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									     XCOLLEGEX
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Market Assessment
    Proposal
    MONTH YEAR




              PREPARED BY:

           CLARUS CORPORATION

           212 Box Butte Avenue
            Alliance, NE 69301
                308.762.2565
                308.762.2836
        www.claruscorporation.com
Market Assessment Proposal For XCOLLEGEX


Table Of Contents
OUR EXPERIENCE AND QUALIFICATIONS ................................................ 1
    Our Company Introduction ....................................................................................................................................... 2
    Our Project Team Members....................................................................................................................................... 3
    Our References .............................................................................................................................................................. 8
    Additional References ................................................................................................................................................10

OUR APPROACH TO THE PROJECT ............................................................. 12
Our Approach For XCOLLEGEX ......................................................................................................................14
College Collaboration.......................................................................................................................................................15
    Campus Visit ................................................................................................................................................................15
    Project Management Group .....................................................................................................................................16
    Strategy Development................................................................................................................................................16
    Brand Platform ............................................................................................................................................................17
Community College Market Scan ................................................................................................................................19
    Market Segment Profiles............................................................................................................................................19
    Market Area Analysis..................................................................................................................................................20
    Review Of College Information ..............................................................................................................................20
    Evaluation Of Marketing Materials And Web Site For Key Market Segments ............................................21
External Research: Target Markets ..........................................................................................................................22
    Customer Response Scan ..........................................................................................................................................24
    Non-Enrolling Applicant Scan.................................................................................................................................26
    Student Scan .................................................................................................................................................................27
    High School Scan ........................................................................................................................................................28
    Guidance Counselor Scan .........................................................................................................................................29
    Community Scan .........................................................................................................................................................30
    Working Adult Scan ...................................................................................................................................................30
    Workforce Development Scan.................................................................................................................................32
    Non-Returning Student Scan ...................................................................................................................................34
College Responsibilities ....................................................................................................................................................36

PROJECT SCHEDULE ........................................................................................ 39

PROJECT BUDGET ............................................................................................. 41

Appendices .........................................................................................................................................................................43
    Appendix A. Our Code of Conduct ................................................................................................................... A-1
    Appendix B. Project Team Leader Resume ....................................................................................................... B-1
    Appendix C. Community College Clients........................................................................................................... C-1
    Appendix D. Community College Week Report ..............................................................................................D-1
    Appendix E. Samples .............................................................................................................................................. E-1



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                                           XCOLLEGEX

                      Our Experience And
                        Qualifications




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Our Company Introduction
At CLARUS Corporation, we‘ve been helping community colleges increase enrollment and define their
market opportunities for more than two decades.
     We are effective because we are marketing research professionals.
       We are efficient because we specialize in community colleges.
       We are successful because we get results for our college clients.

That combination makes us unique in our ability to understand your needs and to customize solutions to
meet them. In planning for the future, a college must understand the needs of the constituents in their service
area, be able to assess how well the College is meeting those needs, and be able to provide the right mix of
programs and services to meet those needs at the right times. Then the College must create the right mix of
communications to inform the market of the programs and services. Through our marketing services, we can
assist a college in defining its specific market opportunities, developing concrete strategies for optimizing its
potential among those markets and communicating the messages to resonate with the markets in a college‘s
service area.

The first marketing firm to focus exclusively on the community college market, CLARUS Corporation,
founded in October 1988, is celebrating 22 years of working on community college enrollment and marketing
plans. Working with more than 150 community colleges in more than two decades, CLARUS Corporation is
the leader in marketing for community colleges. Many of those colleges have been repeat clients of CLARUS
Corporation, updating research projects and calling again for assistance when market conditions change.
That is the proof of success – when clients continue to use a firm to provide assistance in strategy
development. CLARUS Corporation was created to provide marketing research and marketing planning
services to community colleges. CLARUS Corporation now has a national reputation for providing high-
quality research and planning services to community colleges across the country. Colleges get results
from the assistance provided by CLARUS.

We have worked with colleges in urban environments with multiple campuses, such as the Community
College of Philadelphia, Cuyahoga Community College (OH), Chabot-Las Positas Community College District
(CA), and Pima County Community College District (AZ), as well as state systems in Colorado and West
Virginia. We have also worked with very small, rural, single-campus institutions such as Cumberland County
College (NJ), Allen County Community College (KS), and Western Wyoming Community College in Rock
Springs, WY. Although each of these colleges was facing some of the same issues, the unique characteristics of
the market areas for the individual college drove different solutions for each college. Through our work across
the country, we are able to bring the best practices to our consulting projects when assisting a college.

The foundation for any successful brand is to first complete a market assessment to define current market
position – what are the markets‘ needs and how well is the College serving those needs. Without that
information, any detailed marketing plan, any marketing communications or brand positioning will be
meaningless.

We work with you to achieve results and success. We measure our success by how well our clients reach their
goals (as noted in Our Code of Conduct in Appendix A). Our primary goal is to provide a working plan that
not only can be implemented, but also is flexible enough to change as market conditions change. The results
ensure that the brand position becomes an integral component to communicate the College‘s long-range
strategic plan, providing a firm foundation for strategic programming decisions, College positioning, and
success.




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Our Project Team Members
For every project we undertake, we assign a team to work with you with skills specific to your unique needs.
Our team is composed of senior professional staff (primary consultants and project team leader), technical
staff, and field staff. Now we would like to introduce you to our project team members.

                      Kathi J. Swanson, Ph.D.
                     President
                     As President of CLARUS Corporation, Kathi is one of the Primary Consultants
                     responsible for the strategic visioning and interpretation of the data collected through
                     the market assessment process. Kathi will be on-site at XCOLLEGEX and will work
                     directly with members of the President‘s Cabinet and the Project Management Group.
                     With a Doctorate in Marketing from Texas A&M University, Kathi brings fine-tuned
information-gathering skills to the project team as well as a wealth of information regarding best practices for
community colleges across the country.

Kathi has worked with educational institutions from the classroom to the boardroom. She started her career
as a professor of Marketing at a state college. She started CLARUS Corporation in 1988 after working in
research in the private sector of health care. Kathi‘s background in education and research led her to narrow
the scope of CLARUS Corporation to working with community college clients. Kathi has had experience
administratively in education as well by serving a six-year term on the Nebraska State College Board of
Trustees, from 1991 to 1996, and serving as chair from 1994 to 1995. To keep her teaching skills current, Kathi
teaches the capstone marketing strategy course at Chadron State College as an adjunct professor.

Kathi has also worked with more than 150 community colleges in the past 22 years. She understands how
community colleges operate and the way the colleges function. She has been a popular speaker nationally for
the last 10 years at the annual conferences for American Association of Community Colleges (AACC),
Association of California Community College Administrators (ACCCA), the League for Innovation, National
Council for Public Relations and Marketing (NCMPR) and other state and regional community college
conferences. Kathi recently presented a well-attended session at the national AACC Conference in Seattle,
WA, entitled ――The Use And Needs Of Technology Among Community College Students: Exploring Mobile
Technology‖. A detailed resume is presented in Appendix B.



                           Thomas Schick
                           Student Services Specialist
                           Tom recently retired as Vice President of Enrollment Management from Cuyahoga
                           Community College after thirty-five years of work experiences. He held numerous
                           positions at the College and within student affairs including Interim Campus
                           President, Dean of Student Affairs, Director of Counseling, Director of Admissions
                           & Records and Counseling, Director of the Career Planning and Placement Center,
                           and Assistant Director of Financial Aid and Job Placement.

As Vice President of Enrollment Management, Tom was responsible for directing all phases of enrollment
management including recruitment, admissions, registration, academic records, and retention. In addition,
Tom either lead or assisted in the implementation of every technology application implemented to assist
students at the College since 1979.

Tom received the Cuyahoga Community College President‘s Award in 2008 and in 2007, as well as the
Professional Excellence Award in 2003. He has been a conference presenter on student services and



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technology. Tom received an M.Ed. in Student Personnel Services in Higher Education in 1974 from Kent
State University and a B.S. in Education in 1972 from Kent State University.


                   Kelli Horst, APR
                   Branding Specialist
                   Kelli has more than 15 years of success managing the relationships between
                   organizations and their audiences, with special experience in improving organizational
                   processes and navigating complex bureaucracies in higher education. She is the former
                   Director of Communications at Texas Christian University in Fort Worth, Texas. During
                   her tenure at TCU, she served as a key member of the university‘s marketing management
                   team.

Kelli conducts operational audits, facilitates brand development, develops brand and positioning plans, and
writes Admissions materials for institutions of higher education. She has worked with community colleges,
private, liberal arts colleges, and public and urban research universities. Prior to TCU, Kelli worked in agency
public relations for a decade in Fort Worth and Houston. She earned her B.B.A. in Marketing from the
University of Houston.



                   Kristen Simpson Creighton
                   Branding Specialist
                   Kristen is a writer, editor, and brand consultant. She was previously the Creative
                   Director for Carnegie Communications, a national higher-education marketing and
                   branding firm. Kristen managed the firm‘s creative work, including supervising both staff
                   and freelance writers and designers, and also maintained her own portfolio of client work,
                   including conducting brand analyses, developing messaging, and writing marketing and
                   communications materials to support the recruitment efforts of colleges and universities.
Her work with Carnegie has won awards from the Admissions Marketing Report annual awards program.
Kristen also has professional experience in magazine publishing.

Prior to her position at Carnegie, she was a senior editor at Child magazine – a national, upscale parenting
magazine based in New York City – and executive editor of Currents magazine at the Council for
Advancement and Support of Education (CASE). During Kristen's tenure at Currents, the magazine won
several industry awards including the Association of Educational Publishers‘ Golden Lamp Award, the most
prestigious award within the field of educational publishing.

She received her Bachelor‘s degree in Communication from James Madison University and her Master‘s
degree from the Medill School of Journalism at Northwestern University.


                    Francesca Davis
                   Project Manager
                   Francesca holds a Bachelor of Arts degree in Business Administration with a minor in
                   Mathematics and Psychology from the University of Nebraska – Lincoln. Once the project
                   is underway, she becomes the primary communication link between the client and the
                   staff of CLARUS Corporation. Her primary responsibilities include developing the
                   databases, troubleshooting any problems, analyzing the data, and setting up and
                   completing the final reports. Fran also works with the client‘s Institutional Researcher to
                   collect and then analyze the internal data obtained for the evaluation of the market
segments for the College. She is responsible for coordinating the project in order to meet deadlines. This

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includes ensuring the timely completion of the surveys and supervising the final proofing, and development
of final reports. As a member of the local school board, Fran is very involved in the educational process and
identifies with the needs of students and parents alike. Fran has been with CLARUS Corporation since 1998.


                     Sarah Pauley
                     Project Associate
                     Sarah holds a Bachelor of Arts degree in English from Chadron State College. She
                     assists the Project Manager in most phases of the project, including formatting and
                     proofreading final reports, inputting data obtained for the evaluation of the College‘s
                     market segments, and obtaining and formatting occupational forecasts for Workforce
                     Development Scans. Sarah is also responsible for scheduling and coordinating the
                     Customer Response Scan calls and web site requests. Sarah has experience in education
                     as an instructor for Adult Basic Education.


                  Cathy Razo
                    Director of Interviewing
                    Cathy started with CLARUS Corporation in 2005 as an interviewer and moved into the
                    Director's position in 2006, successfully leading the computerization of our existing
                    interviewing staff. Cathy has experience in all phases of interviewing – from personal and
                    telephone interviews with community members to business interviews with busy
                    corporate executives and doctors. Cathy conducts the pretest and supervises the
interviewers as the calls are made, for both the day and evening interviewing shifts. Cathy oversees computer
data entry of all the surveys as they are completed. Cathy has experience in education as a paraeducator and
has been involved with the local school system for over 30 years.

NAME
ClassTracks Coordinator
NAME holds a XX degree in XX from XX. NAME is the ClassTracks software coordinator whose main
responsibility is to support the clients who purchase the ClassTracks scheduling software. Utilizing XXX fine-
tuned computer skills, XXX works very closely with the colleges‘ MIS and IT departments and programmers
to ensure the validity of the data extracted from the colleges and used to populate the software to reduce
errors and ensure data reliability. NAME has also been working very closely with the software programmers
on the revised version of the ClassTracks software.



                   Glen Lussetto, MBA
                   ClassTracks Coordinator
                   Glen holds a Master‘s of Business Administration degree from Chadron State College. As
                   a former marketing director of a multi-campus community college, Glen understands the
                   needs of scheduling decision systems and knows how valuable effective processes can be.
                   As the ClassTracks Coordinator, Glen ensures ClassTracks is everything our clients need it
                   to be. He also uses his experience and client input to guide program development and
                   updates. Once the client has joined the ClassTracks family, Glen ensures data integrity,
                   works with data systems to ensure compatibility, and focuses on the needs of the end
users. As technology continues to improve, Glen guides further development of ClassTracks to meet the
needs of tomorrow‘s students.

Marina Girard, Multicultural Specialist, holds a Bachelor of Science degree in Medical Technology and
serves as a Spanish-English Medical Interpreter/ Translator for Box Butte General Hospital in Alliance, NE.

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She has had extensive training in cross-cultural medical interpreting and is a member of the Nebraska
Association for Translators and Interpreters. This provides Marina with the expertise to translate any of our
surveys from English to Spanish. She takes extra care and works to translate each survey to ensure that intent
and meaning are consistent between English and Spanish-speaking households. Besides translation, Marina
serves as one of our bilingual interviewers, conducting surveys and doing secret shopping interviews in both
English and Spanish. She recently successfully completed a secret shopping study of Hispanic students on-
site at a large Midwestern College.

Elaine Bleisch, Project Editor, holds a Master of Arts degree in English from Colorado State University
and a BA in English from the University of Nebraska – Lincoln. She is responsible for the proofreading of our
tabular results, final reports, and other written materials developed by our office and sent to our clients.
Elaine checks and edits our products not only for consistency of format and style, but accuracy and clarity of
information. Elaine has experience working in the newspaper industry, as well as with non-profit
organizations.

Helen Bacon, Bookkeeper, is responsible for fiscal and operational controls at CLARUS Corporation.
Once a project has been awarded to CLARUS Corporation and a contract signed, Helen maintains the
invoices, records the project costs, and monitors the budget. Helen is the key contact for any issues involving
the billing, compliance, and insurance for the College.

Our Interviewing Staff consists of 20 in-house
people. They are trained by CLARUS Corporation to
ensure quality of the data collected. Many of the
interviewers who work for CLARUS Corporation
started when we moved into our facility in Alliance
in 1993. One group of interviewers primarily works
days and conducts interviews with businesses and
the other group of interviewers works evenings and
conducts interviews with community members.




