| What | Why/What | When |
| Field | An environment where research participants are. | Play Lab |
| Objective | The things we have to do in order to achieve the aim. | Play Lab |
| Aim | The most important thing in the brief. The thing that serves the purpose of the things we’re trying to do. | Play Lab |
| Method | A singular way of doing something. | Play Lab |
| Methodology | Multiple methods together. | Play Lab |
| Story | Data (raw, unformed) with a soul. | Play Lab |
| Narrative | Text in which an agent or subject conveys to an addressee (“tells” a reader, viewer, or listener) | Play Lab |
| Touchpoint | Anywhere a brand has contact with its audience. | Play Lab |
| Essence | Strategy to identify a point of difference. | Play Lab |
| Wordmark | Tend to be chosen in cases where the emphasis is on establishing name recognition – for a start-up company, or one where the name is distinctive, memorable and short. | Week 2 – Brand Identity |
| Dynamic Branding | Typically appears on websites, where identities can be brought to life in mini animations which has led designers to experiment with sequential series of logos (Evamy, 2007) | Week 2 – Brand Identity |
| Lateral Thinking | a creative problem-solving technique that involves looking at a problem from multiple perspectives and coming up with unique solutions; conscious effort in thinking | Rotation A – Mental Health |
| SCAMPER | substitute, combine, adapt, modify, put to other use, eliminate, reverse | Rotation A – Mental Health |
| Typology | organised system of types; established analytical tool in social sciences | Rotation B – Community Centre |
| LATCH | Framework where information is organised by Location, Alphabet, Time, Category, Hierarchy. | Rotation B – Community Centre |
| Brand Dynamics Pyramid | illustrates the five stages customers go through to develop brand loyalty: Presence, Relevance, Performance, Advantage, and Bonding | Week 2 – Brand Identity |
| Brand Z model | a tool that is used to diagnose and predict brand equity. | Week 2 – Brand Identity |
| Brand Asset Valuator | a brand equity model used to assess and measure the strength and value of a brand | Week 2 – Brand Identity |
| Brand Resonance Model | a framework that helps companies build relationships with customers by creating a deep connection with them | Week 2 – Brand Identity |
| Diagramatic Writing | by Johanna Drucker; a poetic demonstration of the capacity of format to produce meaning | Week 3 – Brand Personality |
| The Gap Model | To identify the gap between a company’s identity and its public image. | Week 4 – Brand Narrative |
| The black and white test | A tool to develop conflict, what is the opposite of your brand? | Week 4 – Brand Narrative |
| The conflict barometer | Defining the conflict of your brand on a barometer from chaos to harmony. | Week 4 – Brand Narrative |
| The Story Model | Framework for stories: opening (hero), conflict introduced (goal), point of no return (adversary), climax (supporter –> benefactor), story fades (benefactor –> beneficiary) | Week 4 – Brand Narrative |
| Journey maps | Journey maps allow to identify and strategise key moments in a product, experience, or service. | Week 5 – Brand Experience |
| Experience maps | Experience maps provide a visual representation of what users do, think and feel over time, from the point they start needing a service to when they stop using it. | Week 5 – Brand Experience |
| A day in the life | A Day In The Life is a type of ethnographic study where the researcher follows and observes a user through a typical day. | Week 5 – Brand Experience |
| Cultural Probes | Cultural probes are a qualitative research tool, where open ended activities are given to a group of participants to learn more about their daily lives and environment. | Week 5 – Brand Experience |
| System maps | System maps lay out all the relationships and interactions between stakeholders in a given system. | Week 5 – Brand Experience |
| Cultural Mapping | Cultural mapping is the process of collecting, recording, analysing and synthesising information to describe the cultural resources, networks, links and patterns of usage of a given community or group. | Week 5 – Brand Experience |
| The Brand Growth Model | A model to grow a brand’s business by defining their niche and then scaling it | Week 10 – Brand Stragegy |
| Brand Activism | when a company publicly takes a stand on a social, economic, environmental, or political issue to influence change | Rotation C – Sustainability |
| Futures | understanding the long term patterns and shifts that will shape how we want to live in the future | Rotation D – Futures |
| Insights | Lead us to form a unique perspective of the world | Rotation D – Futures |
| RDE | (Residual, Dominant, Emergent), a competitor analysis framework used to project 1-5 years down the line | Rotation D – Futures |
| Horizon Model | a competitor analysis framework used to project 10-25 years down the line | Rotation D – Futures |
| Funnel Shaped Text | In the form of a funnel: 1. hook, 2. narrow the topic, 3. thesis statement | Draft Manifesto |
| Gentrification | “the process of the influx of wealthier people in poorer neighbourhoods, leading to the displacement of lower-income residents.” | Caps Lock |
| Earcon | The auditory counterpart to an icon, like Intel Inside’s “bong” sound bite. | Brand Gap |
| MAYA | Most Advanced Yet Acceptable Solution – by Raymond Loewy; e.g. – The Beatles | Brand Gap |
| The One-Stop Shop | A model of collaboration between companies and brand agencies where companies routinely consign large portions of their communications to a single firm, typically an advertising agency. (Pg. 55) | Brand Gap |
| The Brand Agency | A model of collaboration between companies and brand agencies where the client works with a lead agency (an advertising agency, design firm, strategy firm, or other brand firm), which helps assemble a team of specialist firms to work on a brand. (Pg. 56) | Brand Gap |
| The Integrated Marketing Team | A model of collaboration between companies and brand agencies where the best-of-breed specialist firms are selected to work alongside internal marketing people on a virtual “superteam”, which is then “coached” by the company’s design manager. (Pg. 58) | Brand Gap |
| Brand Guardianship | which helps maintain the way the brand is designed | From Hamlet |
