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TABLE OF CONTENTS

BRAND TOOLKIT .................................................................................................................................. 3

BRAND DEVELOPMENT OVERVIEW................................................................................................... 4
Step One – Situational Analysis ...........................................................................................................4
Step Two – Market Positioning and Planning ...................................................................................5
Step Three – Creative Development ...................................................................................................6
Step Four – Marketing Plan Implementation and Measurement ....................................................6
INTEGRATED MARKETING STRUCTURES AND TOOLS................................................................... 8
Organizational Structures......................................................................................................................8
Planning Tools ........................................................................................................................................9
PERPETUAL PLANNING CALENDAR................................................................................................ 11
POSITIONING PLATFORM.................................................................................................................. 13
Clarkson University Positioning Statement ......................................................................................13
Clarkson University Brand Promise ..................................................................................................13
Clarkson University Brand Drivers....................................................................................................13
Brand Drivers, Key Messages, and Proof Points.............................................................................14
STRATEGIC TAGLINE......................................................................................................................... 16
BRAND PRESENTATION .................................................................................................................... 17
Clarkson Brand Personality.................................................................................................................17
Clarkson Brand Creative Approach...................................................................................................18
CLARKSON COLLATERAL MATERIALS........................................................................................... 29
Viewbook...............................................................................................................................................29
Recruitment Mailer...............................................................................................................................30
Poster......................................................................................................................................................31
School Viewbook .................................................................................................................................32
Short Form Brochure – Vertical ........................................................................................................33
Short Form Brochure – Horizontal...................................................................................................34
Long Form Brochure...........................................................................................................................35
Note Card ..............................................................................................................................................36
PowerPoint Slides.................................................................................................................................37
Website...................................................................................................................................................38
APPENDIX 1: SITUATIONAL ANALYSIS EXECUTIVE SUMMARY................................................... 39
APPENDIX 2: BRAND ARCHITECTURE WORKSHEET ................................................................... 42
APPENDIX 3: WEBSITE INFORMATION ARCHITECTURE ............................................................... 45

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CLARKSON UNIVERSITY
BRAND TOOLKIT

August 2005

The Clarkson University Brand Toolkit documents the foundational strategies, creative
components, and design specifications that comprise the University’s brand identity.

The Toolkit should become a guideline for the brand manager and internal staff members in
sustaining a unique and compelling institutional brand and communicating that brand effectively
to target audiences.

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

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BRAND DEVELOPMENT OVERVIEW

Brand 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 process
should begin again. Typically, the process occurs in approximately six year cycles, with creative
and strategic updates and revisions occurring throughout the cycle. The steps include the
following:
1. Situational Analysis – assessment of internal and external marketing environments
2. Market Positioning and Planning – creation of a positioning platform and integrated
marketing plan
3. Creative Development – creation and testing of brand campaign materials
4. Marketing Plan Implementation and Measurement – implementation of the brand
campaign and measurement of effectiveness
The first two stages in the brand-development process lay the strategic foundation upon which
the brand is based.
Brand-development elements such as the Executive Summary of the Situational Analysis and a
Brand Architecture Worksheet are included as appendices to this document.

Step One – Situational Analysis

The Situational Analysis creates a data-driven foundation for successful integrated marketing. It
provides a quantifiable basis to support critical marketing decisions. The analysis combines
original and secondary research techniques to examine existing brand parameters as well as
internal 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 Planning

Market Positioning and Planning builds the strategic foundation for the brand through a consensus-
based positioning platform that should remain constant over time. After the initial positioning
platform is established, the positioning step should be used to periodically revisit the platform
and 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, and
tactics designed to achieve the institution’s critical objectives. The essential unchanging
elements of the Positioning Platform include:
• Market Positioning Statement
• Brand Promise
• Brand Drivers
Also included in this stage is creation of an integrated marketing plan that identifies measurable
marketing goals and provides a working tactical plan to achieve them. The plan is the
collaborative product of various cross-functional units, and it coordinates efforts across the
institution to encourage integration, collaboration, and synergy. The integrated plan outlines an
overall marketing budget as well as communications tactics by audience segment, including
action 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 institution’s long-range strategic objectives.

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Step Three – Creative Development

Creative Development translates marketing strategy into how the brand looks, sounds, and feels to
audiences. It establishes a unique and compelling institutional personality that delivers the brand
promise and brand drivers effectively and motivates individuals to become engaged and
involved.
Creative development should define a sustainable creative platform – strategic tagline, thematic
language, color palette, typography, branded photography, voice and tone, branded design
elements, and consistent page layouts – to be used consistently across all media platforms,
academic units, and target audiences. This creative platform should remain essentially the same
for five to six years or more, with the minimum level of updates and evolutionary revisions
needed 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 student
prospects, adult student prospects, and influencers, for example). As a result, the creative
platform must be adaptable and flexible enough to apply to all audience segments, all units of
the core brand, and all communications platforms.
Every five to six years, the creative platform should be thoroughly reviewed, assessed, and
refreshed. The University should avoid wholesale changes in brand personality and the overall
look and feel of the brand unless changes are mandated by extenuating circumstances.

Step Four – Marketing Plan Implementation and Measurement

Marketing Plan Implementation and Measurement involves the launch and ongoing management of
the integrated marketing plan, the brand campaign, and periodic measurement of results and
effectiveness.
The integrated marketing plan coordinates efforts across the institution in order to encourage
integration, collaboration, and synergy. Advertising should be considered only a small part of
the integrated approach. Other tactics and platforms identified and employed in the plan should
include:
• 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 communications
tactics 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 in
a cross-functional matrix, should be directly and overtly linked to the institution’s long-range
strategic 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 other
units directly impacted by marketing efforts.

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INTEGRATED MARKETING STRUCTURES AND TOOLS

Organizational Structures
The following internal organizational structures are helpful in gaining stakeholder support and in
sustaining 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 as
distributed 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 the
institution’s 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 other
leaders 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 institution’s responses to crises and
emerging 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 marketing
plan (June); and to update/revise the plan (December)
• Includes representatives from: Admissions, Development, Alumni Affairs,
Government Affairs, PR, Outreach, Communications/marketing and others directly
engaged 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 Tools
1. Annual integrated marketing plan
• One-year plan that defines institution-wide marketing goals and outlines top-level
communications 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
o Development
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 strategic
long-term objectives
o Defined target audiences for each goal
o Each goal includes a series of strategies that addresses each of the target
audiences 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 tracking
and 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 institution’s primary
marketing 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 its
relationship 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 institution’s 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 CALENDAR

First Year
Research
1. Conduct a situational analysis to identify internal challenges and external threats and
opportunities.
2. Conduct an awareness and image survey to obtain baseline measurements of target
audience awareness and perceptions of quality and performance.
Planning
1. Establish leadership, crisis, planning, and advisory groups to support marketing
effort.
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 of
the 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 year’s marketing activities to President and senior
leadership.
4. Create a new 12-month integrated marketing plan (June); review and update as
necessary (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 Years

In addition to the annual functions noted above, the following actions should be taken every
two years:
Research
1. 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 Years

Research
1. Conduct an awareness and image survey update to gauge incremental progress in
achieving strategic objectives.
2. Conduct an environmental scan to identify emerging trends and opportunities
and 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 the
resonance of color palette, design elements, photographic style, and messaging.
Creative
1. Refresh major recruitment and advancement materials, evolve creative elements
and recraft copy and themes.
2. Develop new advertising campaign to launch in year four.

Every Five-Six Years

Research
1. Conduct internal focus groups to gauge resonance of brand drivers and
institutional tagline.
2. Conduct an awareness and image survey update to gauge incremental progress in
achieving strategic objectives.
3. Conduct an environmental scan to identify emerging trends and opportunities
and 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 and
contemporary.

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POSITIONING PLATFORM
Overview
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 building
stakeholder consensus around a unique “Positioning Platform” that articulates the position your
institution wants to occupy in the marketplace. Based on core values and distinctive competitive
advantages, the Positioning Platform becomes the internal foundation for the brand. It defines a
singular idea or concept that the institution would like to “own” in the hearts and minds of its
most 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 institutional
identity, but doesn’t reflect its full character and personality. The brand platform will not
completely differentiate the institution from peers and competitors. It does, however, define a
fundamental level of differentiation based on the brand promise and a distinctive set of
competitive advantages. The unique expression of the institution created by a strategic tagline,
thematic language, color palette, typography, photography, voice and tone, and branded designs
will complete the institution’s definitive marketplace differentiation. The Positioning Platform
should remain constant over time, evolving slowly, only as the institution itself evolves. Every
five 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 Statement
Clarkson is a private, nationally-ranked research university with 3,000 students. We are the
institution of choice for enterprising, high-ability scholars from diverse backgrounds who thrive
in a rigorous, collaborative learning environment. In a positive, friendly and supportive
atmosphere, we span the boundaries of traditional disciplines and knowledge to pursue research
and 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 careers
that allow them to rise to societal challenges, achieve extraordinary professional success, and
exert themselves in the global economy in ways that are ethical and responsible.
Clarkson University Brand Promise
Spanning boundaries

Clarkson University Brand Drivers

1. Rigorous professional preparation
2. Dynamic, real-world learning
3. Highly collaborative community
4. Teamwork that spans disciplines
5. 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 audience
segment addressed, they are transformed into dramatic key messages that are both relevant and
important.
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 be
founded on fundamental attributes that will not shift due to short-term changes in the
marketplace. 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 the
institution’s audiences. They must resonate with research funders, alumni, parents,
influencers, and donors, as well as with prospective students and the public at
large. They must also be applicable across all of the schools, colleges, and units of the
core brand (as applicable to fine arts as to science and engineering). The strength of the
brand comes in its ability to define a well-rounded identity that represents the entire
institution.
While brand drivers should be used consistently throughout the organization, they do not have
to be articulated in the exact same manner every time. The idea the messages convey is more
important than the specific language used. Consistent use of the brand drivers will enable
Clarkson University to shape perceptions of quality across all audience segments.
Each driver should be supported by proof points (data, anecdotes, and examples of how and
why the brand drivers are true). While the brand drivers should remain the same, key messages
and proof points should change depending upon the application and the audience. They are kept
fresh 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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Brand Platform

Brand
Promise

Brand Drivers
Attribute Attribute Attribute

Key Messages
Benefits, Benefits, Benefits, Benefits, Benefits,
outcome outcome outcome outcomes outcome
s s s s
Proof Points
Data Data Data Data Data Data
points, points, points, points, points, points,
examples examples examples examples examples examples

Brand Values
Core Core Core Core Core
Value Value Value Value Value

Positioning Statement

Examples
Rigorous professional preparation
Key Message (viewbook): We believe education should prepare you for the way the world
actually works; that your learning experience should be grounded in practical reality. Yes, we
work hard here. But at the end of the day-week-month-semester, you’ll have achieved
something meaningful. You’ll have a résumé 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 it’s
like to go from the academic world to the workforce. They leave here prepared. ”
Dynamic, real-world learning
Key Message (viewbook): Being at Clarkson is like living in a virtual version of the real
professional world. From your first semester, you’ll have loads of opportunity to apply your
ingenuity and creativity, and try out the knowledge and critical thinking skills you learn along
the way.
Proof Point (viewbook): Sophomore Megan Hazen (Business) is CEO of Ventureality, a
student-run company that is developing an underage dance club in Potsdam. “Who’d have
thought that at nineteen, I’d be running my own business?” she says. “Not too many other
colleges would give students this opportunity.”

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STRATEGIC TAGLINE
Overview
A strategic tagline is an intriguing restatement of your brand promise that exudes personality. It
is used as a “closer” in your communications materials and media to reinforce your brand and
give depth to your messages. The tagline is included as part of the institutional signature on
publications, advertising, promotional material, and elsewhere.

Clarkson University Tagline Development

The development process included key Clarkson University marketing and faculty stakeholders,
and senior marketing and creative talent from EMG. The group explored a number of concepts
with specific attention to the brand positioning, target audiences, features, and benefits. The
brainstorming process produced more than 300 potential taglines. These were narrowed down
to three taglines from which one was recommended.
The recommended tagline, along with the two other finalists, was presented to Clarkson
University 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 think
outside 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 Treatment
The tagline is included as part of the institutional signature on publications, advertising,
promotional material, and elsewhere.

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BRAND PRESENTATION
Overview
The brand presentation is the strategic verbal and visual reinforcement of an institution’s brand
promise, brand drivers, and personality, which together present a well differentiated image in the
marketplace. Brand presentation includes a distinctive design approach defined by the voice and
tone of copy, color palette, imagery, and typography. The way these elements relate to each
other in the design, coupled with visual and written messaging that reinforces the institution’s
brand platform, form the basis of a distinctive brand presentation.

Clarkson Brand Personality

Clarkson University is:
• Bold – Clarkson breaks the mold. Its approach to education is multi-layered and out-of-
the-box. Its thinking is different. It’s big and expansive. It considers the big picture –
what works in the marketplace – and develops ways to bring these together in its
educational experience.
• Enterprising – Students are driven to successful outcomes, have a can-do attitude, and
value professional preparation.
• Focused – The Clarkson community is hardworking, motivated, and willing to roll up its
shirt-sleeves.
• Collaborative – Teamwork is a significant value of the University and is a framework for
the 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 Approach

Clarkson’s personality is, bold, yet personal. It’s enterprising, collaborative, and focused. The
University, its students, faculty, and staff mean business. The Clarkson brand is about
approaching 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-do
attitude.
• A contemporary voice with fresh, yet personal language reinforces Clarkson’s personal
approach 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 of
Negative space Clarkson teams
represents a bold accentuate an
personality that enterprising, focused,
approaches learning collaborative
more expansively. personality.

Unconventional
typography captures Illustrations represent the
a bold personality. enterprising, focused roll-up your
shirtsleeves and work aspects of
Clarkson’s personality.

Arresting imagery that is

super saturated and
aggressively cropped
reinforce the personal
nature of a Clarkson
education.

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Clarkson Brand Copy Voice and Tone

Clarkson’s 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 that
reinforce 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 academic
and life experiences are like at Clarkson.

Examples:

• Headline – “Combined ingenuity. Now that’s 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 mindset
cherished by thinkers, doers, dreamers, and believers who know the status quo is not all
it’s cracked up to be. Virtually every major breakthrough in science, technology,
commerce, medicine, music, art, and education was because somebody… somewhere…
believed in a better way.”
• Body copy – “Being at Clarkson is like living in a virtual version of the real professional
world. From your first semester, you’ll have loads of opportunity to apply your
ingenuity and creativity, and try out the knowledge and critical thinking skills you learn
along the way. Here, you can take meaningful, post-college risks – safely. You can start a
business. Design an automobile. Work with patients. Take the Linux challenge. Consult
with companies. Develop medical diagnostics. And learn from your successes and
mistakes. How 21st-Century is that?”

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Clarkson Brand Color Palette

Seven colors comprise the palette of the Clarkson brand, including Clarkson’s school colors
PMS 3305 (dark green) and PMS 115 (yellow). The school colors are used in combination only
for the University’s 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 (not
including the school yellow) is used for the University’s schools as well. Each school has been
assigned 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 4515

PMS 377

PMS 292

PMS 4705

PMS 653

PMS 377

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Clarkson Brand Color Palette – School of Business

Dominant Supporting

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

Clarkson Brand Color Palette – School of Arts & Sciences

Dominant Supporting

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

Clarkson Brand Color Palette – Wallace H. Coulter School of Engineering

Dominant Supporting

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

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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 an
unusual mix that reinforces Clarkson’s 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 Condensed
oblique or bold
condensed oblique

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Democratica Bold

Mrs. Eaves PetiteCaps

Univers
Condensed
oblique
condensed

Univers
Condensed bold
condensed
oblique

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AUGUST 2005

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 crosses
disciplines, real-world learning, and a highly collaborative community. Primary photography
should focus on dynamic teams in intriguing settings representative of the teams’ focus.
Supporting photography should capture the student experience at the University and additional
facets of the brand personality.

Primary Images
Primary images should consist of portraits that capture individual contribution as well as team
cohesiveness. 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 should
be 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 the
educational 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 at
Clarkson and should add visual cues to the programs Clarkson offers.

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CLARKSON COLLATERAL MATERIALS

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

Dimensions:
11” x 8.5” folded, horizontal layout
11" x 17" flat, 24 pages
Saddle stitched
Paper: Fox River Starwhite; Natural Smooth
80lb. cover, 80lb. text.

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Recruitment Mailer
The recruitment mailer should be a teaser for prospective students. It should give just enough
information to entice the reader to want more. As such, it should provide a “personality blast”
of the brand by focusing more intensely on visuals and the most important brand messages for
this target audience, rather than the entire University story.

Dimensions:
9” x 6” folded, horizontal layout
9" x 12" flat, 8 pages
Saddle stitched
Paper: Fox River Starwhite; Natural Smooth
80lb. cover, 80lb. text.

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AUGUST 2005

Poster
The 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 poster
should seek to spark the interest of prospective students by presenting the essence of the
University brand rather than all the details, for example by using an inspirational quote that
encapsulates the brand combined with eye-catching imagery.

Option 1

Dimension:
18" x 24"
Paper: Fox River
Starwhite Natural
Smooth

Option 2

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School Viewbook
School viewbooks should be designed to feature the distinctive quality elements and educational
experience of each of Clarkson’s three schools. Each publication should strongly reinforce the
style and tone of the core brand. As extended brands of the institution, each school should have
its own primary color (assigned from the Clarkson color palette). Other colors from the palette
should be used to compliment the primary color. The horizontal presentation reinforces the
core brand look.

Dimensions:
11" x 8.5" folded, vertical layout
11" x 17" flat, 12 pages
Saddle stitched
Paper: Fox River Starwhite; Natural Smooth
80lb. cover, 80lb. text.

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AUGUST 2005

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.

Dimensions:
3.6" x 8.5" folded, vertical layout
11" x 8.5" flat
Tri-fold
Paper: Fox River Starwhite; Natural Smooth

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AUGUST 2005

Short Form Brochure – Horizontal

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

Dimensions:
9" x 6" folded, 27” x 6” flat,
horizontal layout
Tri-fold
Paper: Fox River Starwhite;
Natural Smooth

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Long Form Brochure

This eight-panel piece should be reserved for units, programs, or themes that need more
substantive 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 add
dimension.

Dimensions:
9" x 6" folded, 36” x 6” flat,
horizontal layout
Four-fold
Paper: Fox River Starwhite;
Natural Smooth

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AUGUST 2005

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

Option 11
Option Option 2 Option 3

Dimensions:
Blank 6.125" x 4.5" folded
6.125" x 9" flat.
Fits inside an A6 envelope.
Paper: Fox River Starwhite;
Natural Smooth
80lb. cover

Inside

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PowerPoint Slides
PowerPoint slides should recall the branded design of the publications. The color of the title
slide should vary based on core brand or brand extension needs. Imagery should be customized
for audience and subject matter.

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Website
The Clarkson University website is built using the branded design elements from the University’s
print advertising and collateral materials. The site is designed primarily to appeal to and address
the information needs of Clarkson’s primary target audience, prospective students (see Appendix
3 for Information Architecture). However, the site also serves the information needs of
audiences such as donors, corporate partners, and others. Homepage images should refresh on
every load and feature Clarkson teams representing the University’s variety of disciplines.
Interior pages employ supporting imagery to illustrate content messages. Messaging on the
home and second levels focuses on brand drivers and is marketing oriented. Third level (and
below) content contains some marketing language, but is generally more information and detail
oriented.