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Our References
Why choose CLARUS Corporation over another firm to conduct your market assessment? Because CLARUS
Corporation provides results — we understand you so well by the end of a project that we are able to make
recommendations that can be implemented and that work. Our ultimate goal for a college is to see
measurable results a year or two after we complete a project for them. By developing the appropriate baseline
measures, collecting data, interpreting the data, and then making sound recommendations that the College
can implement, the College sees results.

We have been helping community colleges nationwide to improve their own institutional development by
assisting them in conducting assessments that lead to actionable plans. We believe the best recommendation
is from the colleges with whom we have worked. The colleges we have highlighted below found themselves in
much the same situation as XCollegeX – in a very competitive environment with a need to define their
markets to enable them to successfully position themselves for the future and to continue to generate
enrollments with their current and potential markets. These projects typify of results that can be seen when
we work with a college.

The most important items to take away from these examples is that our group has the strategic and creative
skills needed to execute meaningful work for you. Our executions are guided by specific strategy and media
recommendations designed to reach specifically-identified target groups. In order for each of these programs
to be successful, our staff developed detailed work plans with clear guidelines and timelines for completion.
Our plans included detailed budgets and organizational recommendations. More important, these programs
were part of comprehensive marketing communications programs designed to improve brand awareness,
increase positive perception and drive students to each of these colleges.

In Appendix C, you will find a summary list of the community college clients across the country with which
we have worked. Please feel free to contact any of our clients.

Nassau Community College interviewed several local and national firms to assist them in defining their
market segments and to clearly define the brand position for the College. CLARUS Corporation was chosen to
conduct a complete market assessment to provide measurements of the current perceptions of the market,
ways to increase market share, and the brand positioning for the College. A major issue for the College was a
perceived ―second class‖ status. With a very diverse service area – from inner city slums a few blocks from the
campus to one of the richest areas in New York (Long Island) – there was a need to elevate the image and
credibility among the residents in the service areas. Marketing recommendations were made and then the
account director (Rod Zuch) implemented the creative concepts needed to move the College forward and
redirect their market positioning.

The direction for the campaign was to re-position Nassau Community College as a ‗real choice‘ for students;
particularly those who wanted to succeed and take control of their future. This resonated in the initial
analysis of the college‘s core market and also appealed to the parent influencers and high school guidance
counselors. The campaign featured confident, upbeat students who were happy with their ‗choice‘ of Nassau
Community College. The first television spot was developed with quick cuts and original music, which tested
very high with the targets. The media plan included local television, radio, print, electronic and social media,
mall signage, movie screen ads, special event sponsorships, and outdoor/mobile billboards. The second
phase of the campaign focused on successful distinguished young alumni who told in their own words how
Nassau Community College contributed to their future success. After the first year of the campaign, the
College more than doubled its marketing budget to over $900,000 to support the campaign for the following
year. Samples of the print materials are presented below. Please see the CD enclosed for the radio
commercials. The television spots can be downloaded from http://216.75.121.170/SouthsideVirginiaCC.




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Phase I:                                           Phase II:




For a reference, please contact:
        Mr. Reginald Tuggle
        Associate Vice-President College/ Community Relations
        reginald.tuggle@ncc.edu
        Nassau Community College
        Garden City, NY
        516.572.7250
        516.572.0608 fax
        Client Since: 2007

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Surry Community College requested the assistance of a firm to help define a brand position for the
College. Marketing had been based on public relations for a number of years and the College was trying to
transition to a better market position for the anticipated growth in their service area. The target markets that
were currently using the College were identified and marketing strategies were suggested to better enhance
communication with their markets. Internal corrective measures were recommended to ensure that the
College presents a consistent brand externally. A new marketing director was hired and changes were made.
As one can see from the before and after photographs, the improvements in brand presentation were
successful.

Before CLARUS Corporation‘s study, the College did not have a consistent logo and look and was using the
seal as a logo interspersed with various typestyles for the College name.




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After the assessment, a new marketing director was hired and developed a new look based on the
recommendations from CLARUS Corporation.




For a reference, please contact:
        Karen Fullerton
        Director of Marketing & PIO
        fullerk@surry.edu
        Surry Community College
        Dobson, NC
        336.386.3444
        336.386.8951 fax
        Client Since: 2006

OR

Surry Community College requested the assistance of a firm to help define a brand position for the
College. Marketing had been based on public relations for a number of years and the College was trying to
transition to a better market position for the anticipated growth in their service area. The target markets that
were currently using the College were identified and marketing strategies were suggested to better enhance

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communication with their markets. Internal corrective measures were recommended to ensure that the
College presents a consistent brand externally. A new marketing director was hired and changes were made.
In this case, the new marketing director used local talent to develop the creative concepts based on the
recommendations of CLARUS Corporation. As one can see from the before and after photographs, the
improvements in brand presentation were successful.

Before:




After:




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For a reference, please contact:
        Karen Fullerton
        Director of Marketing & PIO
        fullerk@surry.edu
        Surry Community College
        Dobson, NC
        336.386.3444
        336.386.8951 fax
        Client Since: 2006


Atlantic Cape Community College was looking for a partner in brand development. The College had
identified the need to discover and define its brand identity and reposition itself among the audiences it
depends on for success. The specific goals for the brand/ positioning project were to discover and define
Atlantic Cape‘s brand identity and marketplace position. The brand identity was to specifically:
     Differentiate Atlantic Cape Community College from its competitors
     Strengthen the perceived value of Atlantic Cape Community College with key audiences, including
         potential donors, funders, students, prospective students, alumni, and employers
     Convey not only the benefits Atlantic Cape Community College provides to the individual student, but
         the benefits it provides for the community
     Overcome the perception that Atlantic Cape Community College is funded completely by county and
         state money
     Determine appropriate and effective messages to be communicated to key audiences
     Integrate the brand with the College‘s Mission and provide messaging consistent with the Capital
         Campaign and the College‘s Master Plan Blueprint for 2020

CLARUS Corporation conducted focused brand sessions with constituents to develop messages to be tested
in the market. Surveys were then conducted with high school students and adults in the market areas to
define the messages that most resonated with the audiences. Then the brand platform was developed to
include the positioning statement, the key marketing messages, and a new tagline for the College. The College
then worked with Martino Flynn (their advertising agency) to develop the creative template for the new
campaign.




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For a reference, please contact:
        Kathy Corbalis
        Executive Director, College Relations
        corbalis@atlantic.edu
        Atlantic Cape Community College
        Mays Landing, NJ
        609.343.4907
        609.343.4917 fax
        Client Since: 1999

Working in collaboration with their advertising agency, Monroe Community College turned to CLARUS
Corporation to assist in the marketing research to develop a new high school and adult market campaign for
the College. Monroe Community College and their agency, Martino Flynn, issued an RFP for a firm to assist
in the development of the marketing messages for the College‘s new marketing campaign. CLARUS
Corporation was the successful firm chosen to partner with the College and the agency. To fine tune the
messaging for the high school markets, focus groups were held with high school students and parents to
better understand the position of Monroe Community College as a choice among high school students, as
well as how the students and parents work together in the college decision process. Insights from these focus
groups led to a refinement of the College‘s web site as well as new marketing materials for the high school
market and a renewed focus on the parents in the decision making process.

The College wanted to embark on a new campaign to recruit adults to the College. First, focus groups were
held with the adults to better understand how the market is segmented and what the adults feel is important
about college (why they would attend) as well as their perceptions about Monroe Community College. After
the results of the focus groups were presented to Martino Flynn, the agency created a positioning statement
and mock ads. These mock ads were tested with the College‘s current adult students through an online survey
to fine-tune the message and imagery. The new campaigns and web site have been implemented at the
College.
For a reference, please contact:
         Connie Herrera
         Director of Marketing Communications
         cherrera@monroecc.edu
         Monroe Community College
         Rochester, NY
         585.292.2202
         585.292.3862 fax
         Client Since: 1998


Contra Costa Community College District requested a proposal for the services of a consultant to assist
the District in an overall market evaluation to solidify their brand position and to evaluate market potential
and penetration for their three campuses – Contra Costa College, Diablo Valley College, and Los Medanos
College. The District sought assistance to more clearly define their branding position, set their marketing
goals, develop a comprehensive plan, and develop strategies to increase enrollment across the District at the
Colleges. Enrollments had been stagnant, and even declining, for the largest of the Colleges in the District.
Competition was increasing for students — both adult and high school students. With that competition, the
District sought to better define its market position, its market niches, and its competitive advantages with
those markets for each College. The District also wanted to understand their current and potential market
segments and the changes taking place in those segments for each College. The challenge for the project was
that the three Colleges were extremely different, serving very different populations across Contra Costa
County, and required very unique brand positions for each College, as well as the District.


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CLARUS Corporation evaluated the market share and market penetration for the District and each College
and established profiles of current markets (Community College Market Scan), interviewed adults
(Community Scan), high school students (High School Scan), and employers (Workforce Development Scan)
to assist the District in defining the needs of the District for each College‘s service area. The data was collected
and analyzed by market and recommendations were made for short-term and long-term marketing strategies
for the District as well as each College. Finally, a series of brand focus groups were conducted across the
District at each College to develop a brand platform for the District as well as the Colleges. Given the unique
nature of the Colleges within the District and the varied nature of the populations being served, key brand
messages were developed for each College as well as the District to guide the communications of the entities.
The District messaging was directed at advocacy but tied the messages of the Colleges together – the
messages for each College relayed the unique strengths and competitive market positions of the Colleges
within their respective markets. The information gathered in this process provided the basis of the new
branding campaign for the institutions and guided messaging at the Colleges.
For a reference, please contact:
         Dr. Helen Benjamin
         Chancellor
         hbenjamin@4cd.net
         Contra Costa Community College District
         Martinez, CA
         925.229.1000 Ext. 1210
         925.370.2019 fax

        Dr. Judy Walters
        President
        judywalters@dvc.edu
        Diablo Valley College
        Pleasant Hill, CA
        925.685.1230 Ext. 2201
        925.687.2527 fax
        Client Since: 2007


Tacoma Community College requested a proposal for the services of a consultant to assist the College in
an overall market evaluation to solidify their brand position. The College sought assistance to more clearly
define their branding position, set their marketing goals, develop a comprehensive plan, and develop
strategies to increase enrollment. Competition was increasing for students — both adult and high school
students — with more than 25 institutions of higher education operating within a few miles of the campus.
With that competition, Tacoma Community College had to better define its market position, its market
niches, and its competitive advantages with those markets. The College also wanted to understand their
current and potential market segments and the changes taking place in those segments.

CLARUS Corporation evaluated their market share and market penetration and established profiles of
current markets (Community College Market Scan), interviewed adults (Community Scan), and high school
students (High School Scan) to assist the college in defining their market position. CLARUS conducted a
series of surveys with key markets — high school and adult — within the service area. The data was collected
and analyzed by market and recommendations were made for short-term and long-term marketing strategies
and a brand position. The information gathered in this process provided the basis of the new branding
campaign and increases have been seen in awareness and visibility. This is an example of the new outdoor
board campaign implementing the brand campaign using the new logo and positioning statement for the
College.




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Within three years, Tacoma Community College was listed as number 23 on the 2003 Top 50 Fastest
Growing Public Two-Year Colleges: 5,000 to 9,999 Students.
In May 2005, Tacoma again called for CLARUS Corporation to update the consumer research and to develop
new strategies for the current market.
For a reference, please contact:
        Dr. Pamela Transue
        President
        ptransue@tacomacc.edu
        Dan Small
        Director, Legislative Affairs
        dsmall@tacomacc.edu
        Tacoma Community College
        Tacoma, WA
        253.566.5000
        253.566.5376 fax
        Client Since: 2000


The Community College of Philadelphia retained CLARUS Corporation to conduct an updated
community image and awareness study for the market area. The Community Scan assessed the unaided
recall for the College, the familiarity, and the keyword indicators used by the community to describe the
Community College of Philadelphia and the other major educational institutions in the market. In addition,
the customer service systems were checked for response capabilities and some were found lacking. System
issues are being addressed and the College developed a new branding campaign that launched in Fall 2006.
The goal of the new campaign is to reposition the Community College of Philadelphia in the minds of the
community, donors, and business and industry with the College being seen as a ―Path to Possibilities,‖ rather
than being seen as simply cheap and close. A copy of the proposed positioning, based on the Community
Scan findings, follows. In addition, the Board of the Community College of Philadelphia authorized a
marketing budget increase (almost tripling the current budget) for the campaign implementation.




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Market Assessment Proposal For XCOLLEGEX




For a reference, please contact:
        Ms. Lynette Brown-Sow
        Vice President of Communications and Government Relations
        lbrown@ccp.edu
        Community College of Philadelphia
        Philadelphia, PA
        215.751.8858
        215.751.8033 fax
        Client Since: 1999
OR

The Community College of Philadelphia retained CLARUS Corporation to conduct an updated community
image and awareness study for the market area. The Community Scan assessed the unaided recall for the
College, the familiarity and the key word indicators used by the community to describe the Community
College of Philadelphia and the other major educational institutions in the market. In addition, the customer
service systems were checked for response capabilities and some were found lacking. System issues are being
addressed and the College has developed a new branding campaign that launched in Fall 2006.

CLARUS Corporation worked in partnership with Carnegie Communications (the Community College of
Philadelphia‘s creative partner) to develop the new campaign. The goal of the new campaign was to
reposition the Community College of Philadelphia in the minds of the community, donors, and business and
industry with the College being seen as a ―Path to Possibilities,‖ rather than being seen as simply cheap and
close. A copy of the proposed positioning, based on the Community Scan findings, follows. In addition, the
Board of the Community College of Philadelphia authorized a marketing budget increase of $900,000
(almost tripling the current budget) for the campaign implementation.

