1. Stakeholders
1.1. Faculty Members
1.2. Staff
1.3. Adjunct Faculty
1.4. Grad Students
1.5. Current Student
1.6. Potential Students
1.7. Recruiters
1.8. Teachers
1.9. Guidance Counsellors
1.10. FASS
1.11. Carleton
1.12. Other History Departments
1.13. Media
1.14. General Public
1.15. Government
1.16. Centre for Public History
1.17. Public History Partnership Network
2. Big Idea
2.1. A **big idea** functions as an organizational totem pole around which strategy, behavior, actions, and communications are aligned. These simply worded statements are used internally as a beacon of a distinctive culture and externally as a competitive advantage that helps consumers make choices.
2.2. **Taglines:** A tagline is a short phrase that captures a company’s brand essence, personality, and positioning, and distinguishes the company from its competitors. Deceptively simple, taglines are not arbitrary. They grow out of an intensive strategic and creative process
2.2.1. A tagline is a slogan, clarifier, mantra, company statement, or guiding principle that describes, synopsizes, or helps create an interest.
2.2.1.1. Creative, Critical, Carleton
2.2.1.2. Hands On History
3. A **Competative Audit** examines the competition’s brands, key messages, and identity in the marketplace, from brandmarks and tag-lines to ads and websites.
3.1. **Language Audit** A language audit has many names. Voice audit, message audit, and content audit are among the most popular.
4. Process
4.1. 1. Conducting Research
4.1.1. 2. Clarifying Strategy
4.1.1.1. 3. Designing Identity
4.1.1.1.1. 4. Creating Touchpoints
4.1.1.1.2. Carleton Comms establishes our design identity (so we don't need to do anything about this)
4.1.1.2. **Develop a positioning platform** Subsequent to information gathering and analysis are the development and refinement of a positioning strategy. *Perceptual mapping* is a technique that is frequently used to brainstorm a positioning strategy. On which dimension can a company compete? What can it own?
4.1.1.2.1. **Create the big idea** The big idea can always be expressed in one sentence. Sometimes the big idea becomes the tagline or the battle cry. - The big idea must be simple and transportable. - It must carry enough ambiguity to allow for future developments that cannot be predicted. -It must create an emotional connection, and it must be easy to talk about, whether you are faculty or student.
4.1.2. **Audit readout** An audit readout signals the end of the research and analysis phase. It is a formal presentation made to the key decision makers that synthesizes key conclusions from the interviews, research, and audits. The biggest challenge is organizing a vast amount of information into a succinct and strategic presentation. It is a tool used as a reference throughout the entire process.
4.1.2.1. - Focuses leaders on the possibilities - Jumpstarts robust conversations - Identifies gaps between positioning and expression - Uncovers inconsistencies - Reveals need for more differentiation - Adds value and sense of urgency to the process - Informs the creative team - Unearths brilliant and forgotten ideas, images, and words - Builds commitment to doing things right in the future
5. A **Competative Audit** examines the competition’s brands, key messages, and identity in the marketplace, from brandmarks and tag-lines to ads and websites.
6. **Marketing audit** Repositioning an organization, revitalizing and redesigning an existing identity system, requires an examination of the communications and marketing tools an organization has used in the past. Identifying what has worked and what has been successful or even dysfunctional provides valuable learning in the creation of a new identity. becoming aligned. Marketing audits are used to methodically examine and analyze all marketing, communications, and identity systems, both existing systems and those out of circulation. The process takes a magnifying glass to the brand and its multiple expressions over time. To develop a vision for an organization’s brand in the future, you must have a sense of its history. Inevitably, something of worth has been tossed out over time—a tagline, a symbol, a phrase, a point of view—for what seemed to be a good reason at the time. There might be something from the past that should be resuscitated or repurposed. Perhaps a color or a tagline has been in place since the founding of the company. Consider whether this equity should be moved forward
7. Why do we exist? What will we become? What makes professors passionate about their work? What excites our students? What are the ideas that drive our department? What are we doing that's different from what everyone else in our university/discipline is doing? What do we need to be successful? What is holding us back?
8. History Identity Audit
8.1. **Examine identity** - Marks - Logotypes - Color - Imagery - Typography - Look and feel
8.2. **Examine how things happen** - Process - Decision making - Communications responsibility - In-house and webmaster - Production
9. Department Revamps Our Communications Strategy
9.1. develop social media strategy
9.1.1. how to organize information into usuable form from the various streams that exist?
9.1.1.1. FASS Comms
9.1.1.2. Uni Comms
9.1.1.3. Professor/ student social media
9.2. Website
9.2.1. The best websites know who their visitors are, and give them a reason to come back again and again. Videos have started to populate most websites with storytelling and testimonials.
9.2.1.1. **Understand the users** Identify users + build user profiles. Assess user goals. Gain insights from key users. Create site use scenarios. Consider the mobile experience. Consider social experience.
9.2.1.1.1. **Build content strategy** Conduct keyword research. Clarify content management responsibilities. Forecast 12-month content rollout. Develop SEO content strategy. Evaluate possible social media outlets. Develop information architecture. Map content to approved navigation.
9.3. Print
9.3.1. Posters
9.3.2. Mailing Lists?
9.4. Develop better publicity with High School Teachers/ students around workshops/student for a day/ MCPs.
9.5. develop communication engagement strategy
10. **Research** Understanding comes from various sources— from reading strategic documents and business plans to interviewing key stakeholders. Understanding may also be achieved by experiencing the organization from a customer’s perspective, gaining insight from navigating the website, and seeing how easy it is to understand the product offerings, receive a sales pitch, or use the products. The goals are to uncover the essence of this company and to understand how the organization fits into the larger competitive environment.
10.1. FASS Communications will do a communications audit of our messaging?
10.1.1. Brochures
10.1.2. Website
10.1.3. Events
10.1.3.1. Shannons
10.1.4. Social Media Use
10.1.5. Cyclical Review Docs
10.2. Qualitative research
10.2.1. One-on-one interviews
10.2.1.1. Meetings with stakeholders to see their needs and expectations; the value they see in us
10.2.1.1.1. HS Teachers
10.2.1.1.2. Recruitment Staff
10.2.1.1.3. FASS Comms
10.2.1.1.4. Students
10.2.2. Focus Groups
10.2.2.1. Can be used to identify problems
10.2.2.2. Can be used to test strategic plans we develop
10.3. Quantitative research
10.3.1. Online Surveys
10.3.1.1. Alumni outreach survey
10.3.1.2. First year student survey
10.3.2. Data Scraping about department