Creating & Sustaining a University-wide Integrated Marketing Culture. Dec. 6, 2012 (Webinar)

Transcription

1 Creating & Sustaining a University-wide Integrated Marketing Culture Dec. 6, 2012 (Webinar) Shirley Melikian Armbruster Associate Vice President Fresno State Jeanette DeDiemar, Ph.D. Assistant Vice President/ Florida State University Our focus Review strategies for "change management process Learn about integrated branding as a strategic function that supports the culture Explore positive ways to adjust your culture

2 Overview Our background Steps to an institutional change management process Why metrics matter Brand strategy Resources Tools for Success Show & tell Our background Creative strategists Expertise and experience Effectively shifted university cultures

3 The landscape The landscape: major challenges

4 The reality check a little history lesson Integrated marketing and communications is not for the faint hearted, because it s change; It s different, but it makes sense to the bottom line, where one branding voice emerges 8

5 A little history Bill Bernbach taught us a lesson (late 40s) Creative team in one room, listening to identical messages The result? One voice, one positioning, one look, one everything Eliminates audience confusion and messaging mis-alignment 9 Fast forward 70+ years Tactical managers in one room, listening to the same inputs for a major campaign. Not separate input sessions, where there are different points of view. Print, advertising, PR, Internet, broadcast, direct marketing, events, promotions, collateral materials, personal selling, -- all on the same page. 10

6 The bottom line Step back a minute. IMC seamlessly blends all; messages and look are uniform. Target audience sees, hears, smells, touches, feels the brand without confusion. One agency (instead of four or five). Greater impact and ROI increase savings, no mixed messages 11 A little more history Medill School of Journalism at Northwestern University recognized a niche by Professor Shultz, and positioned itself as the IMC solution Emerson College was next (1994) Today: many universities embrace IMC 12

7 Business definition IMC is a strategic business process used to plan, develop, execute, and evaluate coordinated, measurable, persuasive brand communication programs over time with consumers, customers, prospects, and other targeted relevant external and internal audiences. Don Schultz & Philip Kitchen 13 Definition A customer-centric, data-driven method of communicating with consumers. The management of all organized communications to build positive relationships with customers and other stakeholders stresses marketing to the individual by understanding needs, motivators, attitudes and behaviors.* Medill School of Journalism 14

8 The basics Shift our focus 15 Shifting our focus customer cost convenience product price place communication promotion Source: jimc.medill.northwestern.edu/jimcwebsite/site.htm 16

9 What does this mean for a university? The perspective changes. 17 constituent impact convenience Our perspective product price place communication promotion 18

10 Rationale Higher education is a noisy, competitive environment Competition for resources impacts strategies and initiatives Inconsistent messaging impacts recruitment, retention, donor relationships, and outreach Simply put: mismanagement or no management of our reputation means others manage it for us 19 Poll #1 Do you believe you have control of your institutional brand? Yes No

11 Marketing Culture (DeDiemar & Armbruster) Marketing Culture (DeDiemar & Armbruster)

12

13 Questions? Where we are a paradigm shift Integrated marketing and communications culture 26

14 Poll #2 Do you have the support of your executives for an IMC culture? Yes No Step One Secure executive support and a commitment to the strategy and process

15 infrastructure strategy 29 campuses leadership student affairs international programs admissions institutional research vendors students colleges media faculty other experts Who is involved? partners human resources research finance community foundation trustees alumni advisory groups boosters athletics networks 30

16 Step One Executive support Articulate the vision to constituents Visible, tangible sponsors of change Back the tough decisions Champion the new culture Video #1

17 Step Two Listen to your constituents Step Two - Listen Initial meetings with key constituencies and influencers Create feedback mechanism -- imc@your university.edu Listening sessions Share feedback widely

18 Step Three Create opportunities for others to be part of the change management process Step Three Involve others Broadly representative University-wide committee Smaller working group Post-launch advisory committee

19 Step Four Commit to a transparent and accountable process Step Four - Transparency Website to track progress Periodic progress reports Discuss change process Be open to feedback

20 Step Four - Transparency Step Five Ask the tough questions do you have the right expertise and resources?

21 Step Five Ask questions What talent do we have? What financial resources do we have? What other resources can we tap? Step Six Avoid reinventing the wheel. (Innovation is welcome, but not always necessary)

22 Step Six Innovate carefully Leverage IT expertise Partner with other depts to test prototype Share costs Professional society memberships Monitor trends Step Seven Not all opportunities are good opportunities

23 Step Seven Evaluate opportunities Establish key priorities/initiatives Share them in public ways to reinforce staff work Explain how X will impact Y Offer alternative opportunities Step Eight Leverage opportunities to collaborate

24 Step Eight - Collaborate Institutional research or admissions office Students Faculty Alumni Association Centers Video #2

25 Step Nine Ensure that the change sticks Step Nine ensure that change sticks Continuous communication; metrics Culture of brand champions Brand review process Advisory group Ongoing feedback

26 Step Nine - Stickiness A brand review process Recommendations/ discussion/follow up IMC generated project Does not meet brand standards 52

27 Criteria? Step Ten Recognize the success

28 Step 10 - Celebrate Improves long-term success Recognize individuals A campus celebration Video #3

29 Show & Tell Unveiling a new logo Video #4

30 Brand strategy Putting it all together

31 How we get there Launched integrated effort Aligned w/mission and goals Monitor and assess Continue to develop Establish client services 61 Why metrics matter Ensuring alignment with strategy Demonstrating return on investment Enhancing credibility Illustrating tangibles

32 Measuring impact Improved awareness, access, appreciation of the university? Improved university financial condition? Improved quality of specific marketing and communications initiatives? Targets met recruitment, retention, outreach, donor relationships? 63 Timeline?

33 Timeline? Reality check What is driving the change? What resources and expertise can you count on? What support do you have? Take aways

34 Take-aways Leadership must be committed Change that sticks Always be prepared to listen Transparency ensures collaboration Numbers matter Take-aways Seek partnerships, feedback Collaboration impacts success

35 Take-aways We can do this! Talent, skills, experience, motivation The campus is ready Creativity takes courage Take-aways Remind campus community: We, as a university, choose and commit to an integrated model. Create a culture of transparency, openness Focus on our vision

36 Take-aways Be proactive Prepare for push-back Don t underestimate the power of an integrated strategy across multiple channels Lead by example Questions Shirley Melikian Armbruster shirleya@csufresno.edu Jeanette DeDiemar, Ph.D. jdediemar@admin.fsu.edu