Marylhurst University Brand Analysis Findings and Recommendations Mary Gresch and Associates Strategic Communications Consulting for Higher Education February 19, 2010
Goals for Today Why a brand analysis? Process Findings Recommendations
Why do a brand analysis?
Brand = reputation It is the concept you represent in the hearts and minds of your most influential stakeholders.
Brand = reputation Single most valuable asset Built at the nexus between performance and vision Strong brands grow and endure: Many organizations don t succeed because they fail to define and communicate what they stand for and why it matters. Those who try to communicate everything, communicate nothing.
How are brands built?
Brand development process 1. Program analysis, assessment, and stakeholder feedback 2. Development of positioning declaration 3. Planning and organizational integration 4. Creative strategy development 5. Implementation and measurement
Brand promise A promise of distinction that defines and directs an organization. Volvo = Safety first, always Cal Poly = Learn by doing Marylhurst University =?
Brand marketing A research-based methodology for achieving measurable organizational goals by demonstