Brand Toolkit

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CLARKSON UN IVERS ITY BRAND TOOLK IT 2 OF 58

AUGUST 2005

2005 Educational Marketing Group, Inc.All rights reserved. Printed in the U.S.A.

TABLE OF CONTENTS

BRAND TOOLKIT .................................................................................................................................. 3BRAND DEVELOPMENT OVERVIEW................................................................................................... 4

Step One Situational Analysis ...........................................................................................................4Step Two Market Positioning and Planning ...................................................................................5Step Three Creative Development ...................................................................................................6Step Four Marketing Plan Implementation and Measurement....................................................6

INTEGRATED MARKETING STRUCTURES AND TOOLS................................................................... 8Organizational Structures......................................................................................................................8Planning Tools........................................................................................................................................9

PERPETUAL PLANNING CALENDAR................................................................................................ 11POSITIONING PLATFORM.................................................................................................................. 13

Clarkson University Positioning Statement ......................................................................................13Clarkson University Brand Promise ..................................................................................................13Clarkson University Brand Drivers....................................................................................................13Brand Drivers, Key Messages, and Proof Points.............................................................................14

STRATEGIC TAGLINE......................................................................................................................... 16BRAND PRESENTATION.................................................................................................................... 17

Clarkson Brand Personality.................................................................................................................17Clarkson Brand Creative Approach...................................................................................................18

CLARKSON COLLATERAL MATERIALS........................................................................................... 29Viewbook...............................................................................................................................................29Recruitment Mailer...............................................................................................................................30Poster......................................................................................................................................................31 School Viewbook .................................................................................................................................32Short Form Brochure Vertical ........................................................................................................33Short Form Brochure Horizontal...................................................................................................34Long Form Brochure...........................................................................................................................35Note Card ..............................................................................................................................................36PowerPoint Slides.................................................................................................................................37Website...................................................................................................................................................38

APPENDIX 1: SITUATIONAL ANALYSIS EXECUTIVE SUMMARY................................................... 39APPENDIX 2: BRAND ARCHITECTURE WORKSHEET ................................................................... 42APPENDIX 3: WEBSITE INFORMATION ARCHITECTURE............................................................... 45


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CLARKSON UNIV ERSITY

BRAND TOOLKIT

August 2005

The Clarkson University Brand Toolkit documents the foundational strategies, creativecomponents, and design specifications that comprise the Universitys brand identity.

The Toolkit should become a guideline for the brand manager and internal staff members insustaining a unique and compelling institutional brand and communicating that brand effectivelyto target audiences.

The Brand Toolkit should be reviewed periodically and updated as necessary to keeppositioning, designs, messaging, and other elements consistent and effective.


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BRAND DEVELOPMENT OVERVIEWBrand development and implementation is a continuous process that involves four essential

steps. These steps should be cyclical. After the four steps have been completed, the processshould begin again. Typically, the process occurs in approximately six year cycles, with creativeand strategic updates and revisions occurring throughout the cycle. The steps include thefollowing:

1. Situational Analysis assessment of internal and external marketing environments

2. Market Positioning and Planning creation of a positioning platform and integratedmarketing plan

3. Creative Development creation and testing of brand campaign materials

4. Marketing Plan Implementation and Measurement implementation of the brandcampaign and measurement of effectiveness

The first two stages in the brand-development process lay the strategic foundation upon whichthe brand is based.

Brand-development elements such as the Executive Summary of the Situational Analysis and aBrand Architecture Worksheet are included as appendices to this document.

Step One Situational AnalysisThe Situational Analysiscreates a data-driven foundation for successful integrated marketing. Itprovides a quantifiable basis to support critical marketing decisions. The analysis combinesoriginal and secondary research techniques to examine existing brand parameters as well asinternal and external marketing environments.

The process should employ quantitative and qualitative data to assess:

Effectiveness of current brand presentation (including website)

Visual and graphic identities

Consistency and effectiveness of key messaging

Organizational structure and staffing

Marketing resources compared to peers and competitors

Strategic and tactical planning

Communications mix and coverage

Communications processes and procedures

Cross-functional unit collaboration

Overall marketing effectiveness


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The analysis should identify and assess a comprehensive set of marketing factors including:

Awareness and image among target audiences

Market share and penetration patterns

Target audience trends

Overall marketplace trends

Peer and competitor positioning and messaging

Audience characteristics and profiles

Audience needs and preferences

Emerging challenges and opportunities

Step Two Market Positioning and PlanningMarket Positioning and Planningbuilds the strategic foundation for the brand through a consensus-based positioning platform that should remain constant over time. After the initial positioningplatform is established, the positioning step should be used to periodically revisit the platformand to make minor adjustments that reflect evolutionary changes in mission and capabilities.This step should also be used to build and reinforce stakeholder support for the market position.The integrated marketing plan, developed in this planning phase, outlines goals, strategies, andtactics designed to achieve the institutions critical objectives. The essential unchangingelements of the Positioning Platform include:

Market Positioning Statement

Brand Promise

Brand DriversAlso included in this stage is creation of an integrated marketing planthat identifies measurablemarketing goals and provides a working tactical plan to achieve them. The plan is thecollaborative product of various cross-functional units, and it coordinates efforts across theinstitution to encourage integration, collaboration, and synergy. The integrated plan outlines anoverall marketing budget as well as communications tactics by audience segment, includingaction plans with timelines, budgets, and responsibilities. The integrated marketing plan,provided in multiple formats to enable effective day-to-day process management even in a cross-functional matrix, is directly and overtly linked to the institutions long-range strategic objectives.


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Step Three Creative DevelopmentCreative Developmenttranslates marketing strategy into how the brand looks, sounds, and feels to

audiences. It establishes a unique and compelling institutional personality that delivers the brandpromise and brand drivers effectively and motivates individuals to become engaged andinvolved.

Creative development should define a sustainable creative platform strategic tagline, thematiclanguage, color palette, typography, branded photography, voice and tone, branded designelements, and consistent page layouts to be used consistently across all media platforms,academic units, and target audiences. This creative platform should remain essentially the samefor five to six years or more, with the minimum level of updates and evolutionary revisionsneeded to keep the brand looking fresh.

The creative platform should be used consistently for all units of the core brand, with design and

messaging adaptations employed only for major audience segments (traditional age studentprospects, adult student prospects, and influencers, for example). As a result, the creativeplatform must be adaptable and flexible enough to apply to all audience segments, all units ofthe core brand, and all communications platforms.

Every five to six years, the creative platform should be thoroughly reviewed, assessed, andrefreshed. The University should avoid wholesale changes in brand personality and the overalllook and feel of the brand unless changes are mandated by extenuating circumstances.

