City of Roeland Park

Rebranding Proposal
Prepared for: The City of Roeland Park

Prepared by: BA480 Marketing Strategy Class

Benedictine College
Atchison, KS

Instructor: Clay Johnston, MBA

Assistant Professor
Marketing Program Chair

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Executive Summary:
The following proposal is the product of a class of 20 Benedictine College students enrolled in Marketing
Strategy under the instruction and direction of Clay Johnston. Assigned with the task of designing a rebranding strategy for the city of Roeland Park, we first searched to identify the underlying problem
through analysis of the current situation. In order to expand our knowledge concerning the needs of the
community, we developed a research plan centered on the use of focus groups. The exact mechanics of
our implementation strategy will be dependent upon community input. We will evaluate the
effectiveness of our plan through metrics measuring community satisfaction. Our goal is to create a
successful alteration to Roeland Parks current image that spreads through the greater Kansas City area
generating a positive perception of the city.

Situation Analysis:
Background

Roeland Park exists in a county that recorded a population growth rate more than twice that of
the US as a whole
Experienced a decrease in population for the past 25 years
Median age of 34.1 (younger than that of the US and surrounding suburbs)
Predominately white (88.3% in 2000)
An estimated 96% of residents 25 years or older received a high school diploma (higher than
surrounding counties)
Primarily a residential community (residents are employed by an entity outside of the city limits)
Employment within the city is classified as service (primary employers are Wal-Mart, Price
Chopper, and Lowes)
Comparatively low unemployment rate
Average household income of $80,098 (mean) and $64,051 (median) significantly greater than
the mean of both Kansas and the US as a whole
Relatively higher property tax (third highest in Johnson County) initial price of housing is lower
than surrounding cities

History

Fall of 2013 - the community determined there was a need for the development of a strategic
plan in order to spur economic/social growth and well-being
End goal engage citizens and build relationships to create a preferential community
Spring of 2014 Roeland Park contracted with Wichita State University to develop an urban
strategic plan
Research was conducted in order to determine the communitys needs (online survey,
community open house)

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Problem Identification
Uncertain identity lack of encompassing community brand
General dissatisfaction with the outdated logo (every city is the city of trees)
Inefficient use of funds
Underutilized property
Limited grade-schooling options in recent years (family-friendly image is no longer apparent)
Not an end destination has a stigma of just passing through
Specific Needs
Attract new businesses and city development in order to diversify tax base
Create a sustainable economy through the commercial development of underutilized property
Increase community awareness and promote a positive image
Generate a stronger family-friendly image inviting to beginning families
Emphasize proximity of attractions in different cities (Plaza, etc.)

Marketing Research
Research Problem
To achieve an effective rebranding of Roeland Park, we must first study, and identify the advantages and
disadvantages of the city based on the perceptions of key demographic segments: 1.) those who live and
work in Roeland Park, 2.) those who live in Roeland Park and work outside the city, and 3.) live outside
Roeland Park and work within the city. We must also identify how the above mentioned demographic
segments weigh the value of those advantages and disadvantages within broad city perception.
Research Methods
Our research will focus on defining what the locals think of their city, as well as what they believe are
the keys to making Roeland Park a better community. During our early stages of research, we found that
there are several community members that are afraid of having a firm from outside the area take the
lead on the rebranding for the fear that we do not understand the issues at hand. As a dedicated team,
we plan on becoming extremely familiar with the entire area of Roeland Park as well as the people that
live there. We want to hear from the civilians themselves and the people that work in the city because
not only will they provide us with the best information to improve Roeland Park, they will also help the
community feel that they are contributing to the rebranding rather than simply living in a town that is
being rebranded by a firm. We want the civilians to participate, contribute, and be proud of this
rebranding experience; we believe we have an effective plan in place to accomplish this.
We plan to take a 3-phase approach to gathering and collecting the data we need to rebrand Roeland
Park:

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Phase 1 will consist of several focus groups. We will conduct these at the Benedictine College executive
MBA classroom that is located within Roeland Park. Focus group members will be incentivized to
participate with refreshments, as well as discount cards for local businesses in exchange for their time
and input. An added benefit is that this can also promote some businesses in Roeland Park. The focus
group discussion guide will seek participants insights to these questions:

What do you think about todays Roeland Park?

