Brand Toolkit

CLARKSON UNIVERSITY BRAND TOOLKIT AUGUST 2005
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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
2005 Educational Marketing Group, Inc. All rights reserved. Printed in the U.S.A.
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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 Universitys 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 consensusbased 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 institutions 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 crossfunctional matrix, is directly and overtly linked to the institutions 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 institutions long-range strategic objectives. The plan should be updated annually as a collaborative planning effort involving various crossfunctional 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 institutions 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 institutions 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 institutions 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 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 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. 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.
Creative
Planning
Every Year (After Year One) 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 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. 1. Update and add to the principal brand photography library. 2. Continue to build out consistent applications of the brand identity for subbrands and independent brand, as necessary. 3. Update key messaging and proof points based on institutional brand drivers.
Creative
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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 Creative
1. Create a new 24-month Marketing Publications Plan. 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. 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.
Creative
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 Creative
1. Review and revise the Long-Range Strategic Plan, as appropriate. 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 doesnt 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 institutions 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, realworld 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 institutions 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, outcome s Data points, examples Core Value Data points, examples Core Value Benefits, outcome s Benefits, outcome s Benefits, outcomes Benefits, outcome s Data points, examples Core Value Data points, examples Core Value
Proof Points
Data points, examples Core Value Data points, examples
Brand Values
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, youll have achieved something 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 its 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, youll 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. Whod have thought that at nineteen, Id 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 institutions 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 institutions 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-ofthe-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 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 Clarksons personality is, bold, yet personal. Its 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 Clarksons 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 Clarkson teams accentuate an enterprising, focused, collaborative personality.
Negative space represents a bold personality that approaches learning more expansively.
Unconventional typography captures a bold personality.
Illustrations represent the enterprising, focused roll-up your shirtsleeves and work aspects of Clarksons 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
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 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 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 mindset cherished by thinkers, doers, dreamers, and believers who know the status quo is not all its 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, youll 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 Clarksons school colors PMS 3305 (dark green) and PMS 115 (yellow). The school colors are used in combination only for 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 (not including the school yellow) is used for the Universitys 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 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 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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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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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 Clarksons 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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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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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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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 1 Option 1
Option 2 Dimensions: 6.125" x 4.5" folded 6.125" x 9" flat. Fits inside an A6 envelope. Paper: Fox River Starwhite; Natural Smooth 80lb. cover
Option 3
Blank
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 Universitys print advertising and collateral materials. The site is designed primarily to appeal to and address the information needs of Clarksons 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 Universitys 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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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 Universitys 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 shortterm, 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 wellrounded education that provides students with strong communication, teamwork, and interdisciplinary skills. This societal shift, which emphasizes the superiority of a multidisciplinary 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 Universitys quality across multiple programs is due, in part, to the lack of a consistent University-wide brand marketing effort. While the majority of the Universitys 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 Universitys 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 Universitys 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 Clarksons 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 Universitys 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 Universitys 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 Universitys 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 Clarksons 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 highpotential 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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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 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, 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 Universitys 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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HOMEPAGE NAVIGATION
The Clarkson Experience Programs of Study Research & Innovation Getting Into Clarkson Clarkson Homepage www.clarkson.edu Learning Resources Life at Clarkson NOTE: Support Clarkson goes directly to a giving form so no additional architecture is provided. No additional architecture is necessary on the directories, search and contact us pages. Site Index to be completed by Clarkson. Apply now goes directly to application page. The Clarkson School link directs visitors to a separate url for the Clarkson School architecture is not included in the current scope of work. Professional Connections Further functionality will be added to the homepage navigation through rollovers, which will allow visitors to quickly see and jump to the information contained within each section. For example, when they roll over Research & Innovation, visitors will see a drop down menu with links to research activities at Clarkson.
Headlines & Events Golden Knights Athletics
Additional navigation throughout site

Directories Search Contact Us Site Index
Additional Homepage Links Expressed as icons

Alumni Parents Apply Now Clarkson Community
Additional Homepage Links Expressed as buttons

Support Clarkson The Clarkson School
Links to Development pages
LEGEND
Homepage Second Level Third Level Fourth Level Fifth Level Sixth Level Notes
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THE CLARKSON EXPERIENCE

