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News Releases

August 29, 2003

USM Rolls Out New Communications Strategy

Following nearly two years of development, USM is implementing a comprehensive marketing plan to more effectively communicate the reach and depth of its academic programs and community involvement. The branding initiative is the public component of the University's push to secure its financial and human resources, while building a national reputation for regional excellence.

"We must communicate in a more coordinated, coherent fashion to help leverage the financial and human resources needed to sustain our growth and build a national reputation for regional excellence that's relevant to the needs of Maine citizens," said USM President Richard L. Pattenaude.

The plan is being implemented using existing marketing dollars, and will emphasize the ways in which USM offers rigorous intellectual challenge and professional development to its students, cutting-edge research, and leadership for the economic and cultural well-being of the state.

Research conducted in 2001 by Critical Insights, a Portland-based market research firm, showed that community leaders and the general public have a favorable impression, but lack an understanding of the breadth of USM programs, the quality of its faculty, and its central role in the community. An internal audit of USM publications confirmed these findings, revealing over 70 separate logos and messages identifying the University's diverse colleges, schools and programs.

Based on feedback from faculty, staff, students and supporters, USM, with volunteer talent from the external community, developed a more coordinated communications strategy for the University, which includes: development of a new USM logo; articulation and dissemination of several key "promises" the University makes to its students and the community; and a blueprint for helping all colleges, departments, and programs align their individual communications in support of those promises.

More information is available at www.usm.maine.edu/image.

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