What about Roeland Park keeps you here?
What would you say is Roeland Parks main attractions?
What changes have you seen in Roeland Park since you moved here?
o Which of these changes do you agree with? Disagree with? Why?
Do you see yourself still living in Roeland Park in 5 years? 10 years?
o If not, what changes would Roeland Park need to make to keep you here?
Where do you see Roeland Park in 10 years?

Phase 2 will target employees that do not currently live within the city limits, but instead commute to
Roeland Park for work. This survey will be sent by email to participants we identify so that we do not
take away from their time at work and they are able to fill out this survey when time is available. This
survey will collect insights including:

From which city do you commute?

How long is your home to work commute?
What are your thoughts of Roeland Park?
What about Roeland Park is attractive to you?
Do you see yourself working here in Roeland Park in 5 years? 10 years?
o If not, what changes would Roeland Park need to make to keep you here?
Where do you see Roeland Park in 10 years?

Phase 3 consists of depth interviews. Our team has already had the opportunity to speak with some
citizens of Roeland Park to get their vision as well as their insight of the town and they have already
begun to inspire new ideas for us. We would like to continue these depth interviews with vocal citizens
that are willing to give us a little larger time contribution to our research. Again, these citizens will be
incentivized with refreshments and a discount card to businesses within Roeland Park. These
interviews will have many of the questions like the ones listed above, but this one-on-one interview
allows for the interviewer to dig deeper into the citizens insights. We believe that these in-depth
interviews will play a key role in identifying the main problems that are in the Roeland Park brand. This
is because the problems discussed in these interviews will be from primary sources and will have great
depth. We are optimistic that we will identify several willing citizens that love Roeland Park and want to
participate in its rebranding.

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Committee Engagement
The Benedictine College BA 480 Marketing Strategy Class looks forward to working closely with the
Roeland Park Community Rebranding Committee. Our class consists of four teams that will strategically
implement the specific actions included in this proposal, as approved by the committee. Each team has
appointed one representative to serve as the Committee liaison.
These team members, as well as instructor Clay Johnston, will attend and report at each scheduled
meeting of the Community Branding Committee, and be the primary points of contact. In addition, all
work during the rebranding project will be shared via Google docs with the committee allowing realtime access and input.

Creation/Development of Brand Image

The results from our research will be used to develop a creative brief, which will contain the creative
purpose, target audience, message, theme, research resources, and constraints. This creative brief will
be shared and further refined with the community branding committee and will continue to serve as
guideline throughout the entire project.
A brand positioning statement will be developed, based on the creative brief. We will then utilize the
design and intellectual resources available at Benedictine College: students pursuing degrees in Art and
Mass Communication, and engage their participation by offering them the opportunity to build their
portfolio through a college-wide design competition.
The brand images that result from the competition will be narrowed down to the best three, and will
then be displayed to the community branding committee. This will allow the entire community branding
committee a vote in the final direction of the rebranding of the city of Roeland Park.

Implementation of Rebrand
When implementing this strategy, three crucial questions need to be asked and answered.
1. What does Roeland Park want to be known for?
2. How can Roeland Park stand out from the surrounding areas?
3. What thoughts and feelings do we want to come to mind when people are exposed to Roeland
Park and their citys branding images?
A new logo or tagline does not build a brand and certainly will not change the perception and image of
Roeland Park giving it any more traction in the marketplace then it already is receiving.