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AUGUST 2005

APPENDIX 1
Situational Analysis Executive Summary
Over time, Clarkson University has become synonymous with high-quality engineering
education among audiences familiar with the University. During its long and distinguished
history, the University’s considerable academic success has been driven in large part by the
excellence and reputation of its engineering programs. However, marketplace forces strongly
indicate that, in order to ensure its continuing economic health and well-being, the University
will need to broaden its market position to include recognized programs of excellence beyond its
historical areas of strength.
A major marketplace factor is the uncertainty regarding sustainable growth in engineering
education. Some experts are predicting long-term stagnation and even declines in the demand
for engineering and science degrees, according to the Chronicle of Higher Education (Is There a
Science Crisis? Maybe Not. July 7, 2004). Data shows that percentage of all college-bound
students who enter engineering programs has declined in recent years. Meanwhile, the number
of engineering programs across the country has increased, exacerbating the competition for
undergraduates, 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 education
indicate that the timing is appropriate for the University to undertake a strategic initiative to
expand 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 science
education. Employers and academicians alike have increasingly embraced the benefits of a well-
rounded education that provides students with strong communication, teamwork, and
interdisciplinary skills. This societal shift, which emphasizes the superiority of a multi-
disciplinary approach to education, has provided a strong competitive advantage to institutions
that are perceived as offering a broad base of expertise in the arts, sciences, and business as well
as in engineering.
Other marketplace trends support the conclusion that the timing is right for an aggressive
repositioning effort. Both undergraduate and graduate populations in New York are projected
to increase steadily during the coming decade. However, those populations are not increasing in
the 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 direct
recruiting efforts in these areas and is poised for a much more concerted effort to build its
awareness and image in these critical growth areas as well as in the Northeast, and eventually
nationally.
While there is no data specifically quantifying the current public awareness and image of
Clarkson 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, and
static applications and enrollment patterns) suggests that, nationally, the University has limited
awareness levels. Anecdotal input, supported by a 2003 nationwide survey of 600 inquiring high
school students conducted by GDA Services, indicates that the further one travels from
Potsdam, the less audiences are likely to be aware of Clarkson.
Nevertheless, in upstate New York and particularly among employers, Clarkson has built
considerable brand equity as an engineering school. The University is well positioned to
leverage that equity to grow its reputation and to expand its brand awareness to encompass
other core competencies.
The shallow understanding of the University’s quality across multiple programs is due, in part, to
the lack of a consistent University-wide brand marketing effort. While the majority of the
University’s recruitment marketing materials reflect high quality and production value, the
messages and image they convey are those of a technical, engineering-focused institution.
Additionally, the level of publication quality and effectiveness is not universal. School-level
publications are often based on outdated generations of recruitment designs and differ in design
and personality, even among themselves. Center- and department-level communications vary
widely in quality, tone, style, and consistency. The website presents yet a different personality.
As a result, the University’s brand presentation does not differentiate the University in the
marketplace.
Clarkson University has a central communications staff of 10.75 and another two fulltime
equivalent positions (FTE) in distributed units. The marketing unit, while very productive and
professional, does not appear to be adequately staffed to achieve the aggressive goals the
University has laid out in its strategic plan.
Additionally, the institution invests approximately $1.44 million annually in its communications
and marketing efforts. While this represents a significant investment, Clarkson is in the lower
portion of the benchmark range for what institutions of similar size invest in marketing and
communications.
In its marketing and communication programs, Clarkson has used a traditional approach
emphasizing media relations and publications as its principle communications platforms.
Because content, frequency, and coverage are so unpredictable using these tactics, the impact has
been limited in regional and national markets. Moreover, the media relations dimension of this
approach tends to over-emphasize local communications, since local media representatives are
more receptive to news initiatives than regional or national counterparts. Similarly, the
University’s publications program devotes substantial resources to the production of low-impact
materials for familiar audiences, diminishing the resources available to reach new target
populations.
Finally, much of Clarkson’s communications activities are driven by short-term opportunities
and unit-driven priorities. And while there have been ongoing efforts to establish a unified
University positioning strategy, the lack of institution-wide marketing planning has permitted a
wide variety of disconnected activities, messages, and brand presentations to shape the Clarkson
identity 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 diverted
attention from what is most important to address to what is most immediate. The lack of an
integrated approach has restricted the impact of the University’s overall communications and
marketing investment.
Based on its internal and external analysis, EMG makes the following recommendations to
achieve 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 engineering
programs. University leadership should create a positioning platform that synthesizes broad
stakeholder input with a strategic long-range vision for the future, and the institution should
reinforce 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 should
dependably portray a singular brand personality to target audiences through constant
reinforcement of a limited number of key messages and the consistent application of
signatures, design elements, typography, photography, color palette, voice, and tone.
3. The University should develop a clear and consistent brand architecture defining how
Clarkson University’s schools, centers, institutes, and other units relate to the core brand and
to one another. It should define a leadership position in the consumer marketplace for the
University’s family of programs and brands.
4. The University should create and launch an integrated brand-marketing plan under the
direction of the Division of Marketing & External Relations. The plan should be a
university-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 York
counties that will experience strong population growth during the coming decade. These
counties include Albany, New York City, Westchester, Nassau, and Rockland. The
University should launch an image campaign designed to deliver Clarkson’s brand messages
to the target areas with enough frequency to increase awareness and improve attitudes
among high-ability undergraduate and graduate prospects. As resources allow, Clarkson
should 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 to
improve the reach and effectiveness of both its recruitment and fundraising activities. Total
new 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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AUGUST 2005