Step Four Marketing Plan Implementation and Measurement

Marketing Plan Implementation and Measurementinvolves the launch and ongoing management ofthe integrated marketing plan, the brand campaign, and periodic measurement of results andeffectiveness.

The integrated marketing plan coordinates efforts across the institution in order to encourageintegration, collaboration, and synergy. Advertising should be considered only a small part ofthe integrated approach. Other tactics and platforms identified and employed in the plan shouldinclude:

Public/media/community relations

Publications and direct marketing

On-site and events marketing

One-to-one marketing

Web communications and marketing

Executive communications

Promotions and product placements


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The integrated plan should outline an overall marketing budget as well as communicationstactics by audience segment, including action plans with timelines, budgets, and responsibilities.

The plan, created in multiple formats to enable effective day-to-day process management even ina cross-functional matrix, should be directly and overtly linked to the institutions long-rangestrategic objectives.

The plan should be updated annually as a collaborative planning effort involving various cross-functional units such as marketing and communications, advancement, admissions, and otherunits directly impacted by marketing efforts.


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INTEGRATED MARKETING STRUCTURES AND TOOLSOrganizational Structures

The following internal organizational structures are helpful in gaining stakeholder support and insustaining the integrated brand-marketing effort.1.Marketing leadership team (3-6 members)

Useful in institutions with large central marketing units with multiple departments as well asdistributed marketing personnel.

Directed by the Brand Manager or designee

Includes marketing and communications team leaders

Meets daily, weekly, or bi-weekly

Responsible for day-to-day marketing implementation and for shaping theinstitutions response to emerging challenges and opportunities

2.Crisis/Issues management team (6-12 members) Directed by the CEO with support from the chief communications officer

Includes senior institutional leadership, chief communications officer, and otherleaders as necessary in order to effectively address crises and public issues

Meets twice annually and/or as necessary to address crises and public issues

Responsible for shaping and implementing the institutions responses to crises andemerging public issues

3.Cross-functional planning group (6-8 members)

Chaired by the Brand Manager

Meets twice annually (June and December) to create an annual integrated marketingplan (June); and to update/revise the plan (December)

Includes representatives from: Admissions, Development, Alumni Affairs,Government Affairs, PR, Outreach, Communications/marketing and others directlyengaged in integrated marketing functions

4.Marketing advisory council (12-18 members)

Chaired by the Brand Manager or designee

Includes academic, administrative, staff, student, and external representatives

Meets quarterly (October, January, April, July)

Reviews and recommends annual marketing goals and requested changes to brand

architecture to senior leadership


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Planning Tools1. Annual integrated marketing plan

One-year plan that defines institution-wide marketing goals and outlines top-levelcommunications and marketing efforts for the academic year.

Directed and managed by the Brand Manager

Consensus-based development:

o Developed by Cross-Functional Planning Group

o Reviewed by Marketing Advisory Council

o Approved by CEO and senior leadership

Involves staff members and efforts in different units, including:

o Student/faculty recruitment

oDevelopment

o Research funding

o Image enhancement

o Government/Community relations

o Internal communications

o Related communications and marketing arenas

Concise outline construction:

o Based on 2 4 measurable one-year goals (outcomes) tied directly to strategiclong-term objectives

o Defined target audiences for each goal

o Each goal includes a series of strategies that addresses each of the targetaudiences involved

o Each strategy includes series of tactics that accomplish the strategy

o Only major initiatives are outlined, not day-to-day tasks

o Specific, with timeline, budget, and person responsible for each tactic

Developed in two formats:

o Text version that includes greater detail for each strategy and task

o Matrix-style version in project management software to allow day-to-day trackingand management

2. Annual media spreadsheet Year-long spreadsheet outlining media buys for the academic year

Directed and managed by the Brand Manager

Developed by a media buyer

At minimum, contains threshold reach and frequency targets for effective impressions

Supports the annual integrated marketing plan


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3. Marketing publications plan

24- to 36-month publications plan outlining production of the institutions primarymarketing and communications materials

Developed by the director of publications, approved by the Brand Manager

Used as a marketing management tool:

o Ensures all target audiences are being reached with appropriate materials

o Schedules optimum efficiency of production cycles

o Prioritizes key projects for publications unit

4. Brand architecture worksheet

Classifies each campus or major unit owned by the institution according to itsrelationship to the core brand as one of the following:

o Core brand unit

o Brand extension

o Sub-brand

o Independent brand

Consensus based development:

o Developed by the Brand Manager, with leadership direction

o Reviewed by the Marketing Advisory Council

o Approved by CEO and senior leadership

Defines strategic application of brand characteristics for each unit:

o Logo and signature

o Strategic tagline

o Color palette

o Photography style

o Design elements

o Brand drivers

5. Graphic identity style sheet

Defines the correct use of the institutions logo and signature:

o Approved colors

o Use in reverse and black and white

o Sizing guidelines

o Application guidelines


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PERPETUAL PLANNING CALENDARFirst Year

Research1. Conduct a situational analysis to identify internal challenges and external threats andopportunities.

2. Conduct an awareness and image survey to obtain baseline measurements of targetaudience awareness and perceptions of quality and performance.

Planning

1. Establish leadership, crisis, planning, and advisory groups to support marketingeffort.

2. Create a 12-month integrated marketing plan for leadership approval.

3. Create a 12-month media spreadsheet.

4. Create a 24-month marketing publications plan for leadership approval.

5. Create the brand architecture worksheet for leadership approval.Creative

1. Develop consistent applications of the brand identity for primary audiences ofthe core brand.

2. Create a consistent graphic identity for the core brand and brand extensions.

Every Year (After Year One)Planning

1. Review and update the long-range strategic plan, as appropriate.

2. Evaluate success of previous 12-month integrated marketing plan activities.

3.

Present outcomes of previous years marketing activities to President and seniorleadership.

4. Create a new 12-month integrated marketing plan (June); review and update asnecessary (December).

5. Create a 12-month media spreadsheet.

6. Review and update the brand architecture worksheet, as necessary.

7. Review and update the 24-month marketing publications plan, as necessary.

Creative

1. Update and add to the principal brand photography library.

2. Continue to build out consistent applications of the brand identity for sub-brands and independent brand, as necessary.

3. Update key messaging and proof points based on institutional brand drivers.


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Every Two YearsIn addition to the annual functions noted above, the following actions should be taken every

two years:Research1. Conduct focus groups with a target audience segment (alternate segments

annually) to test messaging resonance.