Old Logo:




Old Creative:




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Market Assessment Proposal For XCOLLEGEX




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Market Assessment Proposal For XCOLLEGEX

New Logo:




Creative Solutions:




For a reference, please contact:
        Ms. Lynette Brown-Sow
        Vice President of Communications and Government Relations
        lbrown@ccp.edu
        Community College of Philadelphia
        Philadelphia, PA
        215.751.8858
        215.751.8033 fax
        Client Since: 1999




CLARUS Corporation                                                  Page 18
Market Assessment Proposal For XCOLLEGEX

CLARUS Corporation conducted a complete market assessment of the image of Corning Community
College to position the College for future market opportunities. CLARUS Corporation first evaluated the
internal data from the College which assisted in defining the current markets which the College was serving.
Included in this internal assessment was an evaluation of the market share and potential among the dual/
concurrent enrolled market, the high school market, and the adult market to include Generation X, Baby
Boomers, and the Matures in continuing education. Combining the analysis of the internal data with an audit
of customer service and external data collected on student satisfaction, non-enrolling students, high school
students, adults, business and industry, and non-returning students, recommendations were made for
potential market increases among targeted populations. All marketing materials and the College‘s web site
were evaluated to assess how well the College was currently targeting the populations. Recommendations
were made to the College for strategies to increase specific market segments.
For a reference, please contact:
        Dr. Joan Ballinger
        Executive Director of Workforce Development and Community Education
        ballinger@corning-cc.edu
        Corning Community College
        Corning, NY
        607.962.9266
        607.962.9456 fax
        Client Since: 2006




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Market Assessment Proposal For XCOLLEGEX

Kalamazoo Valley Community College has been a consistent client of CLARUS Corporation for almost
a decade when the first image study and marketing plan was completed for the College. In that first study,
KVCC had seen rapid expansion of its physical facilities. Because of this, the scope of Kalamazoo Valley
Community College has broadened with the addition of the Arcadia Commons campus, the Museum, and the
Technology Application Center. As the new additions broadened the scope of services for KVCC, the position
of the College and its institutional image had to be reexamined. CLARUS Corporation conducted the
marketing research to identify that repositioning for all entities and developed marketing plans and strategies
for each of the facilities at KVCC that were consistent with the overall positioning plans and statement of
purpose for each facility. CLARUS identified the marketing outcomes and methods of measuring the
effectiveness of the outcomes. The community needs assessment that was conducted provided the data
needed to determine the correct positioning of the campuses, the Technology Application Center, and the
Museum.

In a more recent project, KVCC requested that
CLARUS Corporation evaluate their
effectiveness in generating inquiries. After
devising several marketing strategies in
conjunction with the College, CLARUS
Corporation then surveyed those who
responded to the marketing strategies as well
as those who did not to measure how to
change the strategies to increase inquiry
response. The sample to the right is of one of
the successful strategies developed and
measured. A postcard campaign was
implemented by KVCC to increase African-
American attendance. The campaign doubled
the requests for information in the African-
American market over previous years.
For a reference, please contact:
         Ms. Karen Visser
         Director of Marketing
         kvisser@kvcc.edu
         Kalamazoo Valley Community
             College
         Kalamazoo, MI
         616.372.5278
         616.372.5555 fax
         Client Since: 1995




The Chabot-Las Positas Community College District is a public, two-year California Community
College District serving the San Francisco Bay Area, particularly southern Alameda County, through its two
colleges: Chabot College in Hayward and Las Positas College in Livermore. The District retained the services
of CLARUS Corporation to conduct a complete market assessment for the District and to assist in
development of market positioning for the Colleges in the District for the future to generate enrollment and
ensure that the correct programs and services are being offered to the correct target markets by the Colleges
and the District. CLARUS Corporation conducted a Community College Market Scan, a Customer Service
Scan, a High School Scan, a Community Scan, and a Workforce Development Scan. The results were used to


CLARUS Corporation                                                                                   Page 20
Market Assessment Proposal For XCOLLEGEX

develop a comprehensive marketing plan for each College to enable the Colleges to best position themselves
in the market.
For a reference, please contact:
        Dr. Joel Kinnamon
        Chancellor
        jkinnamon@clpccd.org
        Chabot-Las Positas Community College District
        Pleasanton, CA 94588
        925.485.5207
        925.485.5258 fax
        Client Since: 2006




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Market Assessment Proposal For XCOLLEGEX


Additional References
Each of these references is a recent client of CLARUS Corporation and similar work was conducted for them
as would be anticipated for XCOLLEGEX. Please feel free to contact any and all of our references.

Mr. John Hawkins
Director of College Advancement
Chemeketa Community College
Salem, OR
503.399.7711
503.399.5214 fax
hawk@chemeketa.edu

Dr. Roy Flores
Chancellor
Pima County Community College District
Tucson, AZ
520.206.4666
520.748.4754 fax
roy.flores@pima.edu


Mr. James Skidmore
Chancellor for Community and Technical College Education
State College and University Systems of West Virginia
Charleston, WV
304.558.0265
304.558.1646 fax
skidmore@hepc.wvnet.edu


Dr. Daniel Phelan
President
Jackson Community College
Jackson, MI
517.787.0809
517.796.8630 fax
phelandanielj@jccmi.edu


Dr. Ken Atwater
President
South Mountain Community College — Maricopa District
Phoenix, AZ
602.243.8150
602.243.8329 fax
ken.atwater@smcmail.maricopa.edu


Ms. Kadi Lehnhart
Director of Marketing and Public Relations


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Market Assessment Proposal For XCOLLEGEX

Columbia State Community College
Columbia, TN
931.540.2516
931.540.2841 fax
lehnhart@columbiastate.edu

Dr. Debra McCurdy
President
Rhodes State College
Lima, OH
419.995.8200
419.221.0450 fax
mccurdy.d@rhodesstate.edu
Client Since: 2007


Dr. Joel Kinnamon
Chancellor
Chabot-Las Positas Community College District
Pleasanton, CA 94588
925.485.5207
925.485.5256 fax
jkinnamon@clpccd.org
Client Since: 2006


Dr. Jerry Sue Thornton
President
216.987.4850
jerry-sue.thornton@tri-c.edu
Dr. Jacquelyn Joseph-Silverstein
Executive Vice President of Academic and Student Affairs
216.987.4790
jacquelyn.joseph-silverstein@tri-c.edu
Cuyahoga Community College
Cleveland, OH
Client Since: 2004


Dr. Renee Kilmer
Asst. Superintendent/ Vice President, Instruction
831.479.5076
831.477.5633 fax
rekilmer@cabrillo.edu
Dr. Brian King
President
831.479.6302
831.479.6425 fax
brking@cabrillo.edu
Cabrillo College
Aptos, CA

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Market Assessment Proposal For XCOLLEGEX




Mr. Clarence Brown
Director of Marketing and Communications
Mt. San Antonio College
Walnut, CA
909.594.5611 Ext. 5448
909.468.4070 fax
cbrown@mtsac.edu


Dr. Linda Howdyshell
Vice President of Instruction
Chaffey College
Rancho Cucamonga, CA
909.652.6131
919.941.2783 fax
linda.howdyshell@chaffey.edu


Dr. Don Warkentin
President
West Hills College Lemoore
Lemoore, CA
559.925.3217
559.935.5655 fax
donwarkentin@westhillscollege.com


Dr. Stephan Gunsaulus
Publications & Marketing Coordinator
Cuesta College
San Luis Obispo, CA
805.546.3153
805.546.3921 fax
sgunsaul@cuesta.edu


Marta Kaufmann
Executive Director Marketing and College Relations
215.968.8242
215.968.8477 fax
kaufmann@bucks.edu
Dr. Karen Dawkins
Dean of Student Affairs
215.968.8105
215.968.8477 fax
dawkinsk@bucks.edu
Bucks County Community College
Newtown, PA



CLARUS Corporation                                   Page 24
Market Assessment Proposal For XCOLLEGEX

Kathy Corbalis
Executive Director, College Relations
corbalis@atlantic.edu
Atlantic Cape Community College
Mays Landing, NJ
609.343.4907
609.343.4917 fax
Client Since: 1999



Connie Herrera
Director of Marketing Communications
cherrera@monroecc.edu
Monroe Community College
Rochester, NY
585.292.2202
585.292.3862 fax
Client Since: 1998

Dr. Helen Benjamin
Chancellor
hbenjamin@4cd.net
Contra Costa Community College District
Martinez, CA
925.229.1000 Ext. 1210
925.370.2019 fax

Dr. Judy Walters
President
judywalters@dvc.edu
Diablo Valley College
Pleasant Hill, CA
925.685.1230 Ext. 2201
925.687.2527 fax
Client Since: 2007




Mr. Reginald Tuggle
Associate Vice-President College/ Community Relations
reginald.tuggle@ncc.edu
Nassau Community College
Garden City, NY
516.572.7250
516.572.0608 fax
Client Since: 2007




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Market Assessment Proposal For XCOLLEGEX




                                           XCOLLEGEX

                          Our Approach To
                            The Project




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Market Assessment Proposal For XCOLLEGEX

CLARUS Corporation is pleased to respond to the Request For Proposal for a Market Assessment ……
INSERT INFORMATION FROM RFP ABOUT COLLEGE




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Market Assessment Proposal For XCOLLEGEX


                                          Our Approach For

                                                 College
                                               Collaboration




                                                 Strategy
                            External           Development       Definition Of Target
                           Research:
                                                                    Markets And
                         Target Markets
                                                                      Baselines




The concentric circles above summarize our philosophy at CLARUS Corporation when we undertake a
project for a college. We rely heavily on collaboration with the College to identify the key issues and concerns
facing the College administration, faculty, and staff. We have to understand the dynamics of the College and
how the College operates and makes decisions. Only when a college is intimately involved in the research
process does the College actually implement the resulting plan and see results.

Working in collaboration with your staff, we will define the College‘s current market segments – profile them
so that we understand who and why people are attending (and not attending) your college. We will establish
your baseline measures for market share and market penetration. Using these baselines, you can then
measure the success of the resulting strategies for the College. We conduct external research with the key
target markets to assess the potential your college has in the segments and to understand what you are doing
well and what can be done better to serve those markets. We can identify your current market position and
the position that you need in the market.

Finally, after we understand exactly who your current markets are and what your potential is among the
target markets, we then work in collaboration with you to define strategies. We make recommendations, but
in the final analysis your staff has to buy in to the resulting strategies for you to achieve results. Our approach
ensures that the buy-in exists at the completion of the plan.




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          Market Assessment Proposal For XCOLLEGEX


                         College Collaboration
ege
 ration

                                                                            Campus Visit

                                                                     Project Management Group

                                                             Strategy OR Marketing Plan Development

                                                                           Brand Platform


          It is extremely important that the personnel at the College play a major role throughout the market
          assessment. The College Collaboration phase of the project ensures that personnel provide input at the start
          of the process, assist during the assessment phase, and ultimately assist in development of the branding
          strategies that can be implemented.

                     Campus Visit

          The CLARUS Corporation Project Team starts the project with a visit to the College, the first of several visits
 pus      to the College. A series of interviews will be conducted with the key College employees, starting with the
sit       administrative team and then proceeding with interviews of other College personnel. It is important that the
          issues and concerns of the administration, faculty, and staff be heard during the first visit to the College. The
          interviews will focus on the current issues impacting the College, as well as the future aspirations, plans, and
          opportunities for the College. During the interview process, CLARUS Corporation will attempt to identify the
          internal processes that are also impacting enrollment, marketing, and retention at the College. It is important
          for CLARUS personnel to understand the way the College currently markets to students, how the students
          react to that marketing, and how the College processes students — both prospective and current.

          Since every college has variations in its organizational structure, decision-making processes, and in the
          markets served, the first visit is very important in allowing the CLARUS Project Team Leader the opportunity
          to understand how the College operates. The interviews will be conducted using both individual interviews
          and small group discussions. Examples of key individual interviews to be conducted with personnel include:
               President
               Vice Presidents or Deans of Academic Affairs, Student Services, Administration, Information
                  Technology, Institutional Development, and other key cabinet positions
               Institutional Research staff
               Marketing or Public Relations director
               Other key members of the President‘s Administrative Team

          Individual and small group interviews will be held with staff and personnel that can directly impact
          marketing, recruitment, and communications. Examples of areas in which individual and small group
          discussions are held include:
               Enrollment Management director
               Recruiters
               Admissions staff
               Marketing or Public Information staff
               Counseling and Advising staff

          CLARUS Corporation                                                                                     Page 29
Market Assessment Proposal For XCOLLEGEX

     Financial Aid staff
     Continuing Education staff
     Workforce Development staff
     Academic transfer faculty
     Technical program faculty
     Program coordinators
     Off-site coordinators
After the campus visit, a summary is provided to the administrative staff as to the key issues found during the
meetings. The specific issues and questions that are unique to XCOLLEGEX are discovered and defined for
further investigation. These issues are then addressed during the development of the research instruments in
the research phase of the project. Although the research instruments used have standard questions that are
asked each time for a college, much of the content of the questionnaires depends on the unique nature of the
College and the understanding gained of the issues facing the College during the first visit.

   Project Management Group

To ensure that the College implements the strategies developed during this process, we strongly recommend
the development of a Project Management Group to work with us during the project. The Project
Management Group should be composed of those people who will be ultimately responsible for
implementing the strategies. Representatives from Enrollment Services (Recruitment and Admissions,
Student Services, Financial Aid), Institutional Research, Planning, Instruction, College Relations, Continuing
Education, Workforce Development, Classified Staff, and Faculty should comprise the Project Management
Group. It is not unusual to have 20 to 30 people participating in the Project Management Group.

The purpose of the first meeting with the Project Management Group will be to discuss the process for the
project and the strategic role the Group will play in gathering internal and external data. At this meeting, we
will outline our subsequent activities for the process. We will also outline the activities and responsibilities of
the Project Management Group and its role for advocating the resulting strategies. It is important for the
College to have an active and interested Project Management Group to assist in achieving changes based on
the research results. In our experience, the colleges that have the most active and involved Project
Management Groups are able to create the highest buy-in to the resulting strategies and actually have
successful implementation of the strategies on a college-wide basis.

      Strategy Development

This project is an exercise in developing a strategic plan for the delivery of education and training to markets
in the College‘s service area and a plan to communicate that delivery. This will require the College to step
back from the current conditions and create a vision of what is desirable for the future. This will be an
opportunity to envision the ―ideal‖ future conditions with regard to:
     The clientele to be served — numbers and characteristics
     The array of programs and services to be offered by the College for that clientele
     The competitive niches of the College and the correct market positioning for the College
     The need for change or enhancement of public perception of the College

CLARUS Corporation will assist the College by providing tactical and strategic recommendations. In
collaboration with CLARUS Corporation, the College‘s Project Management Group will develop a set of
strategies that are their own and that they feel comfortable in recommending for the College. Then the
Project Management Group will assist in building a campus consensus on strategies which can then be
implemented by the College.

