central alabama community college

Central Alabama Community College 1 © 2016 Stamats, Inc.

Central Alabama

Community College Alexander City, Alabama

a proposal for

Marketing and Branding Consultants

presented to

Mark McGhee Project Coordinator

prepared by

Aaron Blau Client Executive, Digital Marketing Strategies

[email protected]

Charles Reed Senior Vice President for Client

Services

[email protected]

615 Fifth Street SE

Cedar Rapids, IA 52406–1888

phone 319.364.6167 | 800.553.8878 | fax 319.365.5421

www.stamats.com

February 26, 2016

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Contents Introduction .................................................................................................. 3

Team Members .......................................................................................... 4

Subcontracting ............................................................................................ 6

Stamats’ Background ..............................................................................8

The CACC Project ........................................................................................ 9

The Order of Activities ........................................................................................................ 9

1. Planning Meeting: First Step ........................................................................................ 9

2a. Community Listening Sessions ................................................................................ 9

2b. Web Survey Suggestions .......................................................................................... 10

3. Proposed Name Change Summit .............................................................................. 11

4. Marketing Strategy (The Broad Plan Process) ..................................................... 11

5. Executions ......................................................................................................................... 12

Proposed Timeline .................................................................................. 16

References .................................................................................................. 17

Rates .............................................................................................................. 18

Campaign Samples ................................................................................. 21

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Introduction Thank you for this opportunity to help you at such an important time in your collective colleges’ history.

For this initiative, you need a collaborator who can balance the practical discipline needed to achieve this

consolidation successfully and—as appropriate—innovative thinking.

Stamats has experience in the unusual marketing sub-genre of re-naming, merging, consolidating, and re-

inventing higher education institutions—one of the most difficult undertakings possible in the higher

education realm.

Most recently we orchestrated the University of Texas Rio Grande Valley, the consolidation of two large Texas

public universities and a new medical school—and totally re-imagined itself at our direction. The result was a

new university, which exceeded all enrollment expectations.

Our job as your partner will be to quickly and confidently identify the enduring truth about the new college

and help you animate it in rich and relevant ways internally and externally—to help it authentically stand out

and move forward.

Stamats’ singular focus is higher education. It has been for more than 60 years. Decades of experience have

taught us that the broad constituencies who make up college communities—students and families, faculty

and staff, alumni and donors—are more mindful and demanding of higher education than ever before.

Understanding and speaking to their needs is critical to Central Alabama Community College (CACC) and your

fellow colleges right now, and it is intimately familiar territory to Stamats. Our time-tested collaborative

campus engagement processes will help CACC achieve visibility, buy-in, and support across and well beyond

your campus communities.

Thank you again for the opportunity to prepare this proposal for CACC. The following pages detail our

recommended program of work to help the college achieve its goals. Based on our extensive experience with

brand assessment, development, and execution, we are confident we can develop and deliver work that will

distinguish, integrate, enhance, and make the CACC brand even more powerful.

As you review our recommendations, if you have any questions or would like to discuss our proposal further,

please do not hesitate to contact us at (800) 553-8878.

Kind regards,

Aaron Blau Charles Q. Reed

Client Executive, Digital Marketing Services Senior Vice President for Client Services

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Team Members Without question, our greatest strength is our people. Your team has been assembled after thoughtful

review of CACC, its opportunities, and the scope of this project. You’ll find them to be highly experienced and

creative professionals who’ve guided some of our most successful projects.

Role: Chuck will serve as co-lead and drive the strategy and planning.

Chuck has worked in higher education for more than 30 years in a broad range of roles—from his early days as a student admissions ambassador, to admissions director at a rural public college, to his current position as one of Stamats’ most senior consultants.

His projects have included several similar projects to his one including the University of Teas Rio Grande (merger of three institutions); University of Mary Washington (name and cultural change), Trine University (name and cultural change), University of Houston-Downtown (name change), and Rider University (merger between Rider and Westminster College of Music).

Chuck’s other clients include Henderson State University (AR), Rutgers University (NJ), Texas Tech University (TX), University of Kentucky (KY), University of Mississippi (MS), and Western Dakota Tech (SD).

Role: Aaron will serve as co-lead and advisor for the project.

With more than 15 years of experience in marketing, communications, media relations, and successfully guiding digital media and social media endeavors in a university setting, Aaron brings the kind of hands-on expertise and big picture acumen that will position your initiative for success.

Serving as the lead strategic counsel on your project, Aaron helps clients achieve their goals by drawing from the experience he gained during his years as head of new media in the University of Iowa’s Department of Communications and Marketing.