Planning

1. Create a new 24-month Marketing Publications Plan.

Creative

1. Develop additional advertising creative, as necessary.

Every Three YearsResearch

1. Conduct an awareness and image survey update to gauge incremental progress inachieving strategic objectives.

2. Conduct an environmental scan to identify emerging trends and opportunitiesand to update baseline data on marketplace trends, audience demographics,consumer needs, and competitor positioning.

3. Evaluate the brand identity with high school focus groups to validate theresonance of color palette, design elements, photographic style, and messaging.

Creative

1. Refresh major recruitment and advancement materials, evolve creative elementsand recraft copy and themes.

2. Develop new advertising campaign to launch in year four.

Every Five-Six YearsResearch

1. Conduct internal focus groups to gauge resonance of brand drivers andinstitutional tagline.

2. Conduct an awareness and image survey update to gauge incremental progress inachieving strategic objectives.

3. Conduct an environmental scan to identify emerging trends and opportunitiesand to update baseline data on marketplace trends, audience demographics,consumer needs, and competitor positioning.

4. Evaluate the brand identity with high school focus groups to validate the

resonance of color palette, design elements, photographic style, and messaging.Planning

1. Review and revise the Long-Range Strategic Plan, as appropriate.

Creative

1. Significantly evolve the brand identity so that the institutional image stays fresh andcontemporary.


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POSITIONING PLATFORMOverview

An institutional brand must be built internally before it is communicated to external audiences.Creating a brand identity implies much more than consistent use of a logo. It involves buildingstakeholder consensus around a unique Positioning Platform that articulates the position yourinstitution wants to occupy in the marketplace. Based on core values and distinctive competitiveadvantages, the Positioning Platform becomes the internal foundation for the brand. It defines asingular idea or concept that the institution would like to own in the hearts and minds of itsmost important constituencies. The Positioning Platform includes the following components:

Positioning statement

Brand promise

Brand drivers

Like the framework of a building, the positioning platform shapes and supports the institutionalidentity, but doesnt reflect its full character and personality. The brand platform will notcompletely differentiate the institution from peers and competitors. It does, however, define afundamental level of differentiation based on the brand promise and a distinctive set ofcompetitive advantages. The unique expression of the institution created by a strategic tagline,thematic language, color palette, typography, photography, voice and tone, and branded designswill complete the institutions definitive marketplace differentiation. The Positioning Platformshould remain constant over time, evolving slowly, only as the institution itself evolves. Everyfive or six years, it should be revised, if necessary, to reflect evolutionary changes in the mission,vision, and capabilities of the University.

Clarkson University Positioning StatementClarkson is a private, nationally-ranked research university with 3,000 students. We are theinstitution of choice for enterprising, high-ability scholars from diverse backgrounds who thrivein a rigorous, collaborative learning environment. In a positive, friendly and supportiveatmosphere, we span the boundaries of traditional disciplines and knowledge to pursue researchand connect students to their leadership potential in the marketplace through dynamic, real-world problem solving. For more than 100 years, our graduates have advanced rapidly in careersthat allow them to rise to societal challenges, achieve extraordinary professional success, andexert themselves in the global economy in ways that are ethical and responsible.

Clarkson University Brand PromiseSpanning boundaries

Clarkson University Brand Drivers1. Rigorous professional preparation2. Dynamic, real-world learning3. Highly collaborative community4. Teamwork that spans disciplines5. Flexibility and adaptability


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Brand Drivers, Key Messages, and Proof Points

The brand drivers represent key attributes that the institution wants to associate with its brand.When the brand drivers are combined with tangible benefits and outcomes for the audiencesegment addressed, they are transformed into dramatic key messages that are both relevant andimportant.

The brand promise and brand drivers serve two strategic functions:

1. Sustainability strong brands are built through focused, consistent messaging over time,building equity in what the institution stands for. Thus the brand platform should befounded on fundamental attributes that will not shift due to short-term changes in themarketplace. The brand platform should evolve slowly and strategically over the years,only as the institution itself evolves.

2.

Adaptability the brand promise and brand drivers must be adaptable to the all theinstitutions audiences. They must resonate with research funders, alumni, parents,influencers, and donors, as well as with prospective students and the public atlarge. They must also be applicable across all of the schools, colleges, and units of thecore brand (as applicable to fine arts as to science and engineering). The strength of thebrand comes in its ability to define a well-rounded identity that represents the entireinstitution.

While brand drivers should be used consistently throughout the organization, they do not haveto be articulated in the exact same manner every time. The idea the messages convey is moreimportant than the specific language used. Consistent use of the brand drivers will enableClarkson University to shape perceptions of quality across all audience segments.

Each driver should be supported by proof points (data, anecdotes, and examples of how andwhy the brand drivers are true). While the brand drivers should remain the same, key messagesand proof points should change depending upon the application and the audience. They are keptfresh and resonant by the communications team.

The brand drivers are used in numerous ways as the:

Foundation for key messaging for all units

Outline points for long-form brochure content

Guide for executive remarks and speeches

Attribute points to shape recruitment conversations and patter

Driving concepts behind branded photography

Basis for advertising campaigns

Underpinning for institutional fundraising and capital campaigns


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Examples

Rigorous professional preparationKey Message (viewbook):We believe education should prepare you for the way the worldactually works; that your learning experience should be grounded in practical reality. Yes, wework hard here. But at the end of the day-week-month-semester, youll have achievedsomething meaningful. Youll have a rsum with actual experience. And upon graduation,your work will take you waaaaay past the starting line.

Proof Point (viewbook): We recruit here every year, because Clarkson students know what itslike to go from the academic world to the workforce. They leave here prepared.

Dynamic, real-world learningKey Message (viewbook): Being at Clarkson is like living in a virtual version of the realprofessional world. From your first semester, youll have loads of opportunity to apply your

ingenuity and creativity, and try out the knowledge and critical thinking skills you learn alongthe way.

Proof Point (viewbook): Sophomore Megan Hazen (Business) is CEO of Ventureality, astudent-run company that is developing an underage dance club in Potsdam. Whod havethought that at nineteen, Id be running my own business? she says. Not too many othercolleges would give students this opportunity.

AttributeAttributeAttribute

Benefits,outcome

s

CoreValue

CoreValue

CoreValue

CoreValue

CoreValue

Benefits,outcome

s

Datapoints,

exam les

Datapoints,

exam les

Datapoints,

exam les

Datapoints,

exam les

Datapoints,

exam les

Datapoints,

exam les

Benefits,outcome

s

Benefits,outcomes

Benefits,outcome

s

Brand Values

Positioning Statement

BrandPromise

Brand Drivers

Key Messages

Proof Points

Brand Platform


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STRATEGIC TAGLINEOverview

A strategic tagline is an intriguing restatement of your brand promise that exudes personality. Itis used as a closer in your communications materials and media to reinforce your brand andgive depth to your messages. The tagline is included as part of the institutional signature onpublications, advertising, promotional material, and elsewhere.