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Market Assessment Proposal For XCOLLEGEX

After all the internal and external data are collected, the strategy development process begins. First, CLARUS
Corporation will present the results of the market assessment to key groups at the College and make
recommendations for action by market area. CLARUS Corporation will provide a synopsis of the following
for each of the product lines and markets defined by the College, specifically:
     An analysis of existing and potentially increasing demand for higher education services for the
         College based on the specific market segment identified — the high school graduates, employers, and
         adults — and an analysis of the extent to which various postsecondary educational institutions are
         servicing those demands
     The current competitive positioning of the College, its brand strengths and weaknesses, as well as
         recommendations for positioning for the College with targeted market segments
     Gaps in the current positioning and the recommended positioning of the College for defined market
         segments — where gaps can be a function not only of programs but of time, place, and conditions
         under which these services are provided
     Tactical and strategic recommendations for moving from the current conditions to desirable future
         conditions in serving market segments
     Themes that should be used to communicate the College to the target markets and constituencies

  Marketing Plan Development

This project is an exercise in developing a strategic plan for the delivery of education and training to markets
in the College‘s service area and a plan to communicate that delivery. This will require the College to step
back from the current conditions and create a vision of what is desirable for the future. This will be an
opportunity to envision the ―ideal‖ future conditions with regard to:
     The clientele to be served — numbers and characteristics
     The array of programs and services to be offered by the College for that clientele
     The competitive niches of XCOLLEGEX and the correct market positioning for the College
     The need for change or enhancement of public perception of the College

CLARUS Corporation will assist the College by providing tactical and strategic recommendations. In
collaboration with CLARUS Corporation, the College‘s Project Management Group will develop a set of
strategies that are their own and that they feel comfortable in recommending for the College. Then the
Project Management Group will assist in building a campus consensus on strategies which can then be
implemented by the College.

After all the internal and external data are collected, the strategy development process begins. First, CLARUS
Corporation will present the results of the market assessment to key groups at the College. CLARUS
Corporation will provide a synopsis of the following for each of the product lines and markets defined by the
College, specifically:
     An analysis of existing and potentially increasing demand for higher education services for the
         College based on the specific market segment identified — the high school graduates, employers, and
         adults — and an analysis of the extent to which various postsecondary educational institutions are
         servicing those demands
       The current competitive positioning of XCOLLEGEX, its brand strengths and weaknesses, as well as
        recommendations for positioning for the College with targeted market segments
       Gaps in the current positioning and the recommended positioning of the College for defined market
        segments — where gaps can be a function not only of programs but of time, place, and conditions
        under which these services are provided



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Market Assessment Proposal For XCOLLEGEX

      Tactical and strategic recommendations for moving from the current conditions to desirable future
       conditions in serving market segments
      Themes that should be used to communicate the College to the target markets and constituencies

The Project Management Group will be split into task forces to assist in strategy development and definition.
The task forces will assist in reviewing the research results, reviewing the strategies recommended by the
consultants and finalizing the positioning of the College for the market segments. This format has proven
very successful for numerous colleges with which we have worked. It allows the task force to focus on a
specific market segment for the College, rather than trying to jump from one segment to another, and allows
for institutional buy-in.

After the task forces have met several times over a six- to eight-week period and discussed the strategies
recommended by CLARUS Corporation, as well as create their own strategies, a two-day work session will be
conducted by CLARUS Corporation personnel for the task forces. The purpose of these sessions will be to
finalize the strategies recommended for the market segments for the College. The CLARUS Project Team
Leader will facilitate these planning sessions. The results will be twofold:
      The Project Management Group will learn the process for strategic market plan development so that
       the College can continue the planning process without an outside consultant in the future.
      A marketing plan will be developed and written for XCOLLEGEX utilizing the strategies developed
       for the viable market segments to be implemented by the College. Included in the plan will be specific
       market strategies for the segments, which will include the following information for each strategy:
             Strategy
             Description of the target market
             Message and suggested media for the target market
              Quantitative benchmarks for the strategy
              Method to measure the success of the strategy
              Time frames
              Budget impact
              Responsibility

Measurement methods will be devised for each of the strategies based on the internal data collection
capabilities of the College so that they can continue to update the plan over the next few years and measure
the success.

           Brand Platform

At many community colleges, branding as a word is overused and branding as a strategic concept is not used
at all. Unfortunately, branding most often is synonymous with a new logo or a new advertising campaign. A
commitment to branding a college means a commitment to making and fulfilling a promise to a whole
panoply of constituents. Delivering on the promise is the essence of what branding is all about. At CLARUS
Corporation, we believe branding should be based on the College‘s mission and the resulting research to truly
engage the audiences. The final step in the market assessment, after the research is completed and we know
and understand your current and potential markets, is to use the results to develop the brand for the College.




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Market Assessment Proposal For XCOLLEGEX

Goal. The brand platform sessions are a comprehensive attempt to engage the members of the College to
pull out themes and messages for relevant target markets for the College based on the College‘s internal
strategic principals plus the results of the external research. However, it is important to define what the
Brand Platform is not. Color palettes, fonts, etc. should not be designed by committee, nor should they be
discussed prior to the development of the brand platform. During the sessions, it is important to address the
questions of color, logo, watermarks, etc., but only with respect to whether or not the current icons meet
brand standards, not to come up with new design and graphic standards before the brand platform is defined
and approved. Only after approval of the brand platform (the competitive advantage key messages for the
audiences) should creative design be attempted and then only by a marketing team (including a graphic
designer) based on the research and the resulting brand principals from the sessions.

Focus Sessions. Following the completion of the market assessment, a minimum of five sessions, each an
hour and a half long, will be conducted on campus. Typical sessions may include faculty, staff, students, and
even groups to include high school students, community members, and employers. The number of sessions
will be determined after consultation with the College. Each session will have approximately 25 participants,
allowing a minimum of 125 stakeholders at the College to voice their opinions about the brand positioning for
the particular market.

Each session usually covers four topics:
    Descriptors of the College with the particular market (both positive and negative)
    Unique strengths of the College with the particular market
    Icons and images that describe the College for the market under discussion
    Competition for the College and misperceptions about the College – again both positive and negative
The participants in each session may be asked as a group to write competitive advantage statements. The size
and makeup of the groups are dependent on the College‘s culture, moment in time, current situation, etc.
This format allows the flexibility to position the groups and to plan based on results of the research.

Review Of Competitors’ Brand Positions. The Branding Specialist at CLARUS Corporation will also
review the current brand positions of local and area colleges defined as competitive institutions with respect
to XCOLLEGEX. To craft a Brand Platform that is distinct from these competitor schools, it is important to
understand the market position claimed by each institution. As one of the primary search tools used by
today‘s potential students, a college web site should clearly convey the institution‘s strengths and points of
distinction. The web site of each college or university in XCOLLEGEX‘s extended service area will be scanned
for an obvious tagline, brand or institutional messages, claims of distinction/ strengths and consistent
language across first-level pages. The pages to be searched for this information include:
     The home page
     An ―about‖ or visitor‘s page
     President‘s welcome/ message
     The college mission, vision and/ or history
     Admissions/ new students page

Outcome. Upon completion of the brand development, CLARUS Corporation will develop a written
document that pulls together the themes and messages from the College‘s internal strategic principals plus
the external research – or the College‘s competitive advantages with the markets. The resulting brand plan
will be made up of several sections:
      A discussion of branding in higher education – its relative importance and impact on the College
       specifically
      The College‘s specific situation from a strategic marketing context
      A discussion of institutional strategic direction (mission, vision, goals, plans, etc.)

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Market Assessment Proposal For XCOLLEGEX

       Summary of key issues from the current external research (including the Brand Platform sessions)
       A competitive advantage statement with rationale
       Key strengths and rationale
       Translating those strengths for priority audiences
      Tombstones for advertising and public relations purposes (which may include a tag line)
The resulting document will provide a clear path for the College to begin the creative development and
implementation of the brand.

Development Of Visual Brand Identity
After the completion of the brand platform and key marketing messages, the College‘s visual identity will be
evaluated for relevance and support of the brand platform. Three key items have to be considered when
developing a visual identity that supports the positioning statement and the brand platform – the tagline, the
logo, and the colors used.

Tagline. A tagline is a creative, memorable expression of the institution‘s mission and brand. It translates
the internally focused competitive advantage statement into an external phrase or slogan that captures the
essence of the brand. A tagline should generate an immediate, sometimes emotional, reaction. Based on the
results of the brand platform, CLARUS Corporation will develop two or three taglines that embody the key
strategic direction of the brand identity for XCOLLEGEX for review. These taglines will be reviewed by the
College‘s Project Management Group and administration for relevance. The preferred taglines will then be
tested with employees and current students for relevance as well. A final tagline will be developed for the
College for use in the creative campaigns.

Colors. Color is the most recognizable element of identity and should evoke immediate recognition of a
brand or organization. Market segments can react to a color even faster than a logo for some organizations.
Color evokes emotion and is more easily remembered than words. After defining the brand platform and key
marketing messages, the colors used to promote XCOLLEGEX will also be evaluated – in other words, do
they support and evoke the emotions needed for the brand position to be attained.

Logo. A logo is a recognizable graphic design, often including a name, symbol or trademark that represents a
College. The logo of a college is the shortest and most precise form to express the individuality, judgment,
image, and intention of a college. The logo carries the image of the College – its function is to create a long-
lasting, recognizable impression in the mind of the markets in the service area. Though names are what help
us identify one individual from another, it is the face of the individual that we most likely retain in our
memory. The same is true for the College‘s logo – we find that we are likely to remember things faster which
appealed to us visually than what we were told.

A key question for any community college is whether to invest in a logo redesign. XCOLLEGEX‘s logo will be
evaluated in the high school and community surveys to determine the market recognition of the logo and the
brand equity in the logo. In addition, the CLARUS Corporation creative team will evaluate the College‘s logo
with respect to whether it upholds the brand positioning image needed. Based on these results, a
recommendation will be made as to whether the logo should be redesigned. Any logo change is costly to an
organization and should only occur when the current logo is either so outdated that it does not adequately
represent the image of the College, or if it has no brand equity in the market – in other words, it is virtually
unrecognizable to the target audiences. The ancillary costs associated with a logo redesign are massive for
many colleges – changes in signage, printed materials, uniforms, etc. can be extremely costly. A logo redesign
is a decision that should not be made lightly and if it is changed, a collaborative process involving the entire
College is needed to ensure its success.

If a logo redesign is needed, three visual elements will be developed for review by the College‘s Project
Management Group and the administrative team. After input from these groups, online surveys will be

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Market Assessment Proposal For XCOLLEGEX

conducted with high school students and College personnel for input into the logo design. After reviewing all
the feedback, a logo will be finalized for the College.

Outcome. A tagline will be developed that will embody the positioning statement from the brand platform
for XCOLLEGEX. The logo and colors will be evaluated to ensure that it supports the brand platform
developed for the College. If needed, a new logo will be developed in collaboration with the College. To
support these new visual designs, a Brand Standards Manual will be developed for XCOLLEGEX. The items
to be included in the Brand Standards Manual include:
    1. The positioning statement for the College
    2. The key marketing messages to be reinforced for the brand in all external communications
    3. Descriptions of how the College‘s brand and its symbols (logo) can be used and cannot be used
    4. Typographical elements for the brand to include specific colors, dimensions, lines, accents, inclusion
        of trademark, brand signature, image styles
    5. Reproduction guidelines for the brand images

Included on the next page is a sample of the type of information that would be included in a Brand Standards
Manual.




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Market Assessment Proposal For XCOLLEGEX




          See Southside Virginia Proposal for info on Rod Zuch‘s group & Creative Services




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Market Assessment Proposal For XCOLLEGEX


        Community College Market Scan


                                                           Market Segment Profiles

                                                            Market Area Analysis

                                                       Review Of College Information

                                      Evaluation Of Marketing Materials And Web Site For Key Market
                                                               Segments


Reviewing the data you have and examining it from a target market perspective is the key to understanding
your current clients. Your information assists us in developing your own baselines that are used in evaluating
the resulting strategies. CLARUS Corporation does not believe in reinventing the data. We use your current
data and information prior to determining what additional data will be needed. This saves your staff time and
limits the use of resources by not duplicating effort.

     Market Segment Profiles

It is important to first understand who is currently attending and applying to the College and to assess the
reasons the College is successful with current students. CLARUS Corporation will e-mail spreadsheets to the
College to be completed for the market segment analysis. The spreadsheets will outline the market segments
by age categories and will include the majority of the demographic and attendance characteristics kept on the
students by the College. Specifically, the spreadsheets outline the change in market share for the current
student market segments over the last three years. Demographic profiles will be created for the following
market segments:
      High school credit market consisting of three segments — the dual-enrolled high school students,
         enrollees not currently attending high school and 19 years of age and younger, and young adults 20 to
         24 years of age; these segments are considered the high school segments due to the similarity in
         media and graphic design needed to attract these segments
      Adult credit market segments which consist of four specific age groups with varying characteristics
         and needs — adults 25 to 34 years of age, 35 to 44 years of age, 45 to 60 years of age and those 61
         years of age and older
      Noncredit market segments, outlined by the key generational age groups noted in the high school and
         adult market segments
      Distance or online learners
      Retention of enrollees by attendance segment

The College will be asked to provide detailed demographic information for each of these market segments
based on their application information (demographic characteristics) and registration information
(utilization of the College, when classes taken, etc.)

Outcome. The definition of the market segments will then provide the baselines for the market share and
market penetration rates for the College for each market segment. This data will provide baselines against
which measurable goals can be set and used to determine the success of the goals and strategies developed. In
addition, the current student enrollment will be mapped to allow for comparisons of market potential based
on the results of the research components.


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Market Assessment Proposal For XCOLLEGEX


       Market Area Analysis

To examine market potential, CLARUS will pull regional, state, and national data that will provide a
framework for comparison of the markets and the current penetration levels. In other words, is the high
school market growing and what is the College‘s high school market share? Or have there been large
increases in population and has the College‘s penetration rate in the adult market been rising with the
increases in population? The regional market potential data is available in published form. Key areas of
interest include:
     Demographic data of the population for the service area, focusing on forecasts for increases or
        decreases by age, ethnicity and educational levels of the adult population
       Increases or decreases in the public and private school systems (K-12) to assess future potential
       Projections of jobs for the region and growth in economic development activities

Outcome. By comparing the current market share and market penetration rates with the forecasted
population and market trends, CLARUS Corporation will be able to assess the areas in which the College has
opportunities for market expansion, geographic as well as market segments. For example, the College may be
at a point of saturation in the high school graduate market, but the dual-enrolled high school students or the
visiting summer high school students may offer additional market potential for the College. Population
patterns may be growing in areas in which the College does not have a strong presence and a new location is
needed. Only by comparing the size, scope, and penetration of the current markets with the market potential
can the College clearly see the priority segments. By comparing the current rates with the population and
market trends, CLARUS Corporation will be able to assess the areas in which the College has an opportunity
for market expansion.