Aaron earned his bachelor’s degree in journalism and sports studies from the University of Iowa.

Role: Mark will serve as the lead designer for your project.

Mark brings over 25 years of advertising and design experience to Stamats. His projects include numerous national and regional identity, branding, and advertising campaigns—from outdoor to TV and from print to web. His work routinely wins regional and national awards.

Mark earned a BFA degree in graphic design from Iowa State University.

Mark’s clients include Florida International University (FL), Northern Michigan University (MI), Texas Tech University (TX), Texas Tech University Health Sciences (TX), Truman State University (MO), University of Iowa (IA), University of South Carolina Beaufort (SC), University of South Carolina Upstate (SC), University of Texas Rio Grande Valley (TX), and Western Carolina University (NC).

Chuck Reed Senior Vice President, Client Services

Mark Keele Principal Design Strategist

Aaron Blau Client Executive, Digital Marketing Services

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Role: Joan will serve as the principal writer on your project.

Joan is an experienced writer who enjoys listening carefully to the people who know an institution well and then translating their passion into a unique and compelling narrative.

She also leads Writing for the Web workshops for her Stamats clients at industry conferences across the US.

Prior to joining Stamats in 2010, Joan spent 16 years running her own creative firm.

Joan earned a bachelor’s degree in creative writing from Oberlin College; she holds a master’s degree in English from the University of Iowa. Joan has a certificate for Content Marketing Institute Online Training from The Content Marketing Institute.

Joan’s clients include Armstrong State University (GA), Clayton State University (GA), Clinton Community College (NY), Erie Community College (NY), Kennesaw State University (GA), Kirkwood Community College (IA), Morehead State University (KY), Northern Arizona University (AZ), Ramapo College of New Jersey (NJ), Texas Tech University (TX), Truman State University (MO), University of Georgia (GA), University of North Carolina Student Stores (NC), University of Texas Rio Grande Valley (TX).

Role: Tom will provide information about national and regional trends.

Tom will acquire and apply relevant data as needed to ensure our creative recommendations are data-driven and segment-specific. Tom oversees Stamats’ quantitative and qualitative research services, including survey instrument design, sampling strategies, data analysis, and report development.

With more than 15 years of experience in custom market-research-based consulting, Tom knows that each creative engagement requires a unique approach, best informed by market research, to meet unique institutional needs.

Tom’s clients include Arizona State University (AZ), California Polytechnic State University (CA), and Temple University (PA).

Role: Anne will assist Aaron Blau and Chuck Reed as project manager.

As project manager, Anne will participate in the field work for CACC and managing communication. In her two years at Stamats, Anne has managed the creation and execution of a range of integrated marketing campaigns including the merger project for Universty of Texas Rio Grande Valley.

Anne holds two bachelor’s degrees from the University of Nebraska and a Master of International Management degree from the American Graduate School of International Management (Thunderbird). She resides in Omaha.

Her clients include the University of Texas Rio Grande Valley merger project) and Western Dakota Tech.

Joan Benson Director, Content Strategy

Tom Rodenberg Associate Vice President, Research Strategy

Anne McCormick Account Manager

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Role: Joy will serve as an internal project manager and facilitate the communication between your team and Stamats.

From creating timelines and distributing service reports to coordinating internal processes and serving as the communications point person, Joy provides exceptional client service and support. Joy has spent nine years at Stamats.

Joy earned her bachelor’s degree in psychology from Luther College.

Joy’s clients include Kennesaw State University - Coles College of Business (GA), Southeastern Community College (IA), Texas Tech University El Paso (TX), University of California−Merced (CA), University of Michigan (MI), University of Minnesota (MN), and the University of Minnesota Technological Leadership Institute (MN).

Subcontracting With fully staffed creative and research departments, as well as consultants, most of our services are executed

in-house. But we do occasionally rely on trusted partners with whom we’ve worked for many years.

Role: Eric will lead the development of the athletic visual identity for the CACC project.

Eric has over 30 years of experience in graphic design including previously serving as the design director for the College of the Arts at The Ohio State University. Eric founded his own firm, Rickabaugh Graphics in 1986 and from the very beginning the company has been creating award-winning identity branding. In the beginning, the firm concentrated on work for numerous Fortune 500 companies including Hasbro Toys, Coca-Cola, Toyota, MGM, and Clorox. Over the last two decades, Rickabaugh Graphics has been exclusively applying this extensive branding expertise to the collegiate athletic market.