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To create a successful alteration to Roeland Parks current image the following 5 elements are crucial to
take into consideration.
1. The name, sign, or symbol
2. The source of a promise
3. Distinctive or added value
4. Personality and character
5. The sum of the customers thoughts and perceptions
Once these are identified, we will have a solid basis to begin implementing our strategies for Roeland
Park.
Strategy I
Using a Phased implementation approach, the City of Roeland Park can slowly ease in the rebrand of
their city. Taking this course is beneficial for multiple reasons.
1. Gives the community time to adjust and ease into the new brand
2. Opportunity for communication and explanation towards the target audience
3. Relatively low costs and allocation over longer period of time
4. Little pressure on the internal organization.
The only drawbacks to this approach are:
1. It can lead to confusion among the audience (ex. Website looks different than flyers)
2. Temporarily coexistence of 2 brands
3. Possible loss of focus during project
To diffuse these potential drawbacks we recommend updating websites and digital assets first, followed
by internal and external print assets, releasing to stores and venues, and conclude with the full media
and public relations release. Throughout this process, different events can promote the exciting course
and future the City of Roeland Park is expecting.
Strategy II
Another implementation strategy is the Big Bang Method. This is more risky than the phasing
method, however if prudently put into action can be extremely rewarding. The positives of the Big bang
method are:
1. A new brand identity at once
2. High brand awareness, when coupled with a solid marketing strategy
3. Negative associations with the old brand will be terminated at once.
The disadvantages of the Big Bang method include:
1. High expenses and pressure on cash flow
2. Intensive preparations
3. High pressure on internal organization
4. Positive associations with the old brand can be terminated when the brand suddenly ceases to
exist
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Recommendation
Ultimately, our consultant group recommends the Phased Implementation approach. To begin the
process of implementation the first step to take is to work with assets, after this change is complete,
then community introduction is the next focus, followed by the media outreach.
Phasing Implementation Process:
Initial re-branding event city wide festival/parade/fair to celebrate the beginning of a new
chapter for RP (freebies to distribute)
Update signage and logos on city buildings
Update website and social media presence
Raise greater Kansas City area awareness through distribution of functional advertising to RP
residents (magnets/bumper stickers, yard signs, t-shirts, Frisbees, cups, etc.)
Attract a home town/home grown coffee shop or gathering place to inspire community
Develop a concrete plan to enhance public areas/undeveloped land (parks, strip centers, etc.)
Reach out to larger corporations and promote prime location (restaurants, shops, hotels)
Send information about RP living advantages to GenKC (or other young professionals network)
Once re-branding has taken root within RP, spread knowledge throughout the greater KC area in
order to entice new potential residents (example: Sporting KC / Royals game)
NOTE: Potential ideas open to alteration and suggestion based on community research and feedback
Timeline (2 Years):
Phase 1
Rework Roeland Park websites.
o Create new links to help neighbors find local community events and parks.
o Create new page to connect neighbors with local businesses and restaurants located in
Roeland Park
Use Facebook, Twitter, LinkedIn to communicate new city image to community.
o Less emphasis on business and office operations more emphasis on residents and
community. Have pictures from schools or childrens sports games, or people doing
activities in the parks.
o Encourage neighbors to interact on Facebook and Twitter, post pictures and events.
Redesign and order business cards, stationery and office supplies with new logo.
Create a YouTube channel videos promoting the city, parks, and neighborhoods made either by
us or the residents.
Phase 2

Erect signage throughout the city promoting the rebranded city image,
Send newsletters to residents promoting re-branding events
Erect temporary banners along the central business district

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Produce bumper stickers and beverage koozies to give out at city events.

Phase 3

Advertise rebrand and new city image, on radio and television around the Kansas City Area.
o Emphasis on great school system, warm neighborhood environments.
o Make Roeland Parks new image and goal well-known both in Roeland Park and around
the greater Kansas City area.
o Goal to create a sense of pride for RP and have the residents believe in the new image.
Host Social Events to bring people into Roeland Park from all around the greater Kansas City
area (Charity 5k, Farmers Market, Parade, Fair, Art Festival, etc.)

NOTE: During our research, we discovered a few resources that we found worthy to share due to their
relevance of Roeland Parks situation. These are great examples for Roeland Park to benchmark during
this time of transition of their rebranding.
http://placebrandobserver.com/how-to-develop-city-brand-strategy-example-mississauga/
https://books.google.com/books?hl=en&lr=&id=hl3Mxk31_sC&oi=fnd&pg=PA7&dq=Successful+implementation+of+rebranding+a+city&ots=4CBaZzSF
N4&sig=PpIVTYPq6kNKKM-l3cnntErMbCY#v=onepage&q&f=false

Evaluation
Monitoring these key metrics will measure the effectiveness of the rebranding effort and its marketing
strategy implementation:
Resident surveys in measured time increments evaluating the citys satisfaction with the
rebrand. This can be sent online/through email and results will be collected to be analyzed
afterward.
Local media coverage and social media mentions will measure awareness and engagement with
the rebrand. This can be measured through the use of social media monitoring programs (e.g.
Hootsuite, etc.), as well as data on other media platforms such as TV, radio, and print.
A decrease in available property for sale (a number available from real estate agencies), an
increase in business profits, and an increase in business presence in general across the town,
would all indicate a successful rebrand.
We can also measure traffic rates using traffic counters placed on main roads to see an increase
or decrease in traffic through and around the town compared to years past. Over the next five
years or so, we can continue to monitor and pay attention to these numbers as time continues.
If they increase, that is a sign that the rebrand is becoming successful.
A successful rebrand would show an increased population in Roeland Park residents/business;
similarly a decrease in departure of business/residents would show a successful rebranding.