 Review Of College Information

A review will also be made of the key data and reports that the College has used to make decisions. Examples
of the College data to be assembled and reviewed include the following:
     Student satisfaction surveys and reports
     Annual reports
     Strategic plans
     Enrollment reports
     Enrollment management plans
     Marketing plans
     Retention reports
     Follow-up information compiled from either completers or leavers as to where the graduates go for
         employment or additional education
     The nature and extent of contractual service relationships between employers and the College
     The past enrollment and programs offered in continuing education and contract training
All of the available information will be reviewed and synthesized to be included in the overall development of
the strategies for the College.

Outcome. The primary outcome of this component of the project is to ensure that CLARUS Corporation
understands the strategic priorities of the College so that future strategies tie to those priorities.




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Market Assessment Proposal For XCOLLEGEX

   Evaluation Of Marketing Materials And Web Site For Key Market Segments

Another key component of the market assessment is an examination of the current marketing materials for
XCOLLEGEX to understand the messages which the College has given to the markets in the past. CLARUS
Corporation will ask the College to send the key marketing and recruitment materials to them for an
evaluation of the effectiveness of the publications and other materials developed. It should be noted that the
marketing materials will be evaluated from a target market perspective and not a mass market perspective.
This entire project is driven by the need to segment and identify the target markets that can provide the
highest return for each marketing dollar spent; thus, each of the key marketing materials will be evaluated for
specific target markets. The materials that will be examined include:
     Course schedule — content as well as marketing effectiveness
      College catalog and handbook — graphic layout as well as ease of finding program areas and using the
       catalog to make decisions (content and layout)
      Print advertisements — evaluated for both the high school and adult markets and any other segments
       targeted
      Television spots — evaluated for both the high school and adult markets and any other segments
       targeted
      Radio advertisements — evaluated for both the high school and adult markets and any other
       segments targeted
      Informational brochures — examined for relevance to the specific market segments and overall for
       relevance to the market (in other words, who is distributing them and can the information be
       imparted more effectively another way)
      Viewbook — evaluated for both the high school and adult markets and any other segments targeted
      Web site — content, ease of navigation, information presentation, and relevance to the specific
       markets

Outcome. The result of this analysis will be to pair the marketing materials with the correct market
segments and evaluate their effectiveness for the particular markets. Recommendations will be made for
revisions or improvements in individual publications and for development of other publications for market
segments as needed for the strategies developed for the various market segments. In addition,
recommendations will be made for which of the key College publications should be primarily on the web,
which should be continued in print, and which publications need a presence in both media.




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Market Assessment Proposal For XCOLLEGEX


      External Research: Target Markets


                                                         Customer Response Scan

                                                       Non-Enrolling Applicant Scan

                                                                Student Scan

                                                              High School Scan

                                                         Guidance Counselor Scan

                                                              Community Scan

                                                       Workforce Development Scan

                                                        Non-Returning Student Scan


After evaluating your information, we examine the attitudes and needs of your potential market segments
through comprehensive market research. In conducting market research, we hold ourselves to the highest
quality standards. We follow standard data collection practices. Here‘s what makes us unique when we
conduct research on your target markets.

       1.      We do not simply use the same old survey for every College. On the basis of the data
               gained in the initial interviews with college personnel, draft surveys are developed which
               address the issues uncovered during the campus interviews. We utilize a combination of
               questions which are College specific and other standard questions we need to ask at any
               college, like measuring awareness and recall. However, after the surveys are drafted, you have
               input. Your college will review each survey draft in detail for additions, deletions, and
               revisions. It is our responsibility to write and sequence the questions in such a way that any
               respondent bias is minimized and the questions are technically correct. It is your
               responsibility to assist us in making sure that we understand your issues. The final survey
               draft will be pretested by CLARUS Corporation to ensure that question wording and
               sequencing are structured as needed. At the end of the project, the College is free to use the
               survey instruments to repeat research in the future.

       2.      Our interviewers have been with us for years. Telephone interviews will be conducted
               by interviewers experienced in educational services interviewing and who work in-house at
               CLARUS Corporation – we do not outsource our interviewing, which ensures you better
               quality control. Our interviewers are subjected to rigorous hiring and training procedures
               before making their first phone call. Before interviewing begins, the interviewers go through a
               thorough question-by-question briefing of the questionnaire. During actual interviewing,
               each interviewer is monitored for one complete questionnaire and monitored randomly
               thereafter by our Director of Interviewing.




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Market Assessment Proposal For XCOLLEGEX

               The majority of the cities in the United States have extremely diverse cultures and in our
               research studies, we are finding many Spanish-speaking households. CLARUS Corporation
               has a Spanish translator who can translate your surveys into Spanish. Extra care and work
               has to be done on a translated survey to ensure that research methodologies are consistent
               between English and Spanish-speaking households. It is not simply a matter of word
               translation, but a matter of intent and meaning. We pre-test both language versions of our
               surveys to ensure that the intent and meaning of the questions are identical in both languages
               and that the cultural implications are understood for the questions we are asking. Our main
               goal is to deliver the correct information, regardless of the language of the household, to the
               College to guide them forward. In addition, we have bilingual interviewers as part of our
               interviewing group.

               The interviewers are trained to minimize nonresponse errors. The two main sources of
               nonresponse bias are not-at-homes and refusals. Interviewers try a phone number five to
               seven times during the course of the week at varying days and times to minimize the not-at-
               home errors. The introduction is structured to attempt to minimize the refusals and has
               successfully done so in past educational surveys.

       3.      You get the data files for additional analysis. After the surveys are completed,
               verification of the data begins. The data is examined to ensure that procedures were followed
               in data collection and checked for internal validity by cross-matching answers per
               respondent. The data is then coded for processing and analysis. The data will be analyzed
               according to acceptable statistical tests. SPSS (Statistical Package for the Social Sciences) is
               used to analyze the data and the database is accessible in Access or Excel formats. At the end
               of the project, the data disks will be made available to the College for additional subset
               analyses.

       4.      Complete tabular reporting. A complete set of tabular results by frequency and
               percentage for each of the major classifications of each research component will be provided
               to the College. The tabular results should serve as reference materials and should be
               consulted before important conclusions are made. The results of the data will be organized
               into a graphic narrative report in a Word format. The narrative and graphic report will focus
               on the most meaningful findings of the research.

The following sections present the goal, methodology, and outcome for the individual data components
which are suggested for this market assessment.




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Market Assessment Proposal For XCOLLEGEX


    Customer Response Scan

A key factor in whether a student actually enrolls at a college is the amount of information the student
receives when inquiring about the college – whether by telephone or by the college‘s web site. XCOLLEGEX
will be contacted (or shopped) by CLARUS Corporation personnel by telephone and via their web sites to
gain information as a prospective student.

National research has shown that adult students are still likely to call a college for information. CLARUS
Corporation personnel will call the College during day, evening, and weekend hours and ask for specific
information to assess their response to prospective students by telephone. The key issues examined included:
       How are the calls handled in terms of personnel friendliness and courtesy, wait times, availability of
        information, and overall assistance? How many times is the caller transferred, put on hold, etc.?
       How are the web contacts handled in terms of speed of response, availability of information and
        overall information?
       How quick is the turnaround on the information requested and what level of response is given? Are
        the materials received match the College‘s policy stating which materials are to be sent to prospective
        students?
       How easy is it for a prospective student to get information from the College in the evenings and on
        weekends?

The purpose of these requests is to examine a prospective student‘s ―first impression‖ of the College to
examine how a prospective student is first handled when contacting XCOLLEGEX for information.

Younger students are much more likely today to search a college‘s web site for information. XCOLLEGEX will
be shopped via its web site as well. Requests will be made on the web site for additional information on
varying days and times of the day. The College and the responses will be examined for speed and efficiency of
reply and information provided.

After CLARUS Corporation reviews the marketing materials and meets with the Project Management Group,
a contact schedule will be developed. This schedule will outline the departments to be contacted, the method
of contact, the numbers to be called (if by phone), the time of the day to call and the specific request for
information. It is important to note that none of the contacts will be made in an attempt to ―catch someone
doing something wrong.‖ The contacts are made during reasonable business hours, at times when a potential
student would expect an answer from the College. Figure 1 provides an example of a contact schedule for two
areas at a college.

                                      Figure 1. Potential Contact Schedule Example
     Area Contacted        Weekday, 10am           Weekday, 2pm                 Weekday, 7pm           Saturday, 10am
    Main              Request general         Information for son or      Request general          Program information about
    Number            information packet;     daughter about college      information packet;      majoring in computers
                      moving to the area                                  moving to the area
    Admissions                                Program information about   Information for son or
    Web Request                               majoring in computers       daughter about college


Personnel from CLARUS Corporation make the contacts from the home office in Nebraska. Phone calls and
web requests will be completed in both English and Spanish to test systems, if needed after consultation with
the College. Each of the contacts will be documented with the date, day and time of contact, the number
called or e-mail address used, the resulting response and the outcome. In addition, a request for information
will be made when the opportunity exists for each contact. The responses from the College will also be
documented. The detailed documentation for each contact, the response and the outcome will be detailed
and summarized. The potential format for the outcome summary is presented in Figure 2.



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Market Assessment Proposal For XCOLLEGEX

                                Figure 2. Examples Of Outcomes For Contact Schedule
     Area Contacted         Weekday, 10am             Weekday, 2pm                 Weekday, 7pm                 Saturday, 10am
    Main              Took information and      Took information and         No response, tried for over   No response, tried for over
    Number            packet arrived one week   received next day; follow-   an hour; fast busy signal;    30 minutes; fast busy
                      later                     up postcard asking if        called back second day        signal
                                                received sent same day
    Admissions                                  E-mailed request for         E-mailed request for
    Web Request                                 information via web form;    program information to
                                                no response to date          Admissions e-mail
                                                                             address; immediate e-mail
                                                                             response to request;
                                                                             packet received one week
                                                                             later


Outcome. A key component of a college‘s brand is delivering on the promise. Is XCOLLEGEX delivering
excellent response to the inquiries and is it consistent with their promise? The results of the Customer
Response Scan will provide the College an assessment of:
     How ―first contacts‖ are handled and what image they create. Are personnel friendly, efficient,
        knowledgeable and courteous? How long are wait times if by phone and how many transfers are
        involved? If results are not positive, recommendations will be made to revamp processes and
        procedures and increase use of technology to solve problems noted.
     How quickly are catalogs, schedules, and program information received (if at all)? How thoroughly do
        they meet the prospective student‘s needs, and the College‘s information distribution policies?
        Recommendations will be given for improving the speed of the response if needed, as well as
        evaluating the overall consistency of the response to the requests.
     How easy is it for prospective students to reach each department and get help with enrollment during
        the evening and on weekends? If it is not easy, recommendations will be made for changes in the
        processes and procedures and increased use of technology to assist students.
     How quickly and who responds to requests from prospective students from the College‘s web site?
        Are responses timely, given the expectation of today‘s e-mail responses? If responses are inconsistent,
        recommendations will be made for changes in processes and procedures to ensure on-time delivery of
        information.
     How timely is the response to the inquiry? If the response is slow, recommendations will be made for
        increasing the speed of the response, the handling of the call upon response and the follow-up
        response from the College.




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Market Assessment Proposal For XCOLLEGEX


  Non-Enrolling Applicant Scan

Goal Of Scan. In a perfect recruiting scheme, an inquiry is turned into a prospect, a prospect into an
applicant and an applicant into an enrollee. When this process breaks down between applicant and enrollee,
one must examine the reasons that the students do not follow through and enroll at the College and
determine if there are process and communication issues at the College hampering the process.

Methodology. The sampling frame for this project is the prospective students who had applied to
XCOLLEGEX for the Fall 2006 or Spring 2006 semester but did not actually enroll. XCOLLEGEX will
identify these applicants and provide CLARUS Corporation a list of names and phone numbers that fit this
parameter. Prior to pulling the sample, the list will be evaluated for demographic characteristics, in the event
that the list needs to be stratified before the sample is pulled. Age, geographic location, and a host of other
factors may need to be taken into account when the sample is pulled.

CLARUS Corporation is also requesting that XCOLLEGEX provide the current phone number (or last known
phone number) as well as a relative‘s phone number. When we have conducted these interviews in the past,
younger applicants typically gave home phone numbers, but are now located in another place or went to
another college. This leads to several phone calls to track down the applicant before an attempt is even made
to conduct a survey.

Focused telephone interviews will be the method by which 60 to 80 surveys will be completed for this
component of the research project. The surveys will last approximately 15 minutes per interview. These
interviews will be conducted by interviewers experienced in educational services interviewing from CLARUS
Corporation.

Outcome. The data provided by the students who did not follow through and enroll at XCOLLEGEX will
provide the College a complete understanding of:
    The reasons that the students who actually go through the application process do not follow through
       and enroll at XCOLLEGEX and to determine whether it is a process issue at the College or a student
       issue with which the College cannot assist
    Identification of strategies which can be employed to assist the students in actually enrolling after
       applying
    Identification of early warning mechanisms in place or which could be developed to assist in moving
       an applicant to an enrollee




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Market Assessment Proposal For XCOLLEGEX


          Student Scan

Goal Of Scan. During the recruitment process, XCOLLEGEX has spent a great deal of time, effort, and
money in communicating an image of the College to prospective students. There must be a match between
the students‘ expectations that have been created and the reality of the College. The Student Scan allows a
College to measure whether the students‘ expectations are being met and to pinpoint areas in which the
students may need assistance.

Methodology. The Student Scan is a standardized questionnaire created specifically for two-year colleges.
The survey evaluates your students‘ satisfaction with the personnel and processes in the following areas:
Admissions Office, Registration/ Registrar‘s Office, Tuition, Financial Aid, Business Office/ Billing,
Classroom Instruction, Academic Advising, Career Planning/ Placement Center, Bookstore, Library, Food
Services, Computer Labs, Testing and Assessment Center, Student Activities, Athletics, Child Care Center,
Main Telephone Number/ Switchboard, and Overall Campus characteristics.