Clarkson University Tagline DevelopmentThe development process included key Clarkson University marketing and faculty stakeholders,and senior marketing and creative talent from EMG. The group explored a number of conceptswith specific attention to the brand positioning, target audiences, features, and benefits. Thebrainstorming process produced more than 300 potential taglines. These were narrowed downto three taglines from which one was recommended.

The recommended tagline, along with the two other finalists, was presented to ClarksonUniversity leadership, which approved the recommended choice, Defy Convention.

At Clarkson University Defy Convention is: Challenging, personal, unconventional

Aspirational challenging administration, faculty, staff, and students to thinkoutside the box

At the heart of what Clarkson is doing with its academic curriculum

Boundary spanning

Indicative of a leadership and change-oriented position

Applicable for multiple audiences

Tagline TreatmentThe tagline is included as part of the institutional signature on publications, advertising,promotional material, and elsewhere.


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BRAND PRESENTATIONOverview

The brand presentation is the strategic verbal and visual reinforcement of an institutions brandpromise, brand drivers, and personality, which together present a well differentiated image in themarketplace. Brand presentation includes a distinctive design approach defined by the voice andtone of copy, color palette, imagery, and typography. The way these elements relate to eachother in the design, coupled with visual and written messaging that reinforces the institutionsbrand platform, form the basis of a distinctive brand presentation.

Clarkson Brand PersonalityClarkson University is:

Bold Clarkson breaks the mold. Its approach to education is multi-layered and out-of-the-box. Its thinking is different. Its big and expansive. It considers the big picture

what works in the marketplace and develops ways to bring these together in itseducational experience.

Enterprising Students are driven to successful outcomes, have a can-do attitude, andvalue professional preparation.

Focused The Clarkson community is hardworking, motivated, and willing to roll up itsshirt-sleeves.

Collaborative Teamwork is a significant value of the University and is a framework forthe educational experience.

Serious Clarkson is a campus where everyone takes their responsibilities seriously,including students. While students have fun, they are at Clarkson primarily to work and

be challenged. Personal The campus is tight-knit. Faculty is committed to individual attention for

each student. Students form lasting friendships and future professional partnerships.


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Clarkson Brand Creative ApproachClarksons personality is, bold, yet personal. Its enterprising, collaborative, and focused. The

University, its students, faculty, and staff mean business. The Clarkson brand is aboutapproaching education and learning differently; thinking more expansively. Use of color and negative space represent a bold personality, that approaches learning

differently, more expansively.

A modern and energetic color palette conveys an enterprising community with a can-doattitude.

A contemporary voice with fresh, yet personal language reinforces Clarksons personalapproach to education and its bold personality.

Unconventional typography emphasizes a bold personality that defies convention

Arresting imagery underscores the enterprising, collaborative, focused, and academically

serious nature of the individuals at Clarkson.

Arresting portraits ofClarkson teamsaccentuate anenterprising, focused,collaborativepersonality.

Arresting imagery that is

super saturated andaggressively croppedreinforce the personalnature of a Clarksoneducation.

Negative spacerepresents a boldpersonality thatapproaches learningmore expansively.

Unconventional

typography capturesa bold personality. Illustrations represent theenterprising, focused roll-up yourshirtsleeves and work aspects ofClarksons personality.


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Clarkson Brand Copy Voice and Tone

Clarksons creative voice should be personal, challenging, and outcome oriented. It should

include unusual combinations of words and present ideas in a fresh and intriguing manner thatreinforce that this is an institution that thinks differently that defies convention.Copy should be short and to the point, and filled with concrete examples of what the academicand life experiences are like at Clarkson.

Examples:

Headline Combined ingenuity. Now thats genius.

Headline Be ruled by the future or choose to rule the future.

Body copy To defy convention is not to confront. It is an individual act a mindsetcherished by thinkers, doers, dreamers, and believers who know the status quo is not allits cracked up to be. Virtually every major breakthrough in science, technology,commerce, medicine, music, art, and education was because somebody somewherebelieved in a better way.

Body copy Being at Clarkson is like living in a virtual version of the real professionalworld. From your first semester, youll have loads of opportunity to apply youringenuity and creativity, and try out the knowledge and critical thinking skills you learnalong the way. Here, you can take meaningful, post-college risks safely. You can start abusiness. Design an automobile. Work with patients. Take the Linux challenge. Consultwith companies. Develop medical diagnostics. And learn from your successes andmistakes. How 21st-Century is that?


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Clarkson Brand Color Palette

Seven colors comprise the palette of the Clarkson brand, including Clarksons school colors

PMS 3305 (dark green) and PMS 115 (yellow). The school colors are used in combination onlyfor the Universitys athletic teams. The Clarkson logo uses PMS 3305 and PMS 4515 (tagline).In addition, the dark green is used in combination with the five other colors (PMS 377, 653, 292,4515, 4705) to comprise the color palette for the core brand. This six-color palette (notincluding the school yellow) is used for the Universitys schools as well. Each school has beenassigned a dominant color from the palette. The remaining colors should be used as accents.

Color Palette Core Brand

PMS 3305 PMS 115 PMS 377 PMS 653 PMS 292 PMS 4515 PMS 4705

PMS 292

PMS 377

PMS 4515

PMS 653

PMS 377

PMS 4705


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Clarkson Brand Color Palette School of Business

Dominant Supporting


Clarkson Brand Color Palette School of Arts & Sciences

Dominant Supporting


Clarkson Brand Color Palette Wallace H. Coulter School of Engineering

Dominant Supporting



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Clarkson Brand Typography

Three font families comprised the Clarkson brand typography. The combination of an

unconventional font (Democratica) with a serif (Mrs. Eaves) and sans serif (Univers) provide anunusual mix that reinforces Clarksons bold, out-of-the-box personality.

Headlines, subheads, and page numbers Democratica Bold

Smaller point-size subheads numbers Democratica all CAPS

Body copy Univers Condensed

Body copy with emphasis Univers Condensed oblique or bold condensed oblique

Names/titles in of a group photo copy Mrs. Eaves PetiteCaps

Democratica Bold

Univers Condensedoblique or boldcondensed oblique


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UniversCondensedobliquecondensed

Mrs. Eaves PetiteCaps

UniversCondensed boldcondensed

oblique

Democratica Bold


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Clarkson Brand Photography

Photography should be used strategically to reflect the brand promise and brand personality

through images that suggest rigorous professional preparation, teamwork that crossesdisciplines, real-world learning, and a highly collaborative community. Primary photographyshould focus on dynamic teams in intriguing settings representative of the teams focus.Supporting photography should capture the student experience at the University and additionalfacets of the brand personality.

