2. John McDonald Chief Information Officer Claremont University Consortium Communication Strategies for Pushing the Boundaries of Collaboration

3. A bit about us…

4. 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

5. CUC Strategic Planning  Development of Key Result Areas  National Reputation & Brand The Claremont Colleges Claremont University Consortium

6. 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

7. John Beckman Bonnie Clemens Shahram Ariane John McDonald Alissa Vagelatos Fr. Joe Fenton

8. Additional Team Members Barbara JeffersonJoel CinnamonNaddia Palacios

9. National Reputation and Branding Major 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 brand 2. Communicating brand to key audiences 3. Enhancing the embodiment of the brand

10. Why?

11. What good does it do?

12. 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?

13. 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.

14. 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

15. 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

16. 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).

17. 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

18. Collaboration

19. Evolution of a logo