The surveys will be administered online. XCOLLEGEX will send e-mails to all students attending during the
semester of administration, inviting them to participate. CLARUS Corporation will provide a sample e-mail
to be sent to the students as well as a URL link for the survey being hosted by CLARUS Corporation. The goal
is for a minimum of 350 surveys be completed. A giveaway prize will be included to entice the students to
complete the survey. A minimum sample of 350 surveys will provide a tolerable error of + 5.2 percent and a
reliability of 95 percent.

In addition, more than 17,000 community college surveys provide a normative basis for comparison of your
Colleges‘ rating to other community college students. The tolerable error on the normative sample is + 0.8
percent. Results will be reported for full-time and part-time students.

Outcome. The report you receive provides clear, action-oriented recommendations that can be used
immediately to correct customer service problems.
      Pinpoint areas of excellence and areas for improvement. If your students rated an area at
       your college higher than all the other community college students in the national database and it is
       statistically higher, that area is shown as an ―Area of Excellence.‖ If, on the other hand, your students
       rate an area as significantly lower than the students in the normative data, then that area is shown as
       an ―Area For Improvement.‖
      Provides action-oriented results. The results from the Student Scan will enable XCOLLEGEX to
       pinpoint whether there is a process or a personnel issue in a particular student service area. The
       Student Scan is unique in that it targets a specific problem within a given student contact area. For
       example, other instruments may indicate a problem with the business office. You then have to try to
       determine exactly what part of the business office is problematic to the students – the personnel, the
       processes or both. Because of the specific nature of the Student Scan results summary, you will know
       it is a personnel issue and corrective action can be taken immediately, without lengthy study of the
       problem and expenditure of additional campus resources.




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Market Assessment Proposal For XCOLLEGEX


        High School Scan

Goal Of Scan. The primary goal for the survey of high school students is to understand how the high school
students in the service area of the College make decisions about what college to attend, what their image is of
XCOLLEGEX, and how the College can market to those students.

Methodology. The population of interest for this part of the research plan will be the high school students
in the market area of XCOLLEGEX. Typically, the sample frame is proportionately distributed to the number
of households with high school students in the defined service area.

A list will be purchased of the households with telephone numbers containing high school students in the
communities in the market area of XCOLLEGEX. Students‘ households will then be randomly selected from
the total list of households containing high school students in the service area. The households will be
stratified by cities (zip codes) within the service area. This will provide stratification of the sample by
geographic location, demographic characteristics, and a representative sample of the high school students
based on the population of households across the cities. It is recommended that the sample frame be split to
include the official service areas of XCollegeX and the XX portion of XX County, which will enable sufficient
sample sizes to examine the in-district high school students and those out-of-district. The results will then be
cross-tabulated by these two regions. A preliminary sample frame is presented in Figure 3. The exact sample
frame will be determined after consultation with XCOLLEGEX.

                                Figure 3. Proposed High School Sample Frame
                                                      Number Of                   Proposed
                                                   Households With 16   Percent    Sample
                                                    To 17 Year Olds                Frame
                         Market Area For Zips                  21,151    100.0%         400
                              Provided

                     TOTAL                                     21,151    100.0%         400


The exact sample frame will be determined after consultation with XCollegeX. If the College is pulling XX
percent of the current enrollees from out of the service area, especially in the high school market, the College
may want to expand the sample frame to better reflect the current potential for the high school market.

The reliability estimation for the sample is based on the number of students surveyed from the high school
students in XCOLLEGEX‘s service area. A sample of 400 high school students is recommended and will
provide a reliability of 95 percent and a tolerable error of ± 4.9 percent. In other words, if 100 different
samples of 400 high school students in the service area were chosen randomly, 95 times out of 100 the results
obtained would vary no more than ± 4.9 percentage points from the results that would be obtained if all of
the high school students in the service area were interviewed.

A draft of a telephone survey will be developed and presented to XCOLLEGEX. Telephone surveys will be the
primary method of data collection for this part of the project and will last approximately 15 to 20 minutes per
telephone interview. The telephone interviews will be conducted by interviewers from CLARUS Corporation
who have previous experience in educational services interviewing.

Outcome. The results of the High School Scan will provide the College the following information on which
to develop strategies for the high school market:
     The students‘ attitudes toward attending XCOLLEGEX
     The career aspirations and potential programs that the students are considering enrolling in at
        college


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Market Assessment Proposal For XCOLLEGEX

      Image of XCOLLEGEX with the high school students and the main competitors as to comparisons of
       quality, cost, ―coolness‖ (peer acceptance), and convenience of attending
      Major competitors for the high school market
      Information high school students need and use when making a decision about what college to attend
      Key influences on the students as to what college to attend
      Suggestions to entice the students to attend XCOLLEGEX

In addition, mapping will be used to represent the market potential for potential enrollments from the high
school students by zip code area across the College‘s service area. This graphic information provides a quick
look at market potential and allows the College to very succinctly pinpoint areas for expansion in the high
school market. The mapping explores not only where potential high school students are located but whether
they are likely or unlikely to attend XCOLLEGEX. An example of the mapping is shown in Appendix D.




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Market Assessment Proposal For XCOLLEGEX


    Guidance Counselor Scan

Goal Of Scan. When examining enrollment strategies for traditional age students, who are typically first
time, full-time freshmen at a college in the fall following their senior year of high school, one has to examine
the role of the high school guidance counselors. The role of the counselors typically is as a gatekeeper of
information for the student. The students begin to think about college and begin to get information. One of
the first places they go is to their counselor. It is important to know and understand the attitudes of the high
school counselors toward the local community college and to make sure that the students are able to access
the information desired through these sources.

Methodology. The population of interest for this component of the research will be high school guidance
counselors in XCOLLEGEX‘s service area. All high school guidance counselors will be identified by the
College and CLARUS Corporation will be provided a list of the counselors by high school with phone
numbers. It is anticipated that 30 to 40 telephone interviews will be conducted with the guidance counselors
in the service area. These numbers may increase or decrease after examination of the number of high schools
in the service area.

A draft of a focused in-depth telephone survey will be developed and presented to XCOLLEGEX. After
revision, telephone surveys will be the primary method of data collection for this part of the project and will
last approximately 15 minutes per interview. The interviewers will call the counselors and set up a time
convenient for them to complete the survey.

Outcome. Key comments and specific responses will be available for review by College personnel without
revealing the individual source of the comments. A report will be written detailing the key common responses
of the guidance counselors. Suggestions and recommendations will be made on items that should be
addressed with the counselors and any changes that may need to be made in the following areas:
     A determination of how the counselors view the quality of education at XCOLLEGEX
       An assessment of whether and why they refer students to XCOLLEGEX and whether there is an
        ―average student‖ that they tend to refer to the College
       An evaluation of the ease with which the counselors can obtain information needed about the College
        and to determine if more or different types of information are needed by the counselors and the
        impact of the web in obtaining information
       An examination as to what may make counselors more likely to refer students to XCOLLEGEX and
        how to forge better partnerships with the high schools




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Market Assessment Proposal For XCOLLEGEX


         Community Scan

Goal Of Scan. It is imperative in today‘s market for the College to understand the educational needs of the
community it serves and the perceptions of the community about the College and its services. The
Community Scan will provide the College a measure of the unaided recall and familiarity that the community
has with the College, as well as providing insights into potential changes needed in branding through the
identification of the keyword indicators the community uses for the College and its competition. The needs of
the adult learners will also be assessed through the Community Scan. Educational markets are becoming
increasingly more competitive and with the explosion of online offerings and providers, more adults are
looking for convenience of schedules rather than simply attending a college that is close. XCOLLEGEX must
understand the educational needs of the adults in the service area and must make sure that their program
offerings meet market demands, as well as offering programming that fits into the very busy schedules of
today‘s working adults. Finally, the Community Scan will assist the College in understanding how well their
current marketing efforts are making an impact on the community and will define the unique media and
demographic characteristics of the potential adult learners.

Methodology. To determine how XCOLLEGEX can best meet the current and future needs of its service
region, a broad-based community survey will be administered by telephone to determine the market needs in
the service area of XCOLLEGEX. The population of interest for this part of the research plan will be
households in the service area of XCOLLEGEX, specifically households in the counties of LIST COUNTIES.
The final sample frame will be developed in consultation with XCOLLEGEX after the first visit. It is
recommended that the sample be proportionate to the population of the cities within the counties. In
reporting results, it is anticipated that the service area will be split into XX geographic regions that match the
defined service areas of the College to adequately represent the service area. OR – one region comprised of
the official service area and a region that will include the XX portion of XX County. This may also require
additional oversampling in some of the geographic areas to adequately represent the population.

For each city within the counties, a list of households and telephone numbers will be randomly selected from
the total households in the service area. They will be stratified by cities (zip codes) within the counties. This
will provide stratification of the sample by geographic location, demographic characteristics, and a
representative sample of the service area based on the population of households across the counties. The
results will then be cross-tabulated by region. A preliminary sample frame is presented in Figure 4.

                                 Figure 4. Proposed Community Scan Sample Frame

                                                                                  Proposed
                                                       Number Of
                                 County                               Percent      Sample
                                                       Households
                                                                                   Frame
                                                            11,111     11.1%             111




                                TOTAL                       11,111    100.0%             400

The reliability estimation for the sample is based on the number of households by cities to the total sample
size for the counties in the service area. A sample of 400 households will provide a reliability of 95 percent
and a tolerable error of ± 4.9 percent, depending on the number of households in the service region and the
number of subsets to analyze. In other words, if 100 different samples of 400 consumers in the service area
were chosen randomly, 95 times out of 100 the results obtained would vary no more than ± 4.9 percentage
points from the results that would be obtained if all of the residents in the service area were interviewed.

A draft of a telephone survey will be developed and presented to XCOLLEGEX. Telephone surveys will be the
primary method of data collection for this part of the project and will last approximately 15 to 20 minutes per

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Market Assessment Proposal For XCOLLEGEX

interview. These interviews will be conducted by interviewers from CLARUS Corporation who have previous
experience in educational services interviewing.

Outcome. The results from the Community Scan will provide the College with the following market
information about the adults in the service area:
     The adults‘ unaided recall and familiarity of XCOLLEGEX and competitors in the service area
     Current branding of XCOLLEGEX compared to competitors and the four-year universities on key
       educational attributes; XCOLLEGEX‘s perceived niche in the market will be defined
     Current plans of the adults for educational attainment and likelihood of attending XCOLLEGEX
     Items considered most important by adults when choosing a college and when evaluating
       XCOLLEGEX
     Sources of information used to evaluate colleges and a definition of what those information needs are
      Alternative delivery methods (for example, online offerings) and timing of classes that might entice
       adult students to attend XCOLLEGEX
      Profiles of those who are likely to attend XCOLLEGEX for various offerings — credit classes,
       noncredit classes, and online offerings

In addition, mapping will be used to represent the market potential for college enrollments in the area among
the adults by various zip codes across the College‘s service area. This graphic information provides a quick
look at market potential and allows the College to very succinctly pinpoint areas for expansion in the adult
market geographically. The mapping explores not only where potential adult students are located but what
they are most interested in as well. An example of the mapping is shown in Appendix D.




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Market Assessment Proposal For XCOLLEGEX


       Working Adult Scan

Goal Of Scan. It is imperative in today‘s market for the College to understand the educational needs of the
working adults in its service area. Nationally, while many community colleges have seen record enrollments
in the last few years, the enrollment boom has been seen because of success in the high school markets.
Across the country, community colleges have seen losses in enrollments in the working adult markets. This
new generation of working adults is very demanding and time plays a major factor in their decision to enroll.
The markets are becoming increasingly competitive and with the explosion of online offerings and providers,
more working adults are looking for convenience of schedules rather than simply attending a college that is
close. XCOLLEGEX must understand the educational needs of the working adults in the service area and
must make sure that their program offerings meet market demands, as well as offering programming that fits
into the very busy schedules of today‘s working adults.

Methodology. To determine how XCOLLEGEX can best meet the current and future needs of the working
adults in its service region, a broad-based survey will be administered by telephone to determine the market
needs in the service area of XCOLLEGEX, focusing on the working adults interested in education or training
in the next year. The population of interest for this part of the research plan will be households in the service
area of XCOLLEGEX, specifically households in counties of LIST COUNTIES. It is recommended that the
sample be proportionate to the population of the cities within the county.

For each city within the counties, a list of households and telephone numbers will be randomly selected from
the total households in the service area. They will be stratified by cities (zip codes) within the county. This will
provide stratification of the sample by geographic location, demographic characteristics and a representative
sample of the service area based on the population of households across the county. Surveys will only be
completed with adults who have an interest in education and training in the next year, so more calls than
usual will be made to qualify a respondent. However, this will also provide a market interest measure for the
College among the adult population. The results will then be cross-tabulated by educational interest. A
preliminary sample frame is presented in Figure 4.

                                 Figure 4. Proposed Working Adult Scan Sample Frame

                                                            Number Of                   Proposed
                      Zip Code                 City                        Percent
                                                            Households                Sample Frame




                                             TOTAL                          100.0%               300

The reliability estimation for the sample is based on the number of households by cities to the total sample
size for the county. A sample of 300 potential adult learners will provide a reliability of 95 percent and a
tolerable error of ± 5.6 percent, depending on the number of households in the service region and the
number of subsets to analyze. In other words, if 100 different samples of 300 consumers in the service area
were chosen randomly, 95 times out of 100 the results obtained would vary no more than ± 5.6 percentage
points from the results that would be obtained if all of the residents in the service area were interviewed.

A draft of a telephone survey will be developed and presented to XCOLLEGEX. Telephone surveys will be the
primary method of data collection for this part of the project and will last approximately 15 to 20 minutes per
interview. These interviews will be conducted by interviewers from CLARUS Corporation who have previous
experience in educational services interviewing.


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Market Assessment Proposal For XCOLLEGEX

Outcome. The results from the Working Adult Scan will provide the College with the following market
information about the adults in the service area:
     The adults‘ unaided recall and familiarity of XCOLLEGEX and competitors in the service area
     Current branding of XCOLLEGEX compared to competitors and the four-year universities on key
       educational attributes; XCOLLEGEX‘s perceived niche in the market will be defined
     Current plans of the adults for educational attainment and likelihood of attending XCOLLEGEX
     Items considered most important by adults when choosing a college and when evaluating
       XCOLLEGEX
     Sources of information used to evaluate colleges and a definition of what are those information needs
       are
      Alternative delivery methods (for example, online offerings) and timing of classes that might entice
       working adult students to attend XCOLLEGEX
      Profiles of those who are likely to attend XCOLLEGEX for various offerings — credit classes and
       training




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Market Assessment Proposal For XCOLLEGEX


  Workforce Development Scan

Goal Of Scan. Successful community colleges know the value of providing a skilled, well-trained workforce
targeted to meet the needs of businesses. Colleges today are being challenged to develop creative and flexible
training programs that will meet the corporate sector‘s needs for training and retraining employees. But the
challenge extends beyond establishing curriculum. In-depth research that thoroughly assesses the employers‘
needs is the first step to meeting the needs of those employers and to assessing how well the current
curriculum meets the needs of the market. The next step for the College is to understand whether the
employers even think of the College when a training or education need arises.