Rickabaugh Graphics’ nearly 150 university clients have included the Big East Conference, The Ohio State University, the University of Wisconsin, North Carolina State University, Marquette University, Baylor University,

Texas A&M University, Seton Hall University, Vanderbilt University, the University of Connecticut, and many others. The company's designs have also resulted in additional millions of dollars in licensing income for its collegiate clients.

The company received the Corporate Service Award from the International Collegiate Licensing Association for its contributions to the collegiate licensing field.

Role: Kyndra will bring community research and brand planning initiative expertise to this project.

Kyndra specializes in helping clients assess their community organizational, constituent, and competitor positioning dynamics, then applying that information to clarify credible and compelling brand positions. She has guided brand research and strategic marketing planning efforts for several Stamats clients and conducted multiple qualitative interviewing projects, focus groups, competitor audits, and brand planning workshops.

Kyndra earned a BA in psychology from The Colorado College and operates her own brand marketing consultancy in Colorado Springs. Kyndra Wilson has been a freelancer for Stamats, Inc. for over 10 years.

Joy Tangen Senior Client Service Manager

Eric Rickabaugh Stamats Strategic Partner, Owner & Creative

Director, Rickabaugh Graphics

Kyndra Wilson Stamats Associate

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A few of Kyndra’s clients include the University of Texas Rio Grande Valley merger project and our Kentucky Community College system-wide brand project.

Role: Carol founded Timberlake Media in 1990, and since then, she has delivered

strategic media solutions from Virginia to California and everywhere in between.

She has built Timberlake Media into a powerhouse of media expertise servicing

clients in health care, higher education, CPG, transportation, resort and tourism,

and other industries. Carol has led initiatives with The University of Chicago,

University of Illinois, Rush University, Kendall College, Northeastern Illinois

University, and DeVry Institute.

Carol began her career in 1983 at DDB Needham Worldwide as a Media Buyer on

McDonald’s™, Amtrak™, Honda™, and Anheuser-Busch™ accounts. She moved

to Ann Arbor, Michigan, in 1985 and became media planner for Buckheim &

Rowland Advertising Agency servicing accounts such as Detroit Convention and

Visitors Bureau, and the Detroit Renaissance Center.

Carol Timberlake President & CEO

Timberlake Media Services

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Stamats’ Background Stamats is a family-owned Midwest-based marketing firm that specializes in higher education. Since our

founding in 1923, we have served the education market in any imaginable project including mergers.

Advertising agencies only know advertising; marketing firms know only marketing. Stamats only knows the

category of higher education. Stamats then provides a wide range of services not tied to one particular

medium. We’re committed to developing innovative and compelling marketing solutions for our clients—

solutions that are rooted in research and informed by clear strategy.

Our Capabilities

Strategic Creative

Institutional brand and identity campaigns

Institutional, admission, and advancement websites

Mobile and social media solutions

Recruitment and advancement campaigns

Digital experience and virtual tours

Video concept, direction, and post production

Print, broadcast, online, and outdoor advertising

Direct, email, and social media campaigns

Research, Planning, and Consulting

Brand clarification and development

Image and perception studies

Tuition pricing elasticity studies

Brand value studies

Academic program marketability assessments

Recruiting and marketing assessments, plans, and counsel

Digital Marketing Capabilities

Website architecture and strategy

Usability testing

Digital media audits and consultation

Responsive website development

Google analytics implementation and consultation

Social media, strategy and planning

Search engine optimization (SEO)/Search engine marketing (SEM)

Pay-per-click advertising (PPC)

Social media marketing (SMM)

We would be happy to provide you with a comprehensive breakdown of any of these services and solutions.

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The CACC Project

The Order of Activities

The following section will detail how we recommend executing this process once a contract is awarded. We

see following activities conducted in this order:

1. Planning Meeting (one day, in person)

2. All community listening and additional research counsel (March)

3. Summit Meeting (in person to present name recommendation, by early April)

4. The Broad Plan Workshop (in person)

5. Executions of all plans (until launch)

1. Planning Meeting: First Step

Upon contract awarding, our first task will be a face-to-face planning meeting with the leadership of the new

college and those responsible for crafting the consolidation. This will set the foundation of our partnership.

Our full day meeting will include a discussion on your colleges’ mission, vision, values, name options to date,

current and desired identity, and strategic plan. We will also discuss initial thoughts on audience meetings to

come.

2a. Community Listening Sessions

We can advise you on, and then attend, all 10 of the public community sessions planned by CACC for this

initiative. Given your tight time frame, it is imperative you select a partner who has done this before and

requires minimal ramp-up time.

We have the experience to work with you on how best to organize these sessions—our work in building

community support for name changes, consolidation/mergers, and multiple stakeholders has helped us

understand the delicate emotional and political issues that arise.

