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What Does Twitter Have To Do With Margaritas? Find Out For Yourself.

You’ve heard us proselytize the importance of Twitter since the inception of Black Sheep. Heck, Leader of the Flock Aimee Woodall has already been named 2nd most influential Houston Tweeter and ranked #5 in the advertising Shorty Awards, a Twitter-based contest held nationwide. No big. We’re kind of big nerds about the whole concept because we’ve seen how it can truly affect business and networking.  

As it turns out, we are not the biggest nerds out there. At least as far as Twitter goes.

A Harvard Business Review blog discussing a new wave in Twitter, an ability to study Twitter data, has emerged, and its frickin’ cool. If we didn’t have so much work to do, we could probably play on these awesome programs all night, both for pleasure and for actual insight into trends, opinions and effective word choice.

For example, Twitter Venn takes three different search terms. We used salsa, Houston and restaurant (because we’re hungry), and surprisingly, while many people are using those terms individually, there is very little overlap. Why aren’t restaurants in Houston with great salsa talking about it? This is an important question! We then tried “margarita,” “salsa” and “chips” and got very similar results. In fact, only 3.1 tweets/day contained all three search terms. What? Someone needs to start discussing these topics. Now.

Then there’s Twitter Spectrum. This nifty little program takes two words and lists all the words commonly associated with those terms and also those words commonly associated with both. We chose “cocktail” and “wine,” and, as though it were a message sent from above, the middle terms (showing the most commonality) were “need” and “food.” EXACTLY.

Twitter Stream takes two terms and shows the frequency of two terms and their associated words over time. Again, for whatever reason, we chose “food” and “hungry.” The results showed a remarkable amount of “need” and “LOL” with peaks at about 5:30 pm. At this point, we are still hungry, not laughing about it, but still pretty amazed by these sites.

So beyond the dork factor, what’s in it for you? Well, if you have a business, it’s an interesting way to monitor public opinion. Type your business’ name and find out what pops up along with it – if it’s positive, great… if you have peaks and trends with the word “suck” and “loser,” well, you need to work on improving whatever it is you do. It’s also a nice way to gauge your Twitter presence. Keep in mind this is an international perspective, so you don’t need millions of dots on your Venn diagram. But, you can compare your rates to your competition’s or your Twitter idol’s and see how you match up. Furthermore, you can learn something new about your market. If you sell bananas to monkeys in Hawaii, plug those terms into these programs and notice the other terms that appear. If words like coconuts and chocolate pop up, and you’re NOT selling chocolate and coconut-covered bananas, you may be missing out. *

Explore these Twitter data sites and let us know what you think! Are they helpful to you? What did you learn? Share with us in the comments below!

*We don’t know for certain whether monkeys can eat chocolate, so please take caution!

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Everyone’s always saying that the spring season is a time for new beginnings and a fresh green perspective.

Our very, very, very first Black Sheep blog post—straight from the herd and into your proverbial ear.

Most branding advice assumes one organization with one leader making the final call. Coalitions, networks with local chapters and groups of partners chasing a shared goal don't work that way. They decide together, priorities compete and the smallest partners often have the fewest people to carry the brand once it exists.

We've been working through these dynamics with the Houston Cultural Districts and the institutions and artists around them, building a shared brand for the city's arts scene. Recently, Natalie Wells (Director of Strategy), Jo Skillman (Creative Director) and Ren Mitchell (Director of Growth) walked through that process at the Houston Media Conference in a luncheon keynote called "Undefinable On Purpose." 

Here's what we've learned that applies to any organization whose brand depends on partners it doesn't control.


Who needs to be heard before a shared brand can take shape?

A shared brand needs input from everyone who will be asked to use it, champion it or be represented by it. Those groups overlap less than most leaders expect. Funders and civic partners tend to focus on visibility and economic impact. Practitioners care about credibility and fair representation. Community members want to know whether the story sounds like them.

We layer our research so each group is heard where they'll be most candid:

1:1 interviews draw out honest perspectives from decision-makers.

Focus groups show how people negotiate their differences in real time.

Sitting in on partner board meetings, when we're invited, adds context no interview can.

This phase doubles as early community building. People are far more likely to adopt a brand they helped shape.

Try this: Before any creative work starts, list every group that will use, fund or be represented by the brand. Then decide how you'll hear from each one.


How should research tensions inform brand strategy?