Primary Images

Primary images should consist of portraits that capture individual contribution as well as teamcohesiveness. Images should depict student teams at Clarkson in the context of their learning,working, and playing environments. Dramatic lighting and the use of a shift focus lens shouldbe used to place emphasis on specific subjects.


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Supporting Images

Supporting images should represent a variety of photographic approaches that tie together the

Clarkson educational experience:Supersaturated images: These supporting images should visually explore the places, activities,and relationships that are Clarkson.


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Iconic elements: These photos should capture the items and actions that represent theeducational experience at Clarkson University, i.e. a shot of a group of hands working on a

project; a mechanical element of an engineering project; a close up of a Palm Pilot, etc.


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Illustrations:These elements should represent the inner workings of the learning process atClarkson and should add visual cues to the programs Clarkson offers.


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Dimensions:11 x 8.5 folded, horizontal layout11" x 17" flat, 24 pagesSaddle stitchedPaper: Fox River Starwhite; Natural Smooth80lb. cover, 80lb. text.

CLARKSON COLLATERAL MATERIALSViewbook

The viewbook is the principal recruitment piece for the University. It is designed to portray therigorous, dynamic experience at Clarkson University. A horizontal presentation reinforces thatthis is a place that thinks differently.


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Dimensions:9 x 6 folded, horizontal layout9" x 12" flat, 8 pagesSaddle stitchedPaper: Fox River Starwhite; Natural Smooth80lb. cover, 80lb. text.

Recruitment Mailer

The recruitment mailer should be a teaser for prospective students. It should give just enoughinformation to entice the reader to want more. As such, it should provide a personality blastof the brand by focusing more intensely on visuals and the most important brand messages forthis target audience, rather than the entire University story.


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PosterThe poster should be used as a recruitment tool in high schools as well as a mailer to prospective

students. It should motivate students to get more information about the University. The postershould seek to spark the interest of prospective students by presenting the essence of theUniversity brand rather than all the details, for example by using an inspirational quote thatencapsulates the brand combined with eye-catching imagery.

O tion 1

Option 2

Dimension:18" x 24"Paper: Fox RiverStarwhite NaturalSmooth


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Dimensions:11" x 8.5" folded, vertical layout

11" x 17" flat, 12 pagesSaddle stitchedPaper: Fox River Starwhite; Natural Smooth80lb. cover, 80lb. text.

School ViewbookSchool viewbooks should be designed to feature the distinctive quality elements and educational

experience of each of Clarksons three schools. Each publication should strongly reinforce thestyle and tone of the core brand. As extended brands of the institution, each school should haveits own primary color (assigned from the Clarkson color palette). Other colors from the paletteshould be used to compliment the primary color. The horizontal presentation reinforces thecore brand look.


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Dimensions:3.6" x 8.5" folded, vertical layout11" x 8.5" flatTri-foldPaper: Fox River Starwhite; Natural Smooth

Short Form Brochure Vertical

This short form brochure can be used to feature additional information for various audiences,i.e. financial aid information for students, special endowment funds for potential donors, etc.


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Dimensions:9" x 6" folded, 27 x 6 fhorizontal layoutTri-foldPaper: Fox River StarwNatural Smooth

Short Form Brochure Horizontal

More substantive in length, this template offers a variation on the cover design, still utilizingnegative space, but using a screened back image covered by a color screen to add dimension tothe space. It should be used for substantive information such as campus visit, student housingoptions, overview of the Clarkson endowment, etc.


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Dimensions:9" x 6" folded, 36 x 6 flat,horizontal layoutFour-foldPaper: Fox River Starwhite;

Natural Smooth

Long Form BrochureThis eight-panel piece should be reserved for units, programs, or themes that need moresubstantive exploration. This template offers a two-color version of the variation of the design,still utilizing negative space, but using a screened back image covered by a color screen to adddimension.


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Option 1

Dimensions:

6.125" x 4.5" folded6.125" x 9" flat.Fits inside an A6 envelope.Paper: Fox River Starwhite;Natural Smooth80lb. cover

Option 3

Inside

Option 2Option 1

Note Card

The note card should offer an opportunity for personal reply and connection with audiencesimportant to the University, such as student prospects, donors, business contacts, etc. Thefollowing are three options for the note card rendered below for prospective students.

Blank


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PowerPoint Slides

PowerPoint slides should recall the branded design of the publications. The color of the titleslide should vary based on core brand or brand extension needs. Imagery should be customizedfor audience and subject matter.


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WebsiteThe Clarkson University website is built using the branded design elements from the Universitys

print advertising and collateral materials. The site is designed primarily to appeal to and addressthe information needs of Clarksons primary target audience, prospective students (see Appendix3 for Information Architecture). However, the site also serves the information needs ofaudiences such as donors, corporate partners, and others. Homepage images should refresh onevery load and feature Clarkson teams representing the Universitys variety of disciplines.Interior pages employ supporting imagery to illustrate content messages. Messaging on thehome and second levels focuses on brand drivers and is marketing oriented. Third level (andbelow) content contains some marketing language, but is generally more information and detailoriented.


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APPENDIX 1Situational Analysis Executive SummaryOver time, Clarkson University has become synonymous with high-quality engineeringeducation among audiences familiar with the University. During its long and distinguishedhistory, the Universitys considerable academic success has been driven in large part by theexcellence and reputation of its engineering programs. However, marketplace forces stronglyindicate that, in order to ensure its continuing economic health and well-being, the Universitywill need to broaden its market position to include recognized programs of excellence beyond itshistorical areas of strength.

A major marketplace factor is the uncertainty regarding sustainable growth in engineeringeducation. Some experts are predicting long-term stagnation and even declines in the demandfor engineering and science degrees, according to the Chronicle of Higher Education(Is There aScience Crisis? Maybe Not. July 7, 2004). Data shows that percentage of all college-boundstudents who enter engineering programs has declined in recent years. Meanwhile, the numberof engineering programs across the country has increased, exacerbating the competition forundergraduates, especially high-ability students.

And while some experts have suggested that engineering and science are only undergoing short-term, cyclical fluctuations, the uncertain projections for engineering and science educationindicate that the timing is appropriate for the University to undertake a strategic initiative toexpand enrollments and program offerings in business and arts and sciences.