For us, the University of Texas Rio Grande Valley (UTRGV) and the Kentucky Community College System

projects most recently and appropriately mirror this process.1

1 UTRGV had the luxury of a long lead time although the internal/external issues are nearly identical (the mascot process was also similar to your ask, and was in most ways more controversial). The Kentucky Community College work had a very tight window to do all visits, more than 20 campuses and communities across the state in a narrow time frame.

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There are several lessons learned in this process, one of which is being clear on intent prior to inviting

audiences to events. Are you asking permission? Are you inviting any input? Is this a popularity contest

(name) or are you clear on what options are or not allowed?

For the community (non-stakeholder) listening sessions, we will want to hear from audiences on a variety of topics. If retained, we will help you craft the right way to ask for:

Perceptions of the existing colleges, their offerings, and their programs

Qualities your audiences identify as your current colleges’ strengths, distinctions, and points of attractiveness

Areas where these colleges fall short of your audiences’ expectations (therefore, what are the opportunities for the new college?)

Ideal words your audiences will want to use to describe the new college

Ways in which your audiences get their information about college now

Positions/promises most valued by your audiences

The Stamats team will also, when possible, want to hear from college students, faculty, staff, and

administrators on all campuses in brief interviews prior to the web survey. Overall, our intent is to monitor

the following topics:

Opinions regarding your name options considered to date

The new college’s desired brand

Background regarding your major brand challenges and opportunities (name-related and otherwise)

How your institutional brand relates to your various sub-brands

Internal perceptions of you and your competitors

Internal audiences’ ability to deliver on and communicate your brand

2b. Web Survey Suggestions

We will provide guidance for your research instrument base on best practices and the limited time frame to

prepare, launch, and analyze your name study. Candidly, you have a tough situation to navigate. The most

frequent problem with name changes is that soliciting mass opinion can be divisive if the instrument is not

clear and focused on what is at stake (context). If this is a popularity contest, you MUST choose the “winner”

although we have seen said “winner” be totally at odds with our/better judgment based on the marketplace

(other institutions) and brand (opportunity for the “new” college).

In short, we can help but you will need to be aware of this balance.

During March, we will work with you on the task of asking your internal audiences questions that clarify your

core values and institutional perceptions. The survey will ask questions such as:

What do you value most about the new college?

How do you want to describe the new institution?

What do your internal audiences think the new college will do better than others?

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Finally, other areas of focus for our role in this project include:

Being aware of brand confusion with all possible new names for the college

Generating possible names for the college to consider per the listening groups and our own evaluation

3. Proposed Name Change Summit

Again, there are many issues at stake in how to choose the new college name: popularity (popular vote) vs.

brand best practices; brand (substance) vs. name; then how to articulate the chosen new college brand.

For choosing the final name—once we have reviewed all available prior knowledge, done the listening

groups, and analyzed the field data—two Stamats team members will meet with your transition leadership in

a summit to discuss the options and the details of how the name extends to the next phases.

Once decided, the newly named college needs to follow this sequence of activities, some cited in your RFP,

some not, in the next phase.

4. Marketing Strategy (The Broad Plan Process)

The new institution will require a brand communications plan that includes tactics and implementation tools,

priorities, budgets, and timelines including:

Proposed name and implications

Logos (graphic identity) for academic/institutional, athletic, signage, mascot consideration, marketing, and promotional materials

Specific launch recommendations for:

Strategic communication mapping (recruitment and community)

Advertising (print, broadcast, online media buys, advertising)

Public relations strategies

Internal communication plan

This work includes your RFP’s Public Relations strategies and Internal Communication plan.

The Broad Plan Process

(Including RFP’s Public Relations strategies and Internal Communication plan)

We will want to develop a broad brand communication plan that will build internal brand momentum and

external brand presence, while aligning with your institutional strategic planning goals.

Workshop Methodology

There are several ways to do appropriate planning, most involving a longer time frame than you are

allowing. This said, for time and cost considerations, we are recommending a workshop format, which is both

very collaborative and intentionally broad.

This planning process happens as follows:

A four- or five-member Stamats team representing the entirety of communication options for the college will meet with your transition team principals for one day (or parts of two) in Alabama or Cedar Rapids, Iowa (our home office). The one-day workshop focuses on tactical executions.

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Stamats will develop, in collaboration with you, a set of potential action plans for each broad brand marketing goal we determine together. We will brainstorm communication tactics from both a strategic and creative approach. We will also discuss and detail budgets, timelines, and evaluation mechanisms.