Methodology. To determine how XCOLLEGEX can best meet the current and future needs of the
employers in the region, surveys will be conducted with 350 employers in the service area. The population of
interest for this business needs assessment will be the employers located in the service area of XCOLLEGEX,
specifically the counties of LIST THEM. A list of employers will be purchased from a company specializing in
business lists and the sample will be stratified by SIC code and zip code within the counties. Employers will
be randomly selected within this geographic frame of reference and by business type. This will provide a
stratification of the sample. The employers will be analyzed by employer size across the service area. A
preliminary sample frame is presented in Figure 5.

                            Figure 5. Proposed Workforce Development Scan Sample Frame

                                                       Number Of                   Proposed
                                 County                               Percent
                                                       Businesses                Sample Frame
                                County                       1,111      11.0%              111




                                TOTAL                        1,111     100.0%              350

The reliability estimation for the sample is based on the number of businesses by city and SIC code to the
total number of businesses in the service area. A sample of 350 businesses will provide a reliability of 95
percent and a tolerable error of ± 5.2 percent. In other words, if 100 different samples of 350 businesses in
the service area were chosen randomly, 95 times out of 100 the results obtained would vary no more than ±
5.2 percentage points from the results that would be obtained if all of the employers in the service area were
interviewed.

On-site personal interviews will be conducted with 10 to 15 businesses selected by the College. The Project
Team Leader will conduct these interviews in person at the end of the telephone interview process. The
purpose of these interviews is to provide a better understanding of the meaning of the research results and to
allow for a more in-depth understanding of the key issues facing the employers in the market.

The draft of the telephone survey will be developed and presented to XCOLLEGEX. Telephone surveys will
be the primary method of data collection for this part of the project and will last approximately 15 minutes
per interview. Typically, a business is first contacted to see if they will participate and then a call back time is
established for the actual interview.

In addition to the Workforce Development Scan, CLARUS Corporation will ask the College to furnish a five-
year history of enrollment, graduation, staffing, and cost for each academic program. CLARUS Corporation
will also review the actual curriculum for each program area.

Outcome. The results from the interviews and the analysis of available data will be synthesized in a draft set
of findings that identifies the key unmet needs to which XCOLLEGEX might respond, as well as
recommendations as to what that response may be. The report will provide specific recommendations as to:

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Market Assessment Proposal For XCOLLEGEX

      New program areas that should be developed — or current programs that should be repackaged or
       closed — in order to meet the needs of the market, as well as programs that may have a much broader
       market delivery through alternative delivery methods
      Programming (credit and noncredit) will be examined for relevancy. Specific recommendations will
       also be given as to how and what steps should be taken to strengthen the contract training programs
       at the College, if needed
      In addition to the results of the survey research, program data will also be examined for
       XCOLLEGEX. The enrollments in program areas, as well as availability of programs viewed as
       needed from the survey data will be compared to current programming. This comparison will provide
       an opportunity to compare the current programming with the needed programming and identify
       opportunities for new program development or revamping current programming if it is not meeting
       market needs

In addition, the results from the Workforce Development Scan will also assist the College in developing credit
and noncredit programming. Specifically, the College will know:
     Whether the employers believe there is a workforce in the area that will meet their needs for qualified
        employees, and if not, what skill sets they are missing and where they recruit employees from
     Future employee needs of businesses over the next couple of years, the skill sets needed for the jobs,
        the education required, and the average hourly rate paid
     The need for academic degrees for current employees, specifically for certificates, two-year, four-year
        and graduate degrees
     The skills training currently being provided to employees, the vendors providing that training and the
        skills training anticipated to be needed by businesses in the future
      Current usage of XCOLLEGEX as an educational or training resource by the employers, their
       satisfaction with the College‘s services and their projected use
      Best methods used to communicate with employers and the frequency of that communication
      Current levels of college participation by employees and the support employers currently provide to
       employees to pursue educational opportunities




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Market Assessment Proposal For XCOLLEGEX


  Non-Returning Student Scan

Goal Of Scan. Retention is a major concern for colleges today. It is simply more cost effective to retain
students rather than recruit more students. The goal of the Non-Returning Student Scan is to identify who
the students are who are leaving the College after being continuously enrolled, are in good standing and who
do not complete their program and why they left.

Methodology. The sampling frame for the Non-Returning Student Scan is the students who were in good
standing, who did not graduate and attended XCOLLEGEX in Fall 2005 but have not returned in Spring
2006 or Fall 2006. XCOLLEGEX will identify these students and provide CLARUS Corporation a list of
names and phone numbers that fits this parameter. Prior to pulling the sample, the list should be evaluated
for demographic characteristics, in the event that the list needs to be stratified before the sample is pulled.
Age, geographic location and a host of other factors may need to be taken into account when the sample is
pulled. In addition, the list will be evaluated to determine what percentage of students stop-in/ stop-out and
what the retention rates are for specific market segments.

CLARUS Corporation is also requesting that XCOLLEGEX provide the current phone number (or last known
phone number) as well as a relative‘s phone number. When we have conducted these interviews in the past,
younger students typically gave home phone numbers, but are now located in another place or went to
another college. This leads to several phone calls to track down the student before an attempt is even made to
conduct a survey.

After approval of the survey, in-depth focused telephone interviews will be conducted with 60 to 80 non-
returning students. The surveys will last approximately 15 minutes per interview. These interviews will be
conducted by our experienced interviewers.

Outcome. Upon analysis of the data, the College will have specific knowledge of how to improve the
retention of their current students and will understand what is impacting their retention rates. Specifically,
the results will provide:
     Identification demographically of the students who attend and then leave in good standing without
        completing programs
     An understanding of the reasons the students leave XCOLLEGEX without completing a program, and
        strategies which can be employed to keep the students from leaving early
     Identification of early warning mechanisms that may stop students from leaving prior to a program‘s
        completion




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Market Assessment Proposal For XCOLLEGEX


College Responsibilities
The majority of the assistance needed from the College by CLARUS Corporation to accomplish this project
will come in the early stages and the late stages of the project. The Project Management Group is of vital
importance in the early stages of questionnaire design and at the end of the project when they are needed to
put the results into context for the College and develop strategies. The following chart outlines the key
responsibilities of the College for the major components of the study:

     Project Activity                  College’s Responsibilities
     First Visit                       Interview schedule will need to be developed based on the
                                       specifications by CLARUS Corporation and College personnel
                                       contacted to schedule interviews for first visit.
     Community College Market          Institutional Research will be needed to assist in filling out
     Scan                              spreadsheets on the characteristics of the market segments from
                                       internal student profiles and data records.
     Evaluation Of Marketing           Marketing will be asked to gather all marketing materials for the
     Materials                         College and ship to consultants.
     Customer Response Scan            Project Management Group will assist in identifying the departments
                                       and the numbers to be called and the web site locations to request
                                       information.
                                       The College will be responsible for providing to CLARUS
                                       Corporation an “official response packet.”
     Non-Enrolling Applicant Scan      Institutional Research will be asked to provide a list of names, phone
                                       numbers, and characteristics of the students who applied and did not
                                       enroll for development of the sample frame.
                                       Project Management Group will be asked to review the
                                       questionnaire and provide feedback.
     Student Scan                      Paper and Pencil: Personnel will need to pass out the surveys to
                                       current students in classes identified by CLARUS Corporation for
                                       administration and return the surveys to CLARUS Corporation.
                                       Online: Campus personnel will need to provide e-mail addresses for
                                       the current students in classes identified by CLARUS Corporation for
                                       administration.
                                       Project Management Group will be asked to review the
                                       questionnaire and provide feedback.
     High School Scan                  Project Management Group will be asked to review the
                                       questionnaire and provide feedback and review the sample frame.
     Guidance Counselor Scan           Names and contact information for the high school guidance
                                       counselors will need to be forwarded electronically to CLARUS
                                       Corporation for development of the calling list.
                                       Project Management Group will be asked to review the
                                       questionnaire and provide feedback.
     Community Scan                    Project Management Group will be asked to review the
                                       questionnaire and provide feedback and review the sample frame.
     Working Adult Scan                Project Management Group will be asked to review the
                                       questionnaire and provide feedback and review the sample frame.




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Market Assessment Proposal For XCOLLEGEX

   Project Activity              College’s Responsibilities
   Workforce Development Scan    Project Management Group will be asked to review the
                                 questionnaire and provide feedback.
                                 Project Management Group will be asked to identify the 10 to 15
                                 employers for the personal interviews, as well as arrange the
                                 interviews (call employers, set up interview time, and provide
                                 detailed instructions for finding the interview).
                                 Institutional Research will need to provide enrollment and graduation
                                 history of all program areas.
   Non-Returning Student Scan    Institutional Research will be asked to provide a list of names and
                                 phone numbers of the students who attended and who did not re-
                                 enroll and a profile of characteristics of the students.
                                 Project Management Group will be asked to review the
                                 questionnaire and provide feedback.
   Marketing Plan And Strategy   Project teams will be developed from the members of the Project
   Development                   Management Group and will serve on the task forces identified as a
                                 priority for the College. Teams will meet four to eight times over a
                                 six- to eight-week period to develop strategies for their specific
                                 markets.
                                 The teams will also participate in a two-day planning session (one
                                 half-day per group) with the CLARUS Corporation team leader.
   Brand Platform                Project Management Group will participate in at least one of the
                                 brand platform sessions which relates to the member’s area of
                                 expertise. There will be a minimum of five sessions lasting one and a
                                 half hours each. College personnel will invite additional College
                                 representatives to participate in one of the sessions to assist in the
                                 development of the brand platform for the College. It is anticipated
                                 that up to 125 people will participate in the sessions.
                                 College personnel will arrange for a room in which to conduct the
                                 sessions.




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Market Assessment Proposal For XCOLLEGEX


Management Approach
CLARUS Corporation believes in an interactive approach to managing a project such as the one proposed for
XCOLLEGEX. We believe that the members of our organization should not just be consultants, but should
assist the colleges in making a sustainable change in their organization. We practice what we teach and
believe in, particularly in terms of developing the skills of the personnel at the college to continue without us
when the project is over. We continuously strive to learn new skills and best business practices worth
employing in the management of our business as well as to share with our clients.

Our project manager provides weekly updates for the projects we are working on. In some cases, daily contact
is needed when working through key issues regarding data collection. Our lead consultant is hands-on – at
CLARUS Corporation, the lead consultant that ―sells‖ you on the project is the person you see on your
campus leading the project. Our goal is to work in partnership with our clients. We are a small firm that
works with three or four clients simultaneously – at CLARUS Corporation you are not one of many clients –
you are our focus for the duration of the project.

CLARUS Corporation will take ownership in the long-term positive outcome of a project and its impact on
the success of our clients. That is, it is our commitment to contribute to developing sustainable competitive
advantages for our clients. Thus we will make every effort to follow up and to measure the impact of our
programs.




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Market Assessment Proposal For XCOLLEGEX




                                           XCOLLEGEX

                          Project Schedule




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Market Assessment Proposal For XCOLLEGEX

For a comprehensive project such as this, three to four months are needed to successfully complete the
research and analysis components of the project and one to two months are needed to develop the strategies
and gain campus consensus. The following table outlines the activities that need to be completed and the
approximate weeks needed for completion of the components. Estimating a start date of DATE, a completion
date is forecasted for DATE.

                                                                    Week
           TASKS
                                1   2       3   4   5   6   7    8         9   10   11   12   13   14   15   16
 DEFINITION OF TARGET MARKETS AND BASELINES: INTERNAL DATA COLLECTION
   Information requested from
   College and spreadsheets                    
   sent
   Materials gathered by
   College and sent to                      
   CLARUS
 COLLEGE COLLABORATION: CAMPUS VISITS
   Primary Consultant meets
   with Project Management                                                                      
   Group at College
   Interviews with campus
                                    
   constituents
 EXTERNAL RESEARCH: TARGET MARKETS
   Customer Response Scan
      Contacts identified               
      Requests for information
                                                — –—— –
      completed
   Non-Enrolling Applicant Scan
      Survey approved                       
      Contact names provided
                                                — –—— –
      by the College
      Data collected by
                                                        — –—— –
      telephone
   Student Scan
      Survey approved                       
      Forms delivered by the
      College/ E-mail
      addresses delivered to
                                                    — –—— –
      CLARUS Corporation
      and e-mail links sent to
      online survey
      Data collected by self-
      administered form or                              — –—— –—— –
      online survey
   High School Scan
      Survey approved                       
      Data collected by
                                                        — –—— –—— –
      telephone
   Guidance Counselor Scan
      Survey approved                       
      Contact names provided
                                                — –—— –
      by the College
      Data collected by
                                                        — –—— –
      telephone
   Community Scan
      Survey approved                           
      Data collected by
                                                    — –—— –—— –—— –
      telephone
   Working Adult Scan
      Survey approved                           


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Market Assessment Proposal For XCOLLEGEX

                                                                  Week
           TASKS
                                  1   2   3   4   5   6   7   8          9   10   11   12   13   14   15   16
     Data collected by
                                                  — –—— –—— –—— –
     telephone
  Workforce Development Scan
     Survey approved                          
     Data collected by
                                                  — –—— –—— –
     telephone
     Personal interviews
                                                          
     conducted
  Non-Returning Student Scan
     Survey approved                      
     Contact names provided
                                              — –—— –
     by the College
     Data collected by
                                                      — –—— –
     telephone
  Data analysis and
  development of                                          — –—— –—— –—— –
  recommendations
COLLEGE COLLABORATION: PRESENTATION OF RESULTS
  PowerPoint Presentation
  presented to Project
                                                                                  
  Management Group and
  various groups on campus
  Final PowerPoint
  Presentation and reports                                                             
  delivered to College
COLLEGE COLLABORATION: STRATEGY DEVELOPMENT
  Primary Consultant
  conducts initial planning
                                                                                  
  session with task forces on
  campus
  Task forces meet
  individually six to eight                                                       — –—— –—— –
  times
  Primary Consultant works
  with each task force in half-                                                                  
  day sessions
  Strategies completed                                                                           — –
  Strategies presented to
                                                                                                           
  various groups on campus
  Final plan delivered to the
                                                                                                           
  College
COLLEGE COLLABORATION: BRAND PLATFORM
  Date set for Brand Platform
  and attendees defined,                                                          
  invited and confirmed
  Minimum of five Brand
  Platform sessions
                                                                                            
  conducted on campus at
  College
  Report drafted from results
                                                                                                 — –
  of the Brand Platform
  Final Brand Platform Plan
                                                                                                           
  delivered to the College




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Market Assessment Proposal For XCOLLEGEX




                                           XCOLLEGEX

                            Project Budget




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Market Assessment Proposal For XCOLLEGEX


Project Cost
The pricing for the market assessment can be divided into the major work categories as described below. The
College has the right to negotiate for any or all of the components to be completed. It is strongly
recommended that the College choose the Community College Market Scan as a component with any of the
others to develop the baselines for the College. The pricing is shown for each component and the College can
choose the components which best fits their needs.