APPENDIX 2
Brand 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-Law
Science 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
Areté (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, Army
Undecided (Exploring Options)

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Differentiated Brands
Eastman 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 3
Web Architecture
Over time, Clarkson University has become synonymous with high-quality engineering
education among audiences familiar with the University. During its long and distinguished
history, the University’s considerable academic success has been driven in large part by the
excellence and reputation of its engineering programs. However, marketplace forces strongly
indicate that, in order to ensure its continuing economic health and well-being, the University
will need to broaden its market position to include recognized programs of excellence beyond its
historical areas of strength.

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 CLARKSON UNIVERSITY – BRAND TOOLKIT 46 OF 58
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HOMEPAGE NAVIGATION

The Clarkson Experience

Programs of Study

Research & Innovation

Getting Into Clarkson Further functionality will

be added to the
Clarkson Homepage homepage navigation
www.clarkson.edu Learning Resources through rollovers, which
will allow visitors to
quickly see and jump to
Life at Clarkson the information
NOTE: Support Clarkson goes directly to a contained within each
giving form so no additional architecture is section. For example,
Professional Connections when they roll over
provided. No additional architecture is
necessary on the directories, search and Research & Innovation,
contact us pages. Site Index to be completed visitors will see a drop
by Clarkson. Apply now goes directly to Headlines & Events down menu with links to
application page. research activities at
The Clarkson School link directs visitors to a Clarkson.
separate url for the Clarkson School – Golden Knights Athletics
architecture is not included in the current scope
of work.

Additional Homepage Links

Additional navigation Expressed as icons
throughout site • Alumni
• Directories • Parents
• Search • Apply Now
• Contact Us • Clarkson Community
• Site Index
Additional Homepage Links
Expressed as buttons
Links to Development
• Support Clarkson
pages
• The Clarkson School

LEGEND
Homepage Second Level Third Level Fourth Level Fifth Level Sixth Level Notes

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THE CLARKSON EXPERIENCE
The Clarkson Experience
47 OF 58
An interactive feature that emphasizes
Clarkson’s boundary-spanning
philosophy 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 a
Defy Convention location on campus?), student blogs, and
other visual elements integrated with key
marketing messages.
Take the Quiz
How Unconventional
Are You? The Next Great Idea Interesting facts about people, actions,
research etc. that defied convention in
quiz form. Based on answers, takers are
given a “conventionality rating.” This is
updated semi-annually.
The next great idea…an ongoing
discussion area based on a defined
topic, updated monthly. These would be
topics that can range from useful ideas –
Areas of Excellence i.e. why aren’t all power connectors for
cell phones, laptops, etc. standardized –
to business challenges, to societal
issues. Topics reinforce Clarkson’s
areas of excellence. This area would
have to be monitored for appropriate
input. Discussions would likely have to
Student Blogs be managed and jumpstarted. This is
also a great forum to get voices outside
Rankings of Clarkson…i.e. CEO contacts.
High-school students could also add their
Clarkson History
ideas and look for feedback from faculty.
Faculty or student moderator? Tie to
History & Facts Quick Facts Clarkson Magazine?
Institutional Research
Consider adding “podcasts” for download
Webcam, time-lapse video, weather, radio to Ipods. Or link to campus radio station
View On Clarkson station, Integrator online feed.
Captures personality and accessibility of
the Pres. Video message. Links to
Welcome from strategic plans, Quality metrics, etc.
President Collins Update periodically.
Add Yahoo Maps or
MapPoint for directions
See Getting Into Clarkson
Visit Us section for additional links
Possible campus map
redesign (better graphics).
Administrative List of units, contact number, and Interactive ability.
Departments link to department web page
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PROGRAMS OF STUDY
School of Arts & Sciences
School of Business
Wallace H. Coulter
School of Engineering
Alphabetical Index
of Programs
Honors Program Curriculum
Programs of
Study
Combine Your Passions
Interdisciplinary What if I’m Undecided?
programs &
Business
programs
Get Advice/Undecided Quiz Tool
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Links to Centers
Sub Nav Menu of Programs
Each school will have a
sub-navigation of the
programs it offers – i.e.
Biology, Biomolecular
Science, Chemistry, etc.
Selecting the program will
lead to a detailed page of
info about the program.
With tool to type keyword and
find a matching Program
Honors Program Curriculum
Honors Program Research
Honors Program in the Community
Honors Program Alumni
Business Studies
Engineering Studies
Science Studies
University Studies
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[NAME OF PROGRAM] Courses
[NAME OF PROGRAM]
[NAME OF PROGRAM] Professors
Info
Along with faculty profiles, contains
[NAME OF PROGRAM links to faculty web pages.
Research Opportunities
[NAME OF PROGRAM] Request Information
[NAME OF PROGRAM]
Where can it take me? [NAME OF PROGRAM] Study Abroad
[NAME OF PROGRAM] Co-Op Education
Apply Now (icon)
[NAME OF PROGRAM] Seminars & Conferences
[NAME OF PROGRAM] Professional Organizations
[NAME OF PROGRAM] Team Competitions
[NAME OF PROGRAM] Internships
[NAME OF PROGRAM] Career Possibilities
Throughout these links,
Clarkson should seek
[NAME OF PROGRAM]
Career Opportunities opportunities to add color by
highlighting successful
alumni in this program or
Apply Now personal student
experiences. These can be
linked back to content in the
Clarkson Experience or
through new content in the
section.
 CLARKSON UNIVERSITY – BRAND TOOLKIT 49 OF 58
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PROGRAMS OF STUDY (CONT’D)