Action plans typically focus on the following2:

Internal audience communication

External audience communication

Pre- and post-launch planning

Public relations

Media relations

Advertising

Interactive

Direct marketing

Event marketing

Alliance marketing (co-branding)

After the action plans are outlined in the workshop, the Stamats team will refine up to five action plans for

each goal we establish, as well as an action plan calendar and preliminary budget based upon your available

data and resources. We will provide these and make one revision to deliver the final draft.

5. Executions

Parallel to the plan’s development (not waiting for delivery), we will begin to craft the actual deliverables

either on our own or in collaboration with your team. We understand that much is to be determined in

priorities and ownership of process, but the key is just that—we understand it.

The projects in your RFP or we know need to be considered beyond website (which, per your answers to our

questions, is being done separately from this work) include the following projects.

Logo (Graphic Identity) Development This important work of a new institutional identity will be done as part of our overall communication concepting. The scope we suggest is the following:

Prep time with current graphic system of the existing colleges

Telephone interviews with college team members for input

Stamats to refine up to five nameplate treatments

Stamats will provide and send electronic nameplate treatments and rationales (including commentary as to the “substance” and the pros and cons of the name and brand beyond the fonts and color) for the new college’s consideration

Your team to select one nameplate treatment/direction (includes up to two rounds of revisions)

2 See Media Planning and Management section on page 15 for the more detailed planning process.

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Stamats to provide capstone counsel to implementation

We will want to move ahead then with a more complete and robust approach to develop graphic identity throughout the campuses and in additional areas of communication for the new institution. This may well include developing a formal graphic identity manual (initial draft and two rounds of revisions), which typically would include:

The primary logo

General logo “dos and don’ts”

Logo variations

Reverses

Vertical format

Colors

Typography: Typeface selection with logo and two alternatives

Placement guidelines

Minimum clearance area

Common placement and usage

Seal usage

Stationery set

Letterhead

Business card

Envelope

Mailing label

In addition to the information in our typical manual, we can also include information about the following

identity elements:

Note card and envelope usage

Official document logo usage

Mailing label design

Executive stationery set

Vehicle identification usage

Electronic media usage

Branded non-athletic merchandise usage

Apparel, mugs, pens, and other paraphernalia

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Identification usage

Faculty/staff/student ID cards

Name tags/stickers

Specialty applications

The final graphic identity manual and logos are typically provided both electronically and in print format.

Creative Campaign

Launching the new college is not simply about the name—a brand creative campaign is also required and is

the most important component to the overall opportunity you have with this consolidation.

Our team will develop an appropriate and impactful creative campaign to support the new college that will

build an engaging case for the college to communities, prospective students and their families, and anyone

who needs to take notice.

Develop look, tone, and feel for messaging for all collateral

Develop and present two options for the new creative campaign based on a core idea. Show three executions for each concept and a rationale for each

Choose one campaign and refine through two rounds of revisions

Mascot Development

Rickabaugh Graphics will serve as Stamats’ strategic partner and lead the creative development of a

compelling spirit brand for the new college. Rickabaugh Graphics has developed a national reputation as the

leader in collegiate athletic branding. In fact, it is the only firm that has been creating collegiate athletic

identities continuously over the last 20 years and the experience gained over those years makes Rickabaugh

Graphics the respected expert in the field.

Rickabaugh Graphics’ nearly 150 university clients have included the Big East Conference, The Ohio State

University, the University of Wisconsin, Baylor University, Texas A&M University, Vanderbilt University, and

others who were consolidated universities (University of North Georgia, Purdue Northwest, and the University

of Texas Rio Grande Valley. The company's designs have also resulted in additional millions of dollars in

licensing income for its collegiate clients.

The typical process of this work in a consolidation/merger situation is:

Initial conversations with athletic directors of existing programs and appropriate transition college representatives on ground rules, expectations, process, and timing:

Scope of work (naming, athletic branding, colors)

Need for costume/mascot representative

Kids’ Club

Meetings with students and interested parties

Initial ideation

Return to campus to engage students and campuses in discussion and voting

Unveiling of final choices

Refine and fully develop new mascot and athletic identity

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Media Planning and Management

Following the broad plan process, Stamats can provide full-service media strategy, planning, buying,

execution, and payment of media.

Our internal media department is complemented by Timberlake Media Services, Inc., see page seven for more

information.

Working with us, you will never be presented with simply a media schedule. You will always receive a

comprehensive media strategy and plan where we include rationale for recommended media channels and

tactics as well as justification for media not recommended.