Defy Convention
An interactive feature that emphasizes Clarksons 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 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 ideaan ongoing discussion area based on a defined topic, updated monthly. These would be topics that can range from useful ideas i.e. why arent all power connectors for cell phones, laptops, etc. standardized to business challenges, to societal issues. Topics reinforce Clarksons areas of excellence. This area would have to be monitored for appropriate input. Discussions would likely have to be managed and jumpstarted. This is also a great forum to get voices outside of Clarksoni.e. CEO contacts. High-school students could also add their ideas and look for feedback from faculty. Faculty or student moderator? Tie to Clarkson Magazine?
The Clarkson Experience
Areas of Excellence
Student Blogs Rankings Clarkson History History & Facts Quick Facts Institutional Research
View On Clarkson
Webcam, time-lapse video, weather, radio station, Integrator Captures personality and accessibility of the Pres. Video message. Links to strategic plans, Quality metrics, etc. Update periodically. See Getting Into Clarkson section for additional links
Consider adding podcasts for download to Ipods. Or link to campus radio station online feed.
Welcome from President Collins
Add Yahoo Maps or MapPoint for directions
Visit Us
Administrative Departments
List of units, contact number, and link to department web page
Possible campus map redesign (better graphics). Interactive ability.
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PROGRAMS OF STUDY
Links to Centers
[NAME OF PROGRAM] Courses
Sub Nav Menu of Programs School of Arts & Sciences School of Business 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 Combine Your Passions Honors Program in the Community Honors Program Alumni
[NAME OF PROGRAM] Info [NAME OF PROGRAM Research Opportunities [NAME OF PROGRAM] Where can it take me? Apply Now (icon)
[NAME OF PROGRAM] Professors
Along with faculty profiles, contains links to faculty web pages.

[NAME OF PROGRAM] Request Information [NAME OF PROGRAM] Study Abroad [NAME OF PROGRAM] Co-Op Education [NAME OF PROGRAM] Seminars & Conferences [NAME OF PROGRAM] Professional Organizations [NAME OF PROGRAM] Team Competitions [NAME OF PROGRAM] Internships [NAME OF PROGRAM] Career Possibilities
Wallace H. Coulter School of Engineering Alphabetical Index of Programs
Programs of Study
Honors Program Curriculum
Interdisciplinary programs & Business programs
What if Im Undecided?
Business Studies Get Advice/Undecided Quiz Tool Engineering Studies Science Studies University Studies
[NAME OF PROGRAM] Career Opportunities Apply Now
Throughout these links, Clarkson should seek opportunities to add color by highlighting successful alumni in this program or personal student experiences. These can be linked back to content in the Clarkson Experience or through new content in the section.
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PROGRAMS OF STUDY (CONTD)

[NAME OF PROGRAM] Courses
ROTC
Air Force ROTC Army ROTC
[NAME OF PROGRAM] Professors [NAME OF PROGRAM] Summer Training [NAME OF PROGRAM] Talk to an Advisor [NAME OF PROGRAM] Request Information [NAME OF PROGRAM] Apply [NAME OF PROGRAM] Courses
Graduate & Professional Studies Programs of Study
Arts & Sciences Business Engineering Health Sciences Global Operations Management Tuition & Expenses
[NAME OF PROGRAM] Info [NAME OF PROGRAM] Research Opportunities Apply Now (icon)
[NAME OF PROGRAM] Professors [NAME OF PROGRAM] Thesis & Dissertation [NAME OF PROGRAM] Request Information
Throughout these links, Clarkson should seek opportunities to add color by highlighting successful alumni in this program or personal student 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

Engineering & Technology Sciences & Health Grants Business & Society Symposia, Conferences, & Papers Projects Experts [NAME OF PROJECT] Project Focus [NAME OF PROJECT] Partnerships & Economic Impact
Research & Innovation
Areas of Excellence Compliance Division of Research Education & Training Proposal Preparation Contact Us
Research Centers
Advanced Placement Early Admission
Apply Now
GETTING INTO CLARKSON

High School Students
Admission Requirements When to Apply Tuition, Room, & Board
Open Houses Personalized Visit Virtual Tour Directions Campus Map Where to Stay What To Do
Virtual Tour Images or Entire Virtual Tour Need to be Updated/Use Virtual Reality?
Visit Us Well Come to You Talk to an Admission Counselor
Getting Into Clarkson Transfer Students
Contact Regional Alumni Transfer Requirements When to Apply Tuition, Room, & Board Visit Us Events Near You Talk to an Admission Counselor Contact Regional Alumni Undergraduate Students Graduate Students Study Abroad
Apply Now Open Houses Personalized Visit Virtual Tour Directions Campus Map Where to Stay What To Do
International Students
International Admission When to Apply Tuition, Room, & Board Visit Us EducationUSA U.S. State Department Talk to an Admission Counselor
Apply Now Personalized Visit Virtual Tour Directions Campus Map Where to Stay What To Do
Links to Graduate & Professional Studies under Programs of Study.
Graduate Students
CLARKSON UNIVERSITY - BRAND TOOLKIT AUGUST 2005
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GETTING INTO CLARKSON (CONTD)
Financial Aid Getting Into Clarkson Scholarships
Financial Aid Resources Apply for Financial Aid FIRST Scholarship Project Lead the Way New Media/Technical Communications SAE Engineering Scholarship
[SCHOLARSHIP NAME] Application
Honors at Clarkson
About the Honors Program Admission Requirements Apply to the Honors Program Talk to an Admission Counselor
Parents of Prospective Students
New Student Orientation Family Weekend Parents Association Parents Fund Contact Regional Alumni Links to Clarkson School Website
Early Admission
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LEARNING RESOURCES
Vignettes about users. Examples of resources.
Library
Books & Collections Journals & Articles Research Assistance Library Services
Explain link between wireless, laptops, curriculum, and learning.