[NAME OF PROGRAM] Courses
Air Force ROTC
[NAME OF PROGRAM] Professors
ROTC
[NAME OF PROGRAM] Summer Training
Army ROTC
[NAME OF PROGRAM] Talk to an Advisor

[NAME OF PROGRAM] Request Information

[NAME OF PROGRAM] Apply

[NAME OF PROGRAM] Courses

[NAME OF PROGRAM] [NAME OF PROGRAM] Professors

Arts & Sciences Info
Graduate & Professional [NAME OF PROGRAM] Thesis & Dissertation
Studies Business [NAME OF PROGRAM]
Programs of [NAME OF PROGRAM] Request Information
Research Opportunities
Study Engineering
Apply Now (icon)
Health Sciences Throughout these links,
Clarkson should seek
opportunities to add color by
Global Operations highlighting successful
Management alumni in this program or
personal student
Tuition & Expenses experiences. These can be
linked back to content in the
Clarkson Experience or
through new content in the
section.

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RESEARCH & INNOVATION

[NAME OF PROJECT]
Project Focus
Projects
Engineering & Technology
[NAME OF PROJECT]
Experts Partnerships & Economic
Sciences & Health Impact
Grants

Business & Society Symposia, Conferences, &

Papers

Research & Areas of Excellence

Innovation
Compliance
Division of Research
Education & Training

Proposal Preparation
Research Centers
Contact Us

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 CLARKSON UNIVERSITY – BRAND TOOLKIT
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Advanced Placement
Apply Now
Early Admission
GETTING INTO CLARKSON
Admission Requirements
Open Houses
High School Students When to Apply
Personalized Visit
Tuition, Room, & Board
Virtual Tour
Virtual Tour Images or Visit Us
Entire Virtual Tour Need Directions
to be Updated/Use We’ll Come to You
Virtual Reality? Campus Map
Talk to an Admission
Counselor Where to Stay

Getting Into What To Do

Contact Regional Alumni
Clarkson

Transfer Students Transfer Requirements Apply Now

When to Apply Open Houses

Tuition, Room, & Board Personalized Visit

Visit Us Virtual Tour

Events Near You Directions

Talk to an Admission Campus Map

Counselor
Where to Stay
Contact Regional Alumni
What To Do
Undergraduate Students
International Students International Apply Now
Admission
Graduate Students
When to Apply Personalized
Study Abroad
Visit
Tuition, Room, &
Board Virtual Tour
Links to Graduate &
Professional Studies under Visit Us Directions
Programs of Study.
EducationUSA Campus Map
U.S. State
Department
Where to Stay
Talk to an Admission
What To Do
Graduate Students Counselor

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GETTING INTO CLARKSON (CONT’D)

Financial Aid Resources

Financial Aid
Apply for Financial Aid
Getting Into
Clarkson
FIRST Scholarship
Scholarships
Project Lead the Way
[SCHOLARSHIP NAME]
Application
New Media/Technical
Communications