Media Planning Process

Competitive Review

Q/A Session

Service Area Prioritization

Planning Parameters

Media Objectives

Strategic Direction

Media Selection Recommendations and Rationale (We also talk about why we do not recommend certain types of media.)

Budget Recap (including allocation percentage breakout and rationale)

Contingency Planning Scenarios

Added Value/Promotional Components/Endorsements

Media Flowchart (showing months, flighting, media selection detail, cost, impressions, and costs per impression [CPM])

Strategic Communication Mapping (Optional, perhaps later)

In building a suitable communications plan for the new college recruitment campaign, we know what the

colleges who are part of the consolidation already do/have done recruitment in the marketplace that should

be considered. To this end, you will want to at some point consider more formally addressing:

Review current flow and opportunities from the existing colleges

Visually map all aspects of a recruiting communication plan for:

Undergraduate (traditional)

Adult (nontraditional)

Parents of traditional students

Transfer (limited)

Community members

Make adjustments and recommendations based on best practices

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Proposed Timeline This timeline is just a rough estimate to give you a sense of a branding and marketing schedule. Although the

time spans shown are estimated, the schedule represents an aggressive but realistic sequence of events that

may be affected by a number of variables. Upon engagement, Stamats will provide and regularly update

detailed schedules for your project.

Activity Weeks

1 2 3 4 5 6 7 8+

1. Planning Meeting

2. Listening Meetings and Research Counsel

3. Naming Summit

4. Marketing Strategy

5. Executions

*Duration estimate only counts business days. Weekends and holidays will be incorporated into the schedule once a start

date is determined.

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References Trine University (name and cultural change)

Earl D. Brooks II, PhD

President

1 University Avenue

Angola, IN 46703

Phone: (260) 665-4101

Email:[email protected]

University of Texas Rio Grande Valley (merger of three institutions)

Kimberly Selber

Director of Marketing and Chief Creative Officer

1201 W. University Drive

Edinburg, Texas 78539-2909

Phone: (956) 665-2741

Email: [email protected]

Kentucky Community & Technical College System (brand and enrollment

initiative for individual campuses and the entire system)

Terri Giltner

System Director of Marketing

300 North Main Street

Versailles, KY 40383

Phone: (859) 256-3186

Email: [email protected]

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Rates Stamats is committed to helping you achieve your goals in the most efficient, cost-effective way possible. The

three charts below are for team hourly rates and two projects We are happy to work with you to create a

tailored project payment plan that allows you to effectively plan and budget.

Although we used fixed, project-based costs, Stamats’ hourly rates are as follows:

Person Hourly rate

Senior Vice President (Chuck) $300.00

Planning Consultant (Kyndra) $300.00

Client Executive (Aaron) $200.00

Senior Designer (Mark) $195.00

Project Manager (Anne) $150.00

Director of Content Strategy (Joan) $170.00

Research Analyst (Tom/Staff) $155.00

Client Services Manager (Joy) $130.00

Proofreader $96.00

Mascot Development $32,985

Phase 1 – Discovery (plus travel & expenses)

Associated Activities

Two trips to campuses for discovery including focus groups of stakeholders

Deliverable

Quantitative and qualitative report of

findings

Phase 2 – Design (plus travel & expenses)


Design initial concepts - graphic image, monogram, wordmarks, secondary marks

Four rounds of revisions on initial concepts

Three rounds of revisions on selected concept

Two trips to campuses

Deliverable

Design files for Mac or PC of selected

concept

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Phase 3 – Focus Group Testing (plus travel & expenses)


Two day trip to campuses

Focius group testing on initial concepts

Deliverable

Quantitative and qualitative report of

findings

Optional Items Not included in above price

• Athletic Identities Guidelines Manual

• Youthmark/Kidsclub Identity

• Custom Font

• Mascot Costume

• Sports Specific Logos

• Athletic Stationary

Media Planning and Management $18,800

(plus travel & expenses)


Contact Planning. The contact plan details the specific media channels (online, social, broadcast, print, out-of-home, events, public relations, etc.) that are needed to deliver the right messages at the right moments to move target audiences along the decision path.

Media Planning. Stamats media team will meet with the CACC team to define the parameters of the media plan. We will begin to shape the plan and provide recommendations and rationale using appropriate media mixes to enhance the overall reach, frequency, and impact of the campaign.

