The issues, organizational changes, and institutional reactions that colleges and universities perceive as associated with implementation of new marketing practices were identified in a review of the literature and interviews with officials from 25 institutions primarily in or near Los Angeles, California. Several trends were revealed: successful marketing activity will require policy decisions, expended missions, increased expenditures, and centralized administration. It was found that there are emerging trends in institutional change associated with implementation of the marketing concept, and that these cluster into three basic types: those preliminary responses necessary for organizing a marketing effort (i.e., policy decision and expenditures; expected changes that occur as colleges begin to implement the marketing concept; and consequences associated with marketing activity. A marketing program means increased attention to measures of institutional effectiveness, and while significantly contributing to the overall financial stability of the institution, it may bring increased competition among institutions. The most likely areas of expansion as institutions attempt to serve a broader clientele will be to place more emphasis on adult and part-time students. A change in student clientele means changes will need to occur in programs, scheduling, admission requirements, and teaching methods. Ongoing program evaluation can provide the information necessary to make more successful strategic and marketing decisions, and student consumerism may change the priorities for program evaluation. The role of institutional researchers in developing a marketing approach is noted. (SW)