Additionally, shifts in the way society perceives the requirements of success in life and in the

workplace are having a profound impact on student choices in engineering and scienceeducation. Employers and academicians alike have increasingly embraced the benefits of a well-rounded education that provides students with strong communication, teamwork, andinterdisciplinary skills. This societal shift, which emphasizes the superiority of a multi-disciplinary approach to education, has provided a strong competitive advantage to institutionsthat are perceived as offering a broad base of expertise in the arts, sciences, and business as wellas in engineering.

Other marketplace trends support the conclusion that the timing is right for an aggressiverepositioning effort. Both undergraduate and graduate populations in New York are projectedto increase steadily during the coming decade. However, those populations are not increasing inthe upstate region where Clarkson has historically drawn its largest percentage of students, but in

the lower Hudson Valley population centers. The University has recently begun to directrecruiting efforts in these areas and is poised for a much more concerted effort to build itsawareness and image in these critical growth areas as well as in the Northeast, and eventuallynationally.

While there is no data specifically quantifying the current public awareness and image ofClarkson University, evidence from various sources (including campus interviews, e-mail


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stakeholder input, a recent survey of high school students who had inquired at Clarkson, andstatic applications and enrollment patterns) suggests that, nationally, the University has limited

awareness levels. Anecdotal input, supported by a 2003 nationwide survey of 600 inquiring highschool students conducted by GDA Services, indicates that the further one travels fromPotsdam, the less audiences are likely to be aware of Clarkson.

Nevertheless, in upstate New York and particularly among employers, Clarkson has builtconsiderable brand equity as an engineering school. The University is well positioned toleverage that equity to grow its reputation and to expand its brand awareness to encompassother core competencies.

The shallow understanding of the Universitys quality across multiple programs is due, in part, tothe lack of a consistent University-wide brand marketing effort. While the majority of theUniversitys recruitment marketing materials reflect high quality and production value, themessages and image they convey are those of a technical, engineering-focused institution.

Additionally, the level of publication quality and effectiveness is not universal. School-levelpublications are often based on outdated generations of recruitment designs and differ in designand personality, even among themselves. Center- and department-level communications varywidely in quality, tone, style, and consistency. The website presents yet a different personality.As a result, the Universitys brand presentation does not differentiate the University in themarketplace.

Clarkson University has a central communications staff of 10.75 and another two fulltimeequivalent positions (FTE) in distributed units. The marketing unit, while very productive andprofessional, does not appear to be adequately staffed to achieve the aggressive goals theUniversity has laid out in its strategic plan.

Additionally, the institution invests approximately $1.44 million annually in its communicationsand marketing efforts. While this represents a significant investment, Clarkson is in the lowerportion of the benchmark range for what institutions of similar size invest in marketing andcommunications.

In its marketing and communication programs, Clarkson has used a traditional approachemphasizing media relations and publications as its principle communications platforms.Because content, frequency, and coverage are so unpredictable using these tactics, the impact hasbeen limited in regional and national markets. Moreover, the media relations dimension of thisapproach tends to over-emphasize local communications, since local media representatives aremore receptive to news initiatives than regional or national counterparts. Similarly, theUniversitys publications program devotes substantial resources to the production of low-impact

materials for familiar audiences, diminishing the resources available to reach new targetpopulations.

Finally, much of Clarksons communications activities are driven by short-term opportunitiesand unit-driven priorities. And while there have been ongoing efforts to establish a unifiedUniversity positioning strategy, the lack of institution-wide marketing planning has permitted awide variety of disconnected activities, messages, and brand presentations to shape the Clarksonidentity in the marketplace. Additionally, significant marketing resources are managed at the unit


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level and priorities are often driven by individual unit strategies. Such activities have divertedattention from what is most important to address to what is most immediate. The lack of an

integrated approach has restricted the impact of the Universitys overall communications andmarketing investment.

Based on its internal and external analysis, EMG makes the following recommendations toachieve the goals established by the University:1. The University should develop the internal foundation for a unique and compelling brand

identity that differentiates Clarkson University based on its core values, unique personality,and superior institutional qualities rather than on the prominence of its engineeringprograms. University leadership should create a positioning platform that synthesizes broadstakeholder input with a strategic long-range vision for the future, and the institution shouldreinforce the foundational elements of the brand in all organizational processes.

2. The University should develop creative executions of its unique brand identity that are

consistent across all media platforms and all audience segments. Materials shoulddependably portray a singular brand personality to target audiences through constantreinforcement of a limited number of key messages and the consistent application ofsignatures, design elements, typography, photography, color palette, voice, and tone.

3. The University should develop a clear and consistent brand architecture defining howClarkson Universitys schools, centers, institutes, and other units relate to the core brand andto one another. It should define a leadership position in the consumer marketplace for theUniversitys family of programs and brands.

4. The University should create and launch an integrated brand-marketing plan under thedirection of the Division of Marketing & External Relations. The plan should be auniversity-wide matrix-style effort to advance the strategic institutional priorities on an

operational basis.5. The University should focus its marketing resources on recruiting activities in the New Yorkcounties that will experience strong population growth during the coming decade. Thesecounties include Albany, New York City, Westchester, Nassau, and Rockland. TheUniversity should launch an image campaign designed to deliver Clarksons brand messagesto the target areas with enough frequency to increase awareness and improve attitudesamong high-ability undergraduate and graduate prospects. As resources allow, Clarksonshould continue to expand marketing efforts in Connecticut, New Jersey, and targeted high-potential areas of the region.

6. Clarkson University should increase its investment in institutional image marketing toimprove the reach and effectiveness of both its recruitment and fundraising activities. Totalnew dollars necessary for a more aggressive and effective marketing program are estimated

to be $412,000 in year one and $346,000 thereafter.