Multiple step process includes: Competitive Review Q/A Session Target Audience and Service Area Prioritizations Planning Parameters Media Objectives for each budget level Strategic Direction Media Selection Recommendations and Rationale Budget Recap (including allocation percentage breakout and

rationale) Contingency Planning Scenarios Added Value/Promotional Components/Endorsements Media Flowchart (showing months, flighting, media selection

detail, cost, impressions and costs per impression (CPM)

Deliverable

A comprehensive, target audience-focused, strategic communication plan

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Terms and Conditions

This price quote includes the costs for consulting time at CACC, phone calls, package delivery services, and

postage.

Travel for Stamats’ staff and consultants will be billed in addition to the estimates.

Finance Options

Stamats, Inc. has the financial resources in place to offer tailored project payment plans to our clients. Client

payment schedules may involve prepayment, deferred payment, and/or progress billing components. Our

objective is to assemble a plan meeting your specific budgetary needs across a multiyear time frame.

Pricing and Billing

Billing can be expected within 20 days of completion of project milestones. Payment of all invoices is due no

later than 30 days after the date of invoice, unless a separate written and signed payment schedule is

attached. Central Alabama Community College agrees to pay, in addition to the quoted costs, any applicable

state or federal sales or use taxes for publications delivered. In those states where Stamats is required to

collect sales or use taxes, these amounts will be separately itemized on the invoices. Questions concerning

the invoice must be sent by Central Alabama Community College to Stamats by express mail within seven

days of the receipt of the invoice. Central Alabama Community College agrees that a charge of 1.5 percent per

month on any unpaid balance will be added to its account beginning 30 days after the date of invoice.

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Campaign Samples

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Marketing/Branding RFP Scoring

Firm: ____________________________________________________

Not

Defined

0 Points

Somewhat

Defined

5 Points

Satisfactorily

Defined

8 Points

Thoroughly

Defined

10 Points

Cover Page (If present 10 points - If not 0 points)

Introduction/Background of Firm

Synopsis/Summary of Project

Description of Customer Needs

Description of Pricing Strategy/Management

Listing of Team Members & Project Manager

Identification of Subcontractors (or explanation)

Methods of Measuring Success

Scope of work:

Listening Tours/Forums/Discovery addressed

Proposed Marketing Strategy

Proposed Public Relations Strategy/Implementation

Proposed Timeline

Creation of extensions addressed (logo, letterhead, business cards, etc.)

Creation of athletic mascot & color addressed

Recommendations for print, broadcast, and online media addressed

Supporting Documentation/References:

References (If any present 10 points - if not 0 points)

Relevancy of References (Experience with consolidation, education, etc.)

Additional Comments: 0 0 0 0

Scorer: Overall Total 0

Date: Total Possible 170

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NEWS RELEASE

For more information, contact: Mark McGhee, Executive Assistant to the President

Central Alabama Community College 256-215-4301 - [email protected]

FOR IMMEDIATE RELEASE February 26, 2016

TOWN HALL MEETING ANNOUNCED

CONSOLIDATION OF CENTRAL ALABAMA COMMUNITY COLLEGE, CHATTAHOOCHEE VALLEY COMMUNITY COLLEGE, AND SOUTHERN UNION STATE COMMUNITY COLLEGE

Dr. Susan Burrow, who will serve as president of the regional community college to be created through the consolidation of Central Alabama Community College, Chattahoochee Valley Community College, and Southern Union State Community College, has announced a series of town hall meetings where stakeholders may gather information and provide input into the consolidation process.

President Burrow will hold a town hall meeting in each of the five communities where the new Regional Community College will have campus locations—Alexander City, Childersburg, Opelika, Phenix City, and Wadley. Attendees will have the opportunity to ask questions and provide input on the various aspects of the consolidation. Below is the town hall meeting schedule.

Community Town Hall Date and Time Location

Wadley Wednesday, March 2, 2016 5:30 PM

Southern Union State Community College Learning Resource Center – Lakeview Room 750 Roberts Street Wadley, Alabama 36276

Childersburg Thursday, March 3, 2016 5:30 PM

Central Alabama Community College Margie Sanford Building Meeting Room 34091 US Highway 280 Childersburg, Alabama 35044

Alexander City Monday, March 7, 2016 5:30 PM

Central Alabama Community College Betty Carol Graham Technology Center Multimedia Room 1675 Cherokee Road Alexander City, Alabama 35010

Opelika Tuesday, March 8, 2016 5:30 PM

Southern Union State Community College Business Technology Center - Southern Room 1701 Lafayette Pkwy Opelika, Alabama 36801

Phenix City Wednesday, March 9, 2016 5:30 PM (EST)

Chattahoochee Valley Community College IPAC Auditorium 2602 College Drive Phenix City, Alabama 36869

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Questions and Answers Submitted for Branding/Marketing RFP

Do you want a full estimated cost for the proposal or our hourly professional rates/or both?