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Cost
The research, design, creation and preliminary management of new social media and digital assets, and
rebranding implementation planning will be provided pro-bono by students and advisors at Benedictine
College. Print collateral, event costs, signage, etc. will be researched and negotiated for greatest value
for investment.

Key Team Members

Adriana Brown is a Marketing major from Denver, CO in her final semester at Benedictine College. She
has been a media intern for two different non-profit companies, Easter Seals Colorado and Atchison Art
Association, working with Adobe programs such as Photoshop and InDesign. She has graphic design
experience, Microsoft Office experience, and has excelled in her marketing classes. She has taken the
journalism and marketing classes such as Principles, IMC, Marketing Research, Consumer Behavior, and
other Marketing and management based classes at Benedictine College.
Adrianas team has worked with professional companies in their classes by creating integrated
marketing communication plans for Brew Lab and CZ Cigars; GRI country reports for Innodeck Decking;
and research proposals and implementations for Habitat for Humanity Re-Store.
Joey Elmenhurst is from Seattle, WA and currently attending his last semester at Benedictine College,
pursuing a double major in Marketing and International Business. Joey is a qualified representative who
is able and willing to be available throughout this implementation process of rebranding Roeland Park.
He has experience in marketing working for Axia Home Loans located in Bellevue, WA, as a marketing
assistant. During his time at Axia Home Loans, he aided in re-designing the company website and
managing their social media sources (FB page, twitter, blogs, etc.) as well as assisted in internal sales.
Kathleen Wells is a junior from Wichita, Kansas studying Marketing, Finance, International Business, and
Economics. At Benedictine College, she is involved with the Student International Business Council and
Gregorian Fellows Leadership Program, along with working in the Office of the President. Her internship
experience includes event planning with Wichita Festivals and marketing and communications with the
Wichita Metro Chamber of Commerce. One of her assignments while working with the Chamber of
Commerce was to develop promotional materials and communication strategies focused on Wichitas
goal to attract new young professionals.
W. Clay Johnston, MBA has served as an Assistant Professor and the Marketing Program Chair for the
Benedictine College School of Business since 2010. Before his career in academia, he earned 15 years of
experience in the greater Kansas City metros marketing industry. He has successfully managed
projects, personnel, budgets and campaigns in marketing research, public relations, as well as in print,
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television, digital, and social media advertising. Johnston is owner and Chief Marketing Officer of Brew
Lab in Overland Park, KS, and resides in Kansas City, MO.

About Benedictine College

Heir to the 1500 years of Benedictine dedication to learning, the Benedictine College mission as a
Catholic, Benedictine, liberal arts, residential college is the education of men and women within a
community of faith and scholarship.
About the Benedictine College School of Business
We graduate principled business leaders infused with an innovative spirit and prepared to excel in the
global business community. Our graduates demonstrate their competence, character, and commitment
to serving the common good with respect for the dignity of every person.
Points of Emphasis:
Ability to communicate
Excellent verbal and written communication skills will set graduates apart from their peers as
they compete for employment opportunities.
Competence
Once employed, graduates will know more and perform better in their chosen field of expertise,
allowing them to grow further in their technical competency and career.
Character-filled
Those who perform well are often promoted to lead others doing the work. Character and
values are the foundation for all effective leadership. Our approach to character flows from
Catholic social teaching, emphasizing service to the common good and dignity of the human
person.
Compassionate
Those accomplished at leading others and achieving results through others often get the
opportunity to lead at an executive level. Our Christ-centered worldview will influence actions
throughout the organization. Business has a responsibility to use its resources wisely for the
betterment of mankind and the world.
Tomorrows Leaders
We believe that principled business leaders, those who practice a life of virtue at work, are
better leaders. Consequently, through the cooperation and commitment of others, they
generate better business results for all stakeholders.

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