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APPENDIX 2Brand Architecture

Core Brand Extensions Sub Brands Identifiers

President's Office

Admission

The Counseling Center

Pipeline Programs

Student Administrative Services

Housing

Clarkson University Facilities Management

Security (Campus Safety)

Human Resources

Marketing Communications Department

Student Affairs

University Bookstore

Institutional Advancement

Departments, institutes, centers, as appropriate

Applied Mathematics & Statistics

Basic Science

Biology

Biomolecular Science

Chemistry

Computer Science

Digital Arts & Sciences

Environmental & Occupational Health

Health Sciences

History

Humanities & Social Sciences

Clarkson University School of Arts and Sciences Mathematics

Physical Therapy

Physics

Political Science

Psychology

Pre-LawScience Studies

Social Sciences, Interdisciplinary

Technical Communications


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Core Brand Extensions Sub Brands Identifiers

Business Administration (MBA)Business & Technology Management

Clarkson University School of Business Business Programs

e-Business

Financial Information & Analysis

Information Systems & Business Processes

MBA

Aeronautical Engineering

Chemical Engineering

Civil Engineering

Computer Engineering

Clarkson University School of Engineering Electrical Engineering

Engineering Science, Interdisciplinary

Engineering Studies

Environmental Engineering

Mechanical Engineering

Software Engineering, Interdisciplinary

Aret (double major in Liberal Arts and Business)

Basic Science

Engineering and Global Operations Management

Clarkson University Interdisciplinary Programs Engineering & Management

Engineering Science

Environmental Science & Engineering

Environmental Science & Policy

Information Technology

Software Engineering

University Studies

Honors Program

Minority Programs (Pipeline)

Clarkson University Other Programs Physical Therapy

Research

ROTC, Air Force

ROTC, ArmyUndecided (Exploring Options)


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Differentiated BrandsEastman Kodak Center for

Excellence in Communication

The Clarkson School

Alumni Association

Center for Advanced Materials

Clarkson University Processing (CAMP)

Center for Air Resources

Engineering and Science (CARES)

Center for Environmental Management

Center for Health Sciences

Center for Quantum Device Technology


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APPENDIX 3Web Architecture

Over time, Clarkson University has become synonymous with high-quality engineeringeducation among audiences familiar with the University. During its long and distinguishedhistory, the Universitys considerable academic success has been driven in large part by theexcellence and reputation of its engineering programs. However, marketplace forces stronglyindicate that, in order to ensure its continuing economic health and well-being, the Universitywill need to broaden its market position to include recognized programs of excellence beyond itshistorical areas of strength.


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HOMEPAGE NAVIGATION

Clarkson Homepagewww.clarkson.edu

Professional Connections

Life at Clarkson

Learning Resources

Getting Into Clarkson

Programs of Study

Golden Knights Athletics

Additional navigationthroughout site

Directories

Search

Contact Us

Site Index

Headlines & Events

The Clarkson Experience

Further functionality willbe added to thehomepage navigationthrough rollovers, whichwill allow visitors to

quickly see and jump tothe informationcontained within eachsection. For example,when they roll overResearch & Innovation,visitors will see a dropdown menu with links toresearch activities atClarkson.

Research & Innovation

Additional Homepage LinksExpressed as icons

Alumni

Parents

Apply Now

Clarkson Community

NOTE: Support Clarkson goes directly to agiving form so no additional architecture isprovided. No additional architecture isnecessary on the directories, search andcontact us pages. Site Index to be completedby Clarkson. Apply now goes directly toapplication page.The Clarkson School link directs visitors to aseparate url for the Clarkson School architecture is not included in the current scopeof work.

Additional Homepage LinksExpressed as buttons

Support Clarkson

The Clarkson School

Links to Developmentpages

LEGEND

Homepage Second Level Fifth LevelFourth LevelThird Level NotesSixth Level


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THE CLARKSON EXPERIENCE

The Clarkson Experience

Defy Convention

Visit Us

History & Facts

View On Clarkson

Institutional Research

See Getting Into Clarksonsection for additional links

Clarkson History

Quick Facts

An interactive feature that emphasizesClarksons boundary-spanningphilosophy and approach to education includes perspectives from faculty,students, alumni, and employers.Interactive elements include video (e.g.

time-lapse video of team projects or alocation on campus?), student blogs, andother visual elements integrated with keymarketing messages.

How UnconventionalAre You?

Take the Quiz

The Next Great Idea Interesting facts about people, actions,research etc. that defied convention inquiz form. Based on answers, takers aregiven a conventionality rating. This isupdated semi-annually.

The next great ideaan ongoingdiscussion area based on a defined

topic, updated monthly. These would betopics that can range from useful ideas i.e. why arent all power connectors forcell phones, laptops, etc. standardized to business challenges, to societalissues. Topics reinforce Clarksonsareas of excellence. This area wouldhave to be monitored for appropriateinput. Discussions would likely have tobe managed and jumpstarted. This isalso a great forum to get voices outsideof Clarksoni.e. CEO contacts.

High-school students could also add theideas and look for feedback from faculty.

Faculty or student moderator? Tie toClarkson Magazine?

Welcome fromPresident Collins

Areas of Excellence

AdministrativeDepartments

Student Blogs

Consider adding podcasts for downloto Ipods. Or link to campus radio statioonline feed.

Captures personality and accessibility ofthe Pres. Video message. Links tostrategic plans, Quality metrics, etc.U date eriodicall .

Possible campus mapredesign (better graphics).Interactive ability.

Add Yahoo Maps or

MapPoint for directions

List of units, contact number, andlink to de artment web a e

Webcam, time-lapse video, weather, radiostation, Inte rator

Rankings


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Programs ofStudy

School of Arts & Sciences

Honors Program Curriculum

What if Im Undecided?

[NAME OF PROGRAM]

Info

[NAME OF PROGRAMResearch Opportunities

[NAME OF PROGRAM]Where can it take me?

Sub Nav Menu of Programs

Honors Program in the Community

Honors Program Research

School of Business

Wallace H. CoulterSchool of Engineering

Each school will have asub-navigation of theprograms it offers i.e.Biology, BiomolecularScience, Chemistry, etc.Selecting the program willlead to a detailed page ofinfo about the program.

Apply Now (icon)

Links to Centers

Business Studies

Engineering Studies

Science Studies

[NAME OF PROGRAMCareer Opportunities

Apply Now

PROGRAMS OF STUDY

Honors Program Alumni

University Studies

Alphabetical Indexof Programs

Get Advice/Undecided Quiz Tool

Interdisciplinaryprograms &Businessro rams

Combine Your Passions

Honors Program Curriculum

With tool to type keyword andfind a matchin Pro ram


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Programs ofStudy

Graduate & ProfessionalStudies

ROTC

[NAME OF PROGRAM]Info

[NAME OF PROGRAM]Research Opportunities

Business

Army ROTC

Air Force ROTC

Apply Now (icon)