It would be helpful to us to see both. As we review the proposal, seeing the various costs for

different stages of the process would be nice.

Have you established a budget for this initiative that you can share with us?

At this time, we have not formalized a budget. However, we understand the magnitude of this

project and expect that to be reflected in the costs of the proposal. Please feel free to price

different aspects/portions of the work individually/separately.

Can you confirm that the five locations for the consolidated institution will be in Wadley,

Opelika, Valley, Alexander City, and Phenix City?

Five campus locations: Opelika, Wadley, Phenix City, Alexander City, and Childersburg

Two centers: Talladega and Valley

One instructional site: Millbrook (Stanhope Elmore High School)

The RFP mentions an internal communications strategy, can you elaborate on what is

meant by this? Is the College looking for a strategy to announce the consolidation and

rebranding of the College’s to existing students and staff?

By internally, we mean communication with current employees and students of all three

colleges. The consolidation is already public. However, through the rebranding process, we

would like to have an effective way to roll the information out to employees and students.

The RFP mentions listening tours as well as forums, can you please elaborate on what the

College is identifying as differences between listening tours and forums?

There is no difference.

The RFP mentions that the consultant should participate and help with planning of

listening tours. What level of assistance is the College seeking?

Heavy involvement will be needed and expected. We will help facilitate logistics and scheduling,

but will expect your team to facilitate the meetings.

Do you expect the chosen to attend all 10 listening tours? Yes. It is imperative.

Will the College advertise and recruit participants for the listening tours/forums?

We expect this to be a joint effort.

Will the College look to the consultant to provide a discussion guide/ questions for the

listening tours and forum?

Yes. We expect your team to facilitate the meetings.

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What types of documentation or reporting will the College require after the listening

tours/forums?

For each tour/forum we will need minutes to record topics discussed and questions asked. Our

goal from the tours is to gather what is important to each community in an effort to find a

common thread that will help in naming and branding the new Regional College and each

individual campus.

Is there any flexibility in the timeline for the project? Our number one priority is establishing the new name. We must have the name finalized for

submission by April 8th. The remainder of the work can be developed between April 8th and

July 1st.

Do you have an incumbent?

No, there is no incumbent agency.

Do you require detailed resumes for team members or will bios suffice? We don't need detailed resumes. Bios will be fine.

Do you expect the chosen to attend all 10 listening tours? Yes. It is imperative.

Will you be collecting questions from prospective proposers and releasing answers online

for all prospective bidders to see?

At this time, we do not plan to post a comprehensive list of questions online.

In addition to providing the pricing for personnel, are you also looking for line by line

estimates for specific deliverables? If so, can you identify the deliverables?

Please see item 3 of the RFP - Scope of work. From your previous experience, feel free to add

additional items. Basically, we are looking for a breakdown of cost per the various

aspects/portions of the project where we can look at cost and, if needed, prioritize.

Can the pages be front and back or limited to 25 pages of copy?

Front Only – 25 pages of copy

Would an appendix of sample work be considered as part of the 25 page total?

No – The appendix can exceed 25-page limit

We would include the references and contact information in our proposal but could

reference letters be an appendix above the page limit?

Yes – Reference pages can be included in the appendix

To be clear, does the new institution needs a new name AND a fresh brand position (an

identity of substance and tangible look and feel that does not exist now). We define brand

as what an institution stands for in substance (mindshare) not a physical representation or

name. Is this your definition of brand?

Yes, we agree with your definition of brand.

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Do you want an institutional nameplate, logo, and all appropriate extensions of the identity

(business cards, letterhead, all digital and print uses) OR just nameplate and athletic

mascot/name/logo?

We would like the proposal to include all of the extensions. However please feel free to price

various extensions individually/separately.

The most important launch element you need is a new institutional website. This is not part

of this effort. Why?

Due to time constants, this effort will be handled separately.

To this end, a new website per our experience in mergers takes an extensive amount of

effort (political and real resources) and time. You will not have a FULL new site by August,

2016. What is your plan?

We will work with what we currently have and move forward on complete new website at a later

date.

In name change and merger work, the guidelines for a new name approval for website and

technology work take an extensive length of time (government, etc.) Again, what is the plan

for this effort if the new name is not determined until April?

Waiting is not an option for this project. The new college name will be determined by April 8th.

On pages 8-13 you include paperwork and forms. However on page four, Section 4.

Proposal Format these forms are not included in what is needed to be delivered to the

college. Can you please verify if these forms are required or not?

These will only be required if you are chosen by the vendor.

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central alabama community college

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