consulting
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16. FUTURE PHASE SUMMARY (CONT.)
PHASE 3. GUIDELINES FOR A UNIQUE VISION
GUIDELINES FOR STC DEVELOPMENT TEAM
This phase extracts a single script unique to the development. The core
message is distilled by identifying the brand’s key attributes. Our findings
will be reduced to ten evocative words used to translate the brand strategy
into a brand identity. These brand guidelines or core values will be drawn
upon by marketers, architects, landscape designers, leasing agents, and
others tasked with delivering the desired environment. The guidelines are
intended to help the team understand the brand and their role in delivering the
desired experience. These core values will serve as parameters to assist the
development’s creators in making decisions that are best suited to the town’s
identity.
© 2003 McBride Consulting
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17. FUTURE PHASE SUMMARY (CONT.)
PHASE 4. PRESENTATION OF BRAND TO STAKEHOLDERS
“How your story is communicated internally is just as important as how it will be
communicated to your customers.”
THIS IS WHO WE ARE
When someone thinks of STC what ideas will come to mind? This phase delivers the town’s
identity and promise – This is who we are. At the conclusion of Phase 4 McBride Consulting
will present the prospect profiles and town’s core story to all STC stakeholders (internal and
external). This presentation will be incorporated into the proposals for potential landmark
tenants, prospective residential builders, and the public. The presentation will provide examples
of how the brand will be expressed visually, with taglines, in copy, and into the world.
VERBAL
Clearly articulated and truthful sales messages that demonstrate why you’re different and better.
Name, descriptors, headlines, taglines
Brand Voice Samples
© 2003 McBride Consulting
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18. FUTURE PHASE SUMMARY (CONT.)
PHASE 4. PRESENTATION OF BRAND TO STAKEHOLDERS (CONT.)
VISUAL EXPRESSION OF THE STC STORY
Brand Imagery and iconography
Town Seal/ logo development and delivery
Logo, color, font, style of layouts and imagery
Letterhead, business cards, folders, proposal covers, etc.
Explore ideas around color stories, photography/illustration style, business card materials and shapes, brochure textures,etc.
DIGITAL
Website, motion media, city and perspective feedback loop, branded email templates, town specific app, etc.
© 2003 McBride Consulting
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19. FUTURE PHASE SUMMARY (CONT.)
PHASE 5. BRING THE VISION INTO REALITY
OUR COMMITMENT
McBride Consulting will serve as a voice for the brand while facilitating the interactions of the various
vendors tasked with delivering STC product and collateral.
Our team will source, interview, and present topical experts for approval by the STC team as needed. Not
limited to: graphic designers, creative, copywriters, developers, media buyers, artists, etc. This type of
implementation framework will ensure the story is applied to all customer touchpoints from amenities, to
services, to an united theme of the town.
Phase 5 marks the ongoing delivery of all technical and functional elements of the development.
EVENTS
Sample Annual Events Calendar
Arts and cultural programming play an important role in providing opportunities for participation in
community life through festivals, events, performances, classes, and workshops. A sample calendar will
be created wherein we will suggest the nature of events as well as the best dates available to acquire the
highest attendance. We will take into consideration competing local events currently attended by the target
clientele and highlight opportunities for exclusivity.
© 2003 McBride Consulting
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20. FUTURE PHASE SUMMARY (CONT.)
PHASE 5. BRING THE VISION INTO REALITY (CONT.)
AMENITITES & SIGNAGE
Street Naming Guidelines and Suggested Street Names
Signage Colors and design
Project amenities design recommendations to include but not limited to:
Landscaping inspiration and plant suggestions
Bike rack style
Lighting type
Water features
Trash receptacles / Recycling / Etc
© 2003 McBride Consulting
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21. THE TEAM
ALAINA MCBRIDE
Brand Strategist, Marketing Consultant, and
Project Manager
RACHEL MIMKEN
Market Research Consultant
Rachel’s skills and expertise range from research and analytics
Alaina has a well rounded marketing background with agency work
to graphic design. Ms. Mimken brings a well-rounded, informed
spanning: event marketing, sponsorship development, SEO, SEM,
perspective to all levels of problem solving. Coming from a background
social media integration, public relations, Internet marketing, and the
in advertising, Rachel currently holds an MBA in marketing with a focus
development of strategic alliances. With a background in residential
on brand strategy, marketing research, and entrepreneurship. She has
real estate lending, sales, and property management, she loves helping
worked with a diverse set of clients from technology and natural food
people define and find their home. When she’s not working, you’ll find
start-ups to global companies such as CBRE to grow their business by
Alaina halfway up a mountain or anywhere with horses. Ms. McBride
focusing their resources with actionable research insights around their
recently made Boulder, Colorado her new home.
customers, markets, products/services, and internal teams. Rachel
currently resides in Denver, Colorado where she enjoys hitting the ski
trails and sampling the endless supply of top-notch craft beer.
MARK MILLER
Creative Director
Mark is a master at using clean design and imagery to express complex
JESSICA GRABARZ
Consumer Marketing Specialist
Jessica Grabarz is a seasoned brand, and consumer marketing strategist. Ms.
concepts. He has had the opportunity to work with clients such as
Grabarz has launched an array of consumer brands and products including
Apple, Sony, Houghton Mifflin, United Airlines, and Samsung during his
Evergirl, the first product-based property for Nickelodeon, The Pacific, John
12 years of agency experience. Mark currently works independently with
Adams, and The Alzheimer’s Projectfor HBO, as well expanded the retail
Alaina McBride and a small team to deliver engaging client projects from
program for the Mary-Kate and Ashley Olsen line. She created and produced
logos to marketing collateral to websites, and anything design related in
integrated multi-media consumer marketing campaigns for films, miniseries,
between. In his spare time he shares a passion for the ocean with his 5
and documentary films, as well as negotiated strategic licensing programs
year old son, Aiden, who is learning to surf.
for properties such as The Sopranos Limited Edition CAO cigars. Jessica
has been recognized for Marketing Excellence through awards from the Gold
Mark for Experiential Marketing in Partnership with Outside Organizations to
the Silver Lion Award for Best Use of Live Events/Celebrity Endorsement.
Jessica is an outdoor enthusiast, film and history aficionado who lives in
Denver, Colorado.
© 2003 McBride Consulting
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22. THE COMBINED EXPERIENCE OF OUR TEAM HAS PRODUCED WORK FOR THE
FOLLOWING BRANDS:
For inquiries, please contact Alaina McBride @ 805 . 706 . 0773 | www.alainamcbride.com
THANK YOU FOR YOUR TIME
© 2003 McBride Consulting
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