Post on 27-Nov-2014
description
John McDonaldChief Information Officer
Claremont University Consortium
Communication Strategies for Pushing the Boundaries of
Collaboration
Blaisdell’s Vision“My own very deep hope is that instead of one great, undifferentiated university, we might have a group of institutions divided into small colleges - somewhat on the Oxford type - around a library and other utilities which they would use in common. In this way I should hope to preserve the inestimable personal values of the small college while securing the facilities of a great university.”
- James A. Blaisdell, 1923
CUC Strategic Planning
Development of Key Result Areas
National Reputation & Brand• The Claremont Colleges• Claremont University Consortium
The Five KRAs
Neutral Center for Entrepreneurship and Experimentation
Building the Market Competiveness of Services
Building the Financial Value of Services
Our People and Our Culture
National Reputation and Branding
John Beckman
Bonnie Clemens
Shahram Ariane
JohnMcDonald
Alissa VagelatosFr. Joe Fenton
Additional Team Members
Barbara JeffersonJoel
CinnamonNaddia Palacios
National Reputation and BrandingMajor Achievements to Date Assessment of current positioning and branding of TCC and CUC Inventory of potential tactics for optimizing positioning and brand
Coming Up Optimize the TCC brand along three major dimensions:
1. Building internal clarity and unity about the brand2. Communicating brand to key audiences3. Enhancing the embodiment of the brand
Why?
What good does it do?
Define the value proposition What is the “value proposition” of the
consortium?• Universal understanding of the attributes of the brand • How these attributes are expressed and symbolized • Balance collective marketing with individual marketing:
• When is it valuable to each to be known as, or associated with, The Claremont Colleges?
• When does TCC affiliation complement their individual brand?
• When and how can CUC promote TCC in partnership with each College or service?
Build a “Brand Toolkit”
Resources to support the promotion and marketing of TCC:• Tools that members can use to provide
key information that is concise and systematic. • Clearinghouse that includes: media
clips, print graphic elements, common press copy, aggregate statistics, etc.
Lead collaborative initiatives Improve our ability to enhance &
improve the TCC model.• Promote our ‘local consultant’ and
specialized role in unique collaborations.• Promote our members and their
expertise
Raise the awareness of CUC
Leverage participation in local, regional, national, and international events. • Host conferences & meetings• Encourage staff participate in associations,
especially in leadership roles• Incentivize writing, presenting, and other
professional development activities
Embody the CUC brand• Define our brand as a TCC service provider
by leveraging the information and results of strategic planning on other KRAs.• CUC as a high quality, customer intimate,
service provider (KRA 1).• CUC as an efficient, high value service provider
(KRA 2).• CUC as a partner for innovation and
collaboration (KRA 3).
Strategies Register trademarks, wordmarks, etc. Establish CUC Design Center Build & enhance ‘Style’ Guide Templates & guidelines Standardize unit names, uniforms, etc. Additional self-service branding options Opportunistic partnering with members
Collaboration
Evolution of a logo