                              Project Components                                          Budget

     Community College Market Scan
           Campus interviews; internal data analysis; definition of current
           markets for the College; assessment of market penetration;
           forecasting of future markets; analysis of marketing materials by
                                                                                  $9,500.00 to $11,500.00
           market segment
           XCOLLEGEX downloads internal market segment data on current
           enrollees as per CLARUS Corporation specifications; CLARUS
           collects regional data
     Customer Response Scan
           Evaluation of the College’s response systems by telephone and           $2,800.00 to $3,800.00
           web site; complete report on systems
     Non-Enrolling Applicant Scan
           Development of Non-Enrolling Applicant survey; data collection by       $7,800.00 to $9,600.00
           telephone of 60 to 80 surveys; data analysis and report generation
     Student Scan
           Administration of 400 questionnaires to current students stratified        $2,500.00 online
           by student type and campuses; data collection by self-administered         $3,800.00 paper
           form or online survey; analysis of surveys and normative data
     High School Scan
           Option 1: Development of a High School survey; data collection by      $17,000.00 to $20,000.00
           telephone of 400 high school students in service area; data
           analysis and report generation                                                   OR
           OR
           Option 2: Development of a High School survey; data collection by       $13,000.00??add $500
           online survey of 400 high school students stratified by community;
           data analysis and report generation.
     Guidance Counselor Scan
           Development of a Guidance Counselor survey; data collection by          $5,400.00 to $7,500.00
           telephone of 30 to 40 guidance counselors in service area; data
           analysis and report generation
     Working Adult Scan
           Development of a Working Adult survey; data collection by              $17,000.00 to $21,000.00
           telephone of 300 households in service area; data analysis and
           report generation
     Community Scan
           Development of a Community survey; data collection by telephone        $17,000.00 to $21,000.00
           of 400 households in service area; data analysis and report
           generation
     Workforce Development Scan
           Development of a Workforce Development survey; data collection
           of 350 businesses in service area by telephone stratified by
                                                                                   $21,000 to $26,000.00
           location, size and SIC code; 10 to 15 personal interviews on-site in
           the service area with employers; data analysis and report
           generation


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                                Project Components                                        Budget
       Non-Returning Student Scan
            Development of Non-Returning Student survey; data collection by
                                                                                  $7,800.00 to $9,600.00
            telephone of 60 to 80 completed surveys; data analysis and report
            generation
       Marketing Plan And Strategy Development
            Plan will be developed via group planning sessions with the Project
            Management Group’s task forces. A final plan will be written and      $900.00 to $15,000.00
            presented to the College. Detailed strategies per market segment
            will be developed based on market positioning. Consulting services
            can range from a one-day visit to the complete plan development.
       Brand Platform
            Brand Platform to be conducted on-campus at the College;
            minimum of five sessions to include up to 25 people per session.
            Sessions to be defined by relevant market segments. Attendees               $12,500.00
            will include members of the Project Management Group as well as
            other College personnel. Written report will be developed outlining
            the College’s brand position and the brand platform.

             Total Cost Of All Components Choosing Online Student Scan                    $XX.00
             Total Cost Of All Components Choosing Paper Student Scan                     $XX.00

Terms And Conditions:

  1.        Length. This offer is binding with XCOLLEGEX until DATE. The College does not have to accept
            all components of the proposal and has the right to negotiate only various components.

  2.        Travel. Travel costs are not included in this total and will be billed as a direct expense. Travel
            expenses include all expenses necessary to travel to the College from the home office. Examples of
            travel expenses include airfare, ticket change fees (if College changes visit date), ground
            transportation (rental car, taxi, shuttles), lodging (hotel), mileage (45 cents per mile) to and from
            airports (if needed), parking fees, tolls, and any other expenses. Meals are charged as a flat rate
            per day ($40 per day). Three trips are anticipated for the Project Team Leader and two trips for
            the Branding Specialist. Typically, we budget $1,000 to $1,200 per person per trip for travel
            expenses. However, we also are able to purchase tickets during sale periods by planning the dates
            for the trips in advance. We do not quote an absolute dollar amount for travel because each
            community college has different needs as to how many times we need to be on campus to conduct
            a project. It is anticipated that the travel expenses for the project will not exceed $6,000.00. We
            also make use of several telephone conference calls during the project to discuss progress and to
            gain input. If needed, we can bid an absolute amount for the travel.

            If more than the five trips noted above are requested by the Client, the Client will be billed the
            daily rate for the Project Consultants ($1,000 per day) as well as the actual travel cost incurred.

  3.        Payment. The project costs will be billed in two phases – the research phase and the brand
            development phase. The cost for the research phase will be billed in four payments. The first one-
            fourth of the research phase will be due upon completion of the first visit. The second one-fourth
            will be due upon completion of the community interviews. The third one-fourth will be due upon
            completion of the business interviews. The final one-fourth of the research phase will be due upon
            completion of the project. The brand development will be billed in two payments. The first one-
            half of the brand development will be billed upon completion of the brand sessions and the
            second one-half will be billed upon report completion. Travel costs will be billed as incurred.

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  4.    Reports. We provide one bound color copy of all of the reports, as well as electronic
        transmission of reports. We will not release reports or data until after the final presentation has
        taken place. Additional color copies of the report will be billed at $75 per copy.

  5.    Copyright Issues. XCOLLEGEX will not have copyright ownership of the work until the
        contract is paid in full. A letter will then be sent stating that all copyrights included in the proposal
        are hereby transferred to XCOLLEGEX. CLARUS Corporation reserves the right to use or display
        the finished product (in part or whole) for marketing, promotional purposes, and case studies.




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                                           XCOLLEGEX

                                 Appendices




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                                           XCOLLEGEX

                                Appendix A.
                                Our Code Of
                                  Conduct
                                Information

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Our Code Of Conduct
Our primary responsibility is to our client. We take pride in assisting our college clients in achieving
results from a project. We strive to make the colleges’ interactions with us enjoyable, educational, and
wherever possible, fun. We value:
     Fair and Ethical Business Practices: CLARUS Corporation personnel conduct business
        affairs in an ethical and professional manner with the intention of giving the highest level of value
        and satisfaction to our client colleges. Our goal is to exceed your expectations. In fact, we want to
        have such a strong positive relationship with our colleges that they will be proud and excited
        about personally calling us a colleague and friend and recommending our services to other
        colleges. For us, the best reference is a satisfied college.
     Client Relationships: CLARUS Corporation provides services to our clients with integrity,
        competence, and objectivity; we place the college‘s best interests above all others in the project.
     Conflict of Interest: CLARUS Corporation endeavors to avoid conflict of interest, or the
        appearance of such. We disclose to the client any circumstances or possible conflicts which might
        influence judgment for the project.
     Objectivity: CLARUS Corporation endeavors to understand the values and desired outcomes of
        our clients. We will custom design our programs and practices to meet their unique needs. Prior
        to accepting any project, we ensure that there is a mutual understanding with the client college of
        the objectives, scope, work plans, fees, and expenses for the duration of the contract. CLARUS
        Corporation only charges fees and expenses which are reasonable, legitimate, and commensurate
        with the service delivered.
     Integrity: CLARUS Corporation is committed to providing accurate representation of our skills
        and capabilities. If we do not feel that we can honorably meet the needs of our clients we will
        assist them in finding an organization with a better ―fit‖ for the successful outcome of the project
        they are undertaking.
     Dedication and Contribution: CLARUS Corporation will take ownership in the long-term
        positive outcome of a project and its impact on the success of our clients. That is, it is our
        commitment to contribute to developing sustainable competitive advantages for our clients.
        Thus, we will make every effort to follow up and to measure the impact of our programs.
     Commitment to Change: CLARUS Corporation believes that the members of our organization
        should not just be consultants, but should assist the colleges in making a sustainable change in
        their organization. We practice what we teach and believe in, particularly in terms of developing
        the skills of the personnel at the college to continue without us when the project is over. We
        continuously strive to learn new skills and best business practices worth employing in the
        management of our business as well as to share with our clients.
     Confidentiality: CLARUS Corporation respects the individual rights of the participants in the
        market assessment. We will not disclose any individual information about the participants unless
        so directed by the participants. We also respect the personnel and corporate rights of the college
        with which we work. We treat all college information as confidential, preventing access by
        unauthorized people unless indicated otherwise by the college. We do not take advantage of any
        proprietary or privileged information without the college‘s permission.
     Reliability: Project delivery dates will be carefully planned in full consultation and agreement
        with the needs of the client college and the ability of CLARUS Corporation. Every effort will be
        invested to meet the commitment dates. In cases where circumstances prevent the meeting of a
        deadline or if meeting the deadline would jeopardize the integrity of a project, colleges will be
        given maximum notice and every alternative means for fulfillment will be undertaken.

                               We look forward to working with you.



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                                           XCOLLEGEX

                             Appendix B.
                             Project Team
                            Leader Resume



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Project Team Leader Resume
                              INSERT HERE FROM
  DELETE ME AFTER PASTING IN W:\DOCS\Consulting\~Prospects - Current\~MasterProposal-
                        Contract\ Appendix A. KJS Vita.DOC




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                                         ROBERTA BHASIN
                                               Consultant
                                         CLARUS Corporation
                                         212 Box Butte Avenue
                                          Alliance, NE 69301
                                             308.762.2565


Education

M.B.A.      Pepperdine University

Masters in Communication – University of Washington (Completed Coursework)

B.A.        University of Washington
Major       English/ Education

Professional Experience

Currently       Provide strategic communication planning and marketing consultation for CLARUS
                Corporation, a marketing consulting firm in higher education, and assist grantees of the
                Bonfils Stanton Foundation with strategic marketing and planning.

1995-2001       Community Colleges of Colorado
                Vice President – Communication - Responsible for increasing public awareness
                of and enrollment in 14 state community colleges, two local district community
                colleges, the Higher Education and Advanced Technology Center at Lowry,
                CCCOnline and career/technical programs in 154 Colorado school districts. Included
                public relations (public information, community relations, employee
                communication) and marketing (identity and brand management, advertising,
                sponsorship management). Also served as Executive Director of the system‘s
                Foundation, supporting community college awareness initiatives and providing 14
                college foundations with training, coordinated resource development, scholarships
                and communication assistance.

                Red Rocks Community College – As Marketing and Recruiting Director, responsible
                for helping to improve the institution‘s image and enrollment.

1994-1995       Seattle City Light
                Corporate Communications Director – Managed a professional staff of 26 in
                educational and community relations, public relations, advertising, media relations,
                graphic design and multimedia production for the nation‘s largest hydroelectric
                utility. Included responsibility for City Light‘s art in public places program,
                comprising the largest public art collection in the Pacific Northwest.


1980-1993       US West, Inc.
                Executive Director – Public Relations Strategic Planning. Research, planning and issues
                management. Liaison with US West‘s federal office for national legislative issues. Directed
                PR professionals and special projects, including total quality implementation.




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               Director – Issues and Information. Issues management and employee information as
               US West consolidated its domestic operations and began global wireless expansion.
               Managed a $3.5 million budget and eight communication specialists serving 60,000
               employees, facilitating the cultural change required of three corporations with
               monopolistic mindsets becoming one corporation in an intensely competitive
               telecomputing marketplace.

               Director – Information/Federal Relations in Washington, D.C. Public relations
               direction for federal legislative, regulatory and legal matters, primarily deregulation.
               National and trade press relations, political advertising, community affairs.

               District Manager – Mountain Bell. Corporate Public Relations planning and
               programming for the AT&T breakup. Line PR for the Colorado state operation
               including new product introductions, media relations, issues management, employee
               information, executive and regulatory support. Supervised 11 PR professionals.

Professional Activities

Author, Mastering Management – A Guide for the Technical Professional.

Widely published in the management, education and telecommunication fields with articles appearing in
Community College Journal, Education West, Colorado Business Magazine, Chemical Engineering,
Denver Business Magazine, The Denver Rocky Mountain News, Research Technology Management,
AMA Management Review, Pulp & Paper Magazine (monthly career development column),
Telecommunication Reports.

International Association of Business Communicators: Past President- San Francisco Chapter. Gold
Quill Awards for writing and publications.

League for Innovation In Community Colleges: Invitational speaker at Fall 2000 Technology
Conference on using technology in marketing.

National Council for Marketing and Public Relations: National Gold Paragon Awards for marketing
and recruiting programs.

Public Relations Society of America: Accredited PR Professional; Gold Pick Awardee for news
writing.

Women in Communications, Inc.: Woman of Achievement Award for ―outstanding contributions to
the field of advertising/public relations.‖

Community Service

Board President, Young Audiences of Denver, Inc. and the Aesthetic Education Institute of Colorado
    (1995-2000)
City of Lakewood Heritage Culture and Arts Commission Member, Representing Youth Education
    (2000-2004)
Commissioner – Jefferson County Airport Authority (1998-2000)
Docent – Denver Art Museum (Currently)
Steering Committee – Colorado State University Extension Master Gardener Program (Currently)




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                                           XCOLLEGEX

                         Appendix C.
                      Community College
                           Clients



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Community College Clients
DELETE ME AFTER PASTING IN INSERT HERE FROM:

W:\DOCS\Consulting\~Prospects - Current\~MasterProposal-Contract\Our Community College Clients.doc
For any of the above schools, we would be pleased to provide names and phone numbers of those with whom
we have worked so you may contact them about our approach.




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                                           XCOLLEGEX

                         Appendix D.
                      Community College
                        Week Report



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                                           XCOLLEGEX

                                Appendix E.
                                 Samples




CLARUS Corporation                                     Page E-1

								
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