Learning Resources
Staff/Contact Us Technology Resources Computing Requirements E-Resources Connectivity Computer Labs Student Administrative Services
More informational. Not live links.
Blackboard E-mail PeopleSoft Faculty Advising
Emphasize full cycle of mentoring from life as a student to mentoring students as alum.
Advising & Mentoring
Student Advising Pre-professional Program Advising Tutoring Student Administrative Services
Peer-to-Peer Advising First Year Advising
McNair HEOP CSTEP Student Support Services Writing Center
Emphasis on Clarksons commitment to diversity.
Multicultural Programs Accessibility
Students of Color International Students
SPEED, Honors, Business programs, etc.
Hands-on Learning Prepare for a Job Hunt Career Connections 1 in 12how about you?
Resources of a large 12,000-student University on a small campus. Study music, language, etc. Link to courses. Profiles?
Career Opportunities Study Abroad Additional Learning Opportunities
Teaser link that leads to profiles of successful Clarkson alumni and includes a rotating column from a featured alumn about his/her recollections of Clarkson and how the experience contributed to his/her success.
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Volunteering Student Activities
LIFE AT CLARKSON
Get Involved
Student Government SPEED Teams Clubs & Organizations Fraternities & Sororities Professional Organizations Sports & Recreation Student blogs [all of which are found in the Student Blog section] specific to each topic will be featured on appropriate pages.
Life at Clarkson Living at Clarkson
Outdoor Adventure Residence Halls Apartments & Townhouses University Bookstore Fraternity & Sorority Houses Theme Houses Study Abroad What to Bring Internships & Co-ops Where to Eat Health Center Student Services Room & Board Costs Campus Map Virtual Tour Counseling Campus Safety Student Administrative Services
Explore the Region
Potsdam, NY Hiking, Skiing, Kayaking
Orientation
Lake Placid & Adirondacks Canada
Links to campus event calendar.
Upcoming Events Nearby Colleges
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PROFESSIONAL CONNECTIONS
Prepare for a Job Hunt Career Opportunities Corporate Recruiting Calendar Professional Organizations Professional Connections Career Connections 1 in 12how about you? Teaser link that leads to profiles of successful Clarkson alumni and includes a rotating column from a featured alumn about his/her recollections of Clarkson and how the experience contributed to his/her success.
Post Your Rsum Make an Alumni Connection Meet Our Industry Partners Find an Internship Visit One of Our Partner Companies Email-based mentoring program. Features student blogs about their internship experiences and alumni blogs about their professional experience should dot these pages.
Internships & Co-ops
Technology Transfer For Our Corporate Partners Clarkson Research Corporate Recruiters Corporate Giving
Alumni Connection Accreditations
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PARENTS
Parents Association
Parents Committee
Parents Parents Fund
Be an Admission Mentor
Parents of Prospective Students
Links to information on Getting into Clarkson page.
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ALUMNI
Be a Mentor Regional Chapters Stay Involved Update Your Information Volunteer Help Us Recruit New Students Make A Gift Online Tell Us What Youre Up To
Refer a Student Alumni Admission Host a Recruiting Event
How Do You Defy Convention? 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 University Bookstore Integrator
Clarkson Stuff
CU Outfitters Golden Knights Merchandise Athletics Auction
Make A Gift
Downloads
Links to Development pages

Visit Us See Getting Into Clarkson section for additional links
Contact Alumni Office
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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 weeks events and any high profile events (i.e. Hillary Clinton comes to campus) are featured on the page. The page is updated weekly.

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CLARKSON UNIVERSITY BRAND TOOLKIT AUGUST 2005

CLARKSON UNIVERSITY BRAND TOOLKIT AUGUST 2005

CLARKSON UNIVERSITY BRAND TOOLKIT AUGUST 2005

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CLARKSON UNIVERSITY BRAND TOOLKIT AUGUST 2005

CLARKSON UNIVERSITY BRAND TOOLKIT AUGUST 2005

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PERPETUAL PLANNING CALENDAR First Year

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Every Three Years

Every Five-Six Years

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Brand Promise Brand Drivers

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Unconventional typography captures a bold personality.

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Clarkson Brand Copy Voice and Tone

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Clarkson Brand Color Palette

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Clarkson Brand Color Palette School of Business

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Clarkson Brand Color Palette Wallace H. Coulter School of Engineering

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Clarkson Brand Typography

Univers Condensed oblique or bold condensed oblique

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Mrs. Eaves PetiteCaps Univers Condensed oblique condensed

Univers Condensed bold condensed oblique

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Clarkson Brand Photography

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

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APPENDIX 2 Brand Architecture

CLARKSON UNIVERSITY BRAND TOOLKIT AUGUST 2005

Sub Brands Identifiers

Clarkson University School of Business

Clarkson University School of Engineering

Clarkson University Interdisciplinary Programs

Clarkson University Other Programs