Arts & Sciences

PROGRAMS OF STUDY CONTD

Engineering

Health Sciences

Tuition & Expenses

[NAME OF PROGRAM] Courses

[NAME OF PROGRAM] Professor

[NAME OF PROGRAM] Summer Trai

[NAME OF PROGRAM] Request Inform

[NAME OF PROGRAM] Talk to an Adv

[NAME OF PROGRAM] Apply

Global OperationsMana ement


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Research &Innovation

Engineering & Technology

Experts

Sciences & Health

Business & Society

Projects

RESEARCH & INNOVATI N

Grants

Division of Research

Symposia, Conferences, &Papers

Research Centers

[NAME OF PROJECProject Focus

[NAME OF PROJECPartnerships & Econo

Impact

Compliance

Education & Training

Contact Us

Proposal Preparation

Areas of Excellence


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Getting IntoClarkson

High School StudentsWhen to Apply

Transfer Students

International Students

Admission RequirementsGETTING INTO CLARKSON

Visit Us

Well Come to You

Apply Now

Open Houses

Personalized Visit

Virtual Tour

Directions

Campus Map

Talk to an AdmissionCounselor

When to Apply

Transfer Requirements

Visit Us

Events Near You


Open Houses

Personalized Visit

Virtual Tour

Directions

Campus Map

Apply Now

InternationalAdmission

When to Apply

Visit Us

EducationUSA

U.S. StateDepartment


PersonalizeVisit

Virtual To

Direction

Campus M

Apply Now

Tuition, Room, & Board

Tuition, Room, & Board

Tuition, Room, &Board

Links to Graduate &Professional Studies underPrograms of Study.

Graduate Students

Early Admission

Virtual Tour Images orEntire Virtual Tour Need

to be Updated/UseVirtual Realit ?

Graduate Students

Advanced Placement

Contact Regional Alumni


Where to S

What To D

Where to Stay

What To Do

Where to Stay

What To Do

Undergraduate Students

Study Abroad


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Getting IntoClarkson

GETTING INTO CLARKSON CONTD

Financial Aid

Scholarships

Financial Aid Resources

Apply for Financial Aid

FIRST Scholarship

Project Lead the Way

New Media/TechnicalCommunications

SAE EngineeringScholarship

[SCHOLARSHIP NAMApplication

Honors at Clarkson

Apply to the HonorsProgram

Admission Requirements


About the Honors Program

Early Admission

Links to Clarkson

School Website

Parents of ProspectiveStudents

New Student Orientation

Family Weekend

Parents Association

Parents Fund



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LearningResources

LibraryJournals & Articles

Advising & Mentoring

Books & CollectionsLEARNING RESOURCES

Library Services

Staff/Contact Us

Computer Labs

Computing Requirements

Blackboard

E-mail

Student Advising

International Students

Career Opportunities

Research Assistance

E-Resources

Students of Color

Hands-on Learning

Prepare for a Job Hunt

Career Connections

1 in 12how about you?

Teaser link that leads toprofiles of successfulClarkson alumni andincludes a rotating columnfrom a featured alumn

about his/her recollectionsof Clarkson and how theexperience contributed tohis/her success.

Study Abroad

Pre-professional ProgramAdvising

Multicultural Programs

Connectivity

HEOP

CSTEP

Student Support Services

Writing Center

McNair

Vignettes about users.Examples of resources.

Faculty Advising

Technology Resources

Additional LearningOpportunities

Accessibility

Explain link betweenwireless, laptops,curriculum, and learning.

More informational. Notlive links.

Student AdministrativeServices

Emphasis on Clarksonscommitment to diversity.

Tutoring

Student Administrative

Services

Emphasize full cycle ofmentoring from life as astudent to mentoringstudents as alum.

SPEED, Honors,Business programs, etc.

Resources of a large

12,000-studentUniversity on a smallcampus. Study music,language, etc. Link tocourses. Profiles?

PeopleSoft

Peer-to-Peer Advising

First Year Advising


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Life at Clarkson

Get InvolvedSPEED Teams

Living at Clarkson

Explore the Region

Student GovernmentLIFE AT CLARKSON

Sports & Recreation

Outdoor Adventure

Apartments & Townhouses

Residence Halls

Hiking, Skiing, Kayaking

Clubs & Organizations


Lake Placid & Adirondacks

Student blogs [all of whichare found in the StudentBlog section] specific toeach topic will be featuredon appropriate pages.

Fraternities & Sororities

Professional Organizations

Theme Houses

Fraternity & Sorority Houses

What to Bring

Room & Board Costs

Where to Eat

Potsdam, NY

Campus Map

Virtual Tour

Student Services

Health Center

Counseling

Campus Safety

Upcoming EventsLinks to campus eventcalendar.

Study Abroad

Canada

Orientation

Student Activities

Internships & Co-ops

Student AdministrativeServices

Volunteering

Nearby Colleges


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ProfessionalConnections

Post YourRsum

Find an Internship

Make an Alumni Connection

PROFESSIONAL CONNECTIONS

Visit One of Our PartnerCompanies

Features student blogsabout their internshipexperiences and alumniblogs about theirprofessional experienceshould dot these pages.

Career Opportunities

Prepare for a Job Hunt

Career Connections

1 in 12how about you?

Teaser link that leads toprofiles of successfulClarkson alumni andincludes a rotating columnfrom a featured alumnabout his/her recollectionsof Clarkson and how theexperience contributed tohis/her success.

Corporate RecruitingCalendar

Meet Our Industry Partners

Email-based mentoringprogram.

For Our Corporate PartnersClarkson Research

Technology Transfer

Internships & Co-ops

Alumni Connection Corporate Recruiters

Corporate Giving

Professional Organizations

Accreditations


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PARENTS

Parents

Parents Association Parents Committee

Parents Fund

Be an Admission Mentor

Parents of ProspectiveStudents

Links to information onGetting into Clarkson page.


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Alumni

Events

Class Notes

Alumni Directory

ALUMNI

Stay Involved

Be a Mentor

Regional Chapters

Volunteer

Reunion

Stay Connected

Clarkson StuffCU Outfitters


Help Us Recruit New

Refer a Student

Alumni Admission

Host a Recruiting Event

Alumni Events Calendar

Reunion

Clarkson Magazine Online

Add a Class Note

How Do You DefyConvention?

Tell Us What Youre Up To

Event Photo Album

Golden KnightsMerchandise

Downloads

Athletics Auction

Visit Us

Contact Alumni Office

Make A Gift Online

Make A Gift

Career Center

Update Your Information

Monthly E-mail

Integrator

Links to Developmentpages

See Getting Into Clarksonsection for additional links


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Headlines &Events

Archived Stories

Clarkson History & Facts

HEADLINES & EVENTS

Main page has a newsstructure very similar toCNN.com with a featurestory and photo dominatingthe page, lead paragraphand a link for more aboutthe story. Additionally, theweeks events and any highprofile events (i.e. HillaryClinton comes to campus)are featured on the page.The page is updatedweekly.

Calendar of Events

Our Faculty Experts

Contact Us

Documents

Brand Toolkit