DELIVERING CAMPAIGN IMPROVEMENTS IN A HIGHLY COMPETITIVE MARKETPLACE. BIRMINGHAM CITY UNIVERSITY Case study April 2018

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1 DELIVERING CAMPAIGN IMPROVEMENTS IN A HIGHLY COMPETITIVE MARKETPLACE BIRMINGHAM CITY UNIVERSITY Case study April 2018

2 HELLO ED LAYT Marketing Strategist SMRS DAVID DAVIS Head of Campaigns and Digital Birmingham City University

3 DELIVERING IMPROVEMENTS

4 CHALLENGES 1. Increased competitor marketing within our core catchment area 2. Lack of historical marketing data 3. Increased targets 4. A greater focus on ROI and financial rigor 5. Disjointed briefing process

5 OBJECTIVES INTEGRATION EFFICIENCY & INSTITUTIONAL BENEFIT CALCULATE & MODEL DIVERSIFICATION & RISK REDUCTION

6 The solution wasn t simple. A single innovation, or new tactic wouldn t deliver the required outcomes. BCU required a strategic journey of improvement.

8 AUDIENCE DATA TO DRIVE PERFORMANCE Using the data we already held to drive performance: Improving recruitment and retention Efficient allocation of marketing and communications resource Delivering a better acquisition journey

9 DATA MATURITY MODEL THINK LOCALLY ACT LOCALLY THINK INSTITUTIONALY ACT LOCALLY THINK INSTITUTIONALY ACT COLLECTIVELY THINK INSTITUTIONALY ACT INSTITUTIONALY Data usage is reactive Limited data strategy No data policies documented No data expectations Basic data points are being recorded Real time management reporting of engagements, comms & offers & accepts Simple errors in process are identified and reported Control points are clear for every level of recruitment Expectations associated with process adherence can be articulated using data quality rules Business impact analysis of student data Results of impact analysis factored into Recruitment and Retention strategies Data quality expectations tied to performance targets Controls for data validation integrated into business processes Action points: Action points: Action points: Action points: Data points formally approved & tracked Every student logged Core student communication tracked All student communication tracked Implement basic KPIs Linking all measurements to KPIs Governance and policies introduced Reporting structures defined All KPIs agreed Marketing and comms strategies identified Data enrichment, transfer and overlaying Performance guidelines created & communicated Full dashboards created Responsive and informed strategy updated as necessary Institution is data first Student scoring and evaluation tracked UNDISCIPLINED REACTIVE PROACTIVE GOVERNED

10 ROADMAP OF STRATEGIC PROJECTS Audience segmentation Creative development Campaign impact research Attribution Digital user journeys Campaign enhancements Search engine optimisation Conversion rate optimisation

12 AUDIENCE SEGMENTATION Through statistical analysis and modeling of applicant and student data, we developed propensity-based audience segments to tell BCU: Who is more likely to enrol? Who requires more support to convert? What is the market opportunity for each segment?

13 WHAT THIS MEANT FOR BCU 1. Refined targeting for university and faculty level prospecting activity Specific geographies Demographic profiles Identification of new markets to diversify recruitment 2. Potential to lead-score future applicants

15 ATTRIBUTE YOUR COMMUTE How did you get to work? Last Click Walk Train Walk Train Taxi Arrive First Click 100% Linear

16 ATTRIBUTE YOUR COMMUTE How did you get to work? Last Click Walk Train Walk Train Taxi Arrive First Click 100% Walk Train Walk Train Taxi Arrive 100% Linear

17 ATTRIBUTE YOUR COMMUTE How did you get to work? Last Click Walk Train Walk Train Taxi Arrive First Click 100% Walk Train Walk Train Taxi Arrive 100% Linear Walk Train Walk Train Taxi Arrive 20% 40% 40%

18 STANDARD REPORTING DISPLAY PPC SOCIAL CONVERSION Attributed channel

19 WHAT THIS MEANT FOR BCU 1. Working with intelligent data 2. Driving creation of channel strategy 3. Influencing creative output for each channel

21 ONSITE USER JOURNEY ANALYSIS Using analytics to map and understand the user journeys of web visitors to tell BCU: How journeys differ by source channel and landing page Understand current advertising performance and quality of traffic Identify optimisations, efficiencies and pain points to improve the journey Strategic direction for future investments (campaign, SEO, CRO)

22 WHAT THIS MEANT FOR BCU 1. Informed the development of hypothesis for CRO 2. Informed future content developments 3. Refined campaign channel/tactic dependent on objective/stage of the campaign

C R E A T I V E CAMPAIGN IMPACT RESEARCH New undergraduate campaign Ongoing measurement of recall, message preference

competitive is ambitious offers quality courses provides great career opportunities is innovative is dynamic has an

..is welcoming offers a great student experience is social 3%10% 48% 22% 16% 3% 11% 54% 20% 12% 5% 10% 69% 12% 4% 3%

24 C R E A T I V E CAMPAIGN IMPACT RESEARCH New undergraduate campaign Ongoing measurement of recall, message preference and impact on decision-making is a leader in research is traditional is environmentally conscious is pioneering is competitive is ambitious offers quality courses provides great career opportunities is innovative is dynamic has an international outlook is professional...is welcoming offers a great student experience is social 3%10% 48% 22% 16% 3% 11% 54% 20% 12% 5% 10% 69% 12% 4% 3% 14% 62% 16% 5% 8% 19% 45% 18% 10% 6% 19% 58% 11% 6% 12% 23% 46% 15% 4% 10% 22% 50% 13% 5% 7% 19% 61% 10% 4% 6% 25% 55% 9% 4% 9% 23% 54% 9% 4% 10% 29% 50% 9%2% 14% 30% 51% 5% 2% 14% 37% 43% 5% 2% 18% 44% 36% 2% 1%

25 WHAT THIS MEANT FOR BCU 1. Added a human voice to the data 2. Insight surrounding non digital media 3. Benchmarks against competitors

More granular CTA s based on on-site behavioural insight Using data

27 A NEW APPROACH Enhanced complexity and personalisation of audience campaigns Video and audio programmatic to maximise targeting insight More granular CTA s based on on-site behavioural insight Using data and content to enhance targeting and presence in key education channels

29 RESULTS 50% 50% 90% 51% of open day registration driven by digital media (up from 25%) decrease in cost per open day registration of paid digital traffic converted vs 39% of organic Increase in traffic driven from CRM s 92% increase in paid for traffic to the website 32% increase in pagesper-session 42% increase in average session duration

30 SUMMARY Strategic view with clear objectives Set clear objectives up front and approach them with a strategic view to identify opportunities INSIGHT Commitment and partnership It takes commitment and participation from a number of internal and external stakeholders to ensure expertise and specialisms are maximised REVIEW DISCOVERY Multi-solution Don t expect a single initiative to solve all of your problems or meet all of your objectives. Create a roadmap of strategic projects to keep pushing you forward ACTIVATION

31 Manchester : Express Networks 2 3 George Leigh Street M4 6BD London : 5 th Floor 6-7 St Cross Street EC1N 8UA

Job Title: Digital Marketing Officer Grade: SG5

JOB DESCRIPTION Job Title: Digital Marketing Officer Grade: SG5 Professional Services Directorate: Communications and Recruitment Effective date of job description: October 2017 Directorate section: Marketing