A tension is a place where two things people care about pull in different directions, and both sides are usually true. As Natalie put it, tensions show where people are most invested, which makes them some of the most useful findings research can turn up.

In our work with the Houston Cultural District, nearly every strength came with a risk. Greater visibility for neighborhood arts could accelerate displacement in communities already under pressure. Recognition tends to concentrate around large institutions, leaving midsize organizations and mid-career artists out of the story. And many of the stakeholders who want a stronger collective story are the same ones who resist being summarized.

Most complex nonprofits carry their own versions: headquarters versus chapters, legacy programs versus emerging ones, a national message versus local identity. Naming them explicitly gives the creative team something real to design around. It also moves the hard conversations to the start of the process, where they cost the least.

Try this: Write your biggest tensions into the research findings as plain either/or statements. Then decide together how the brand will handle each one before design begins.


How can a brand reflect real complexity without losing clarity?

A brand can hold complexity only when it commits to a clear point of view. When research keeps concluding that a community is everything at once, creative teams stall and strategy drifts toward language that feels safe and says very little. Jo named this risk directly in the creative brief:

"We've all heard it said: Houston is a little bit of a lot of things. Diverse, a tapestry rich with culture. However, trying to be everything to everyone will water down our visual and written creative. The brand directions we propose must contain a strong point of view on who we are and why. It's difficult but necessary."

The shared brands that hold up best work as a frame. They hold many stories at once while making a clear claim about what connects them. That gives participants room to see themselves in the brand without diluting the whole.

Try this: Test every brand direction with one question: could another city or coalition say this about itself? If the answer is yes, it isn't specific enough yet.


How do you keep a coalition aligned through creative decisions?

Alignment depends on agreeing to the goal in writing before anyone sees creative. We view the creative brief as the document that nails everything to the wall. Keep it short and candid, and use it to surface likely friction before hours go into design.

The brief earns its keep later, when feedback drifts toward personal preference. The group doesn't need to agree on the shade of blue. It needs to agree the work is reaching the larger goal. With many decision-makers, holding that line keeps reviews productive and protects the timeline.

When stakeholders are creatives themselves, start with a session reviewing a wide range of visual references. The value is in the reasoning behind each reaction, which gives the group a shared vocabulary for every review that follows.

Try this: Open every creative review by rereading the brief's goal out loud. Ask reviewers to tie each piece of feedback back to it.


How does a shared brand stay recognizable across very different organizations?

Consistency in a distributed brand comes from a small set of elements that never change. A system that has to work on a neighborhood mural and a museum banner needs a recognizable thread, whether a color, a mark, a pattern or a phrase. Protect those elements and let everything around them flex to fit the partner and the setting. 

Adoption also depends on capacity. Many coalition partners have no designer or communications staff, so participation has to be easy. Toolkits, templates, co-branding guidance and ready-to-post assets lower the barrier and help smaller organizations stay visible within the brand.

Try this: Choose the few elements partners can never change. Then build a starter kit that a partner with no designer could use in an afternoon.


When should rollout planning begin for a multi-stakeholder brand?

Rollout planning should begin while the brand is still in development. A shared brand gains value only through use, so partner onboarding, distribution and digital activation need to be designed alongside the identity. Each partner should see a role that matches its capacity, from a large institution running a full campaign to a small organization sharing a single post. Planning early also surfaces practical questions, especially around funding, while there's still time to solve them.

Try this: Ask each partner now what they could realistically do in the first month after launch, and build the plan and budget around those answers.


What makes a shared brand worth the effort?

A brand built across many organizations takes more listening and more deliberate facilitation than one built for a single institution. The return is a story more people feel ownership of and will carry into their own work.

If you're leading a coalition, network or multi-partner effort and the brand keeps stalling, we can help. 

Coalitions and multi-partner networks need a brand everyone can carry. Lessons from building a shared Houston arts brand with the Houston Cultural Districts, with steps to try.

How to Build One Brand for Many Organizations | Black Sheep

What building a shared Houston arts brand with the Houston Cultural Districts taught us about building one brand for many organizations

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Coalitions don’t get one decision-maker or one story. Here’s what we learned building a shared arts brand with the Houston Cultural Districts.

The Black Sheep blog is turning up the volume on community engagement, social media strategy, Houston happenings and what it means to lead a purpose-driven life.

The Black Sheep Agency | Social impact and nonprofit blog

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