SAE Engineering
Scholarship

About the Honors Program

Honors at Clarkson

Admission Requirements

Apply to the Honors

Program

Talk to an Admission
Counselor

New Student Orientation

Parents of Prospective
Students
Family Weekend

Parents Association

Parents Fund

Contact Regional Alumni

Links to Clarkson
Early Admission School Website

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 CLARKSON UNIVERSITY - BRAND TOOLKIT
AUGUST 2005
LEARNING RESOURCES
Vignettes about users.
Examples of resources.
Explain link between
wireless, laptops,
curriculum, and learning.
Learning
Resources
Emphasize full cycle of
mentoring from life as a
student to mentoring
students as alum.
Emphasis on Clarkson’s
commitment to diversity.
SPEED, Honors,
Business programs, etc.
Resources of a large
12,000-student
University on a small
campus. Study music,
language, etc. Link to
courses. Profiles?
P A G E 53 O F 5 8
Books & Collections
Journals & Articles
Library
Research Assistance
Library Services
Staff/Contact Us
More informational. Not
Technology Resources “live” links.
Computing Requirements
E-Resources
Blackboard
Connectivity
E-mail
Computer Labs
Student Administrative PeopleSoft
Services
Faculty Advising
Advising & Mentoring Student Advising
Peer-to-Peer Advising
Pre-professional Program
First Year Advising
Advising
Tutoring
McNair
Student Administrative HEOP
Services
CSTEP
Multicultural Programs
Students of Color Student Support Services
International Students Writing Center
Accessibility
Hands-on Learning
Teaser link that leads to
profiles of successful
Clarkson alumni and
Prepare for a Job Hunt
Career Opportunities includes a rotating “column”
from a featured alumn
Career Connections about his/her recollections
Study Abroad of Clarkson and how the
experience contributed to
his/her success.
1 in 12…how about you?
Additional Learning
Opportunities
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 CLARKSON UNIVERSITY - BRAND TOOLKIT P A G E 54 O F 5 8
AUGUST 2005

Volunteering

Student Activities

LIFE AT CLARKSON Student Government

SPEED Teams
Get Involved
Clubs & Organizations
Fraternities & Sororities
Professional Organizations
Student blogs [all of which
are found in the Student
Blog section] specific to
each topic will be featured
on appropriate pages.

Sports & Recreation

Outdoor Adventure
Life at Clarkson

Residence Halls
Living at Clarkson
Apartments & Townhouses

University Bookstore

Fraternity & Sorority Houses

Theme Houses
Study Abroad
What to Bring

Where to Eat
Internships & Co-ops
Health Center
Student Services
Counseling

Room & Board Costs

Campus Safety

Campus Map
Student Administrative
Services
Virtual Tour

Explore the Region Potsdam, NY

Hiking, Skiing, Kayaking…

Orientation
Lake Placid & Adirondacks

Canada
Links to campus event Upcoming Events
calendar. Nearby Colleges

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 CLARKSON UNIVERSITY - BRAND TOOLKIT P A G E 55 O F 5 8
AUGUST 2005

PROFESSIONAL CONNECTIONS

Prepare for a Job Hunt

Teaser link that leads to
Career Opportunities profiles of successful
Career Connections
Clarkson alumni and
Corporate Recruiting includes a rotating “column”
Calendar 1 in 12…how about you? from a featured alumn
about his/her recollections
of Clarkson and how the
Professional Organizations experience contributed to
his/her success.
Professional
Connections

Post Your Résumé

Email-based mentoring
Make an Alumni Connection program.

Meet Our Industry Partners Find an Internship

Features student blogs
Visit One of Our Partner about their internship
Companies experiences and alumni
Internships & Co-ops blogs about their
professional experience
should dot these pages.
Technology Transfer
For Our Corporate Partners
Clarkson Research

Alumni Connection Corporate Recruiters

Accreditations Corporate Giving

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 CLARKSON UNIVERSITY - BRAND TOOLKIT P A G E 56 O F 5 8
AUGUST 2005

PARENTS

Parents Association Parents Committee

Parents
Parents Fund

Be an Admission Mentor

Links to information on
Parents of Prospective Getting into Clarkson page.
Students

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 CLARKSON UNIVERSITY - BRAND TOOLKIT P A G E 57 O F 5 8
AUGUST 2005

Be a Mentor
ALUMNI
Regional Chapters

Stay Involved Volunteer

Refer a Student

Update Your Information Help Us Recruit New Alumni Admission

Students
Host a Recruiting Event
How Do You Defy Make A Gift Online
Convention?

Tell Us What You’re Up To

Alumni
Reunion
Alumni Events Calendar

Event Photo Album Add a Class Note

Events
Reunion

Alumni Directory
Stay Connected
Class Notes

Clarkson Magazine Online

Career Center Monthly E-mail

Integrator
University Bookstore
Clarkson Stuff
CU Outfitters

Golden Knights
Athletics Auction
Merchandise
Make A Gift
Downloads
Links to Development
pages
See Getting Into Clarkson
Visit Us section for additional links

Contact Alumni Office

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 CLARKSON UNIVERSITY - BRAND TOOLKIT P A G E 58 O F 5 8
AUGUST 2005

HEADLINES & EVENTS

Archived Stories

Calendar of Events

Our Faculty Experts

Clarkson History & Facts

Contact Us
Headlines &
Events

Main page has a news

structure very similar to
CNN.com with a feature
story and photo dominating
the page, lead paragraph
and a link for more about
the story. Additionally, the
week’s events and any high
profile events (i.e. Hillary
Clinton comes to campus)
are featured on the page.
The page is updated
weekly.

© 2005 Educational Marketing Group, Inc.

All rights reserved. Printed in the U.S.A.