John McDonaldChief Information Officer

Claremont University Consortium

Communication Strategies for Pushing the Boundaries of

Collaboration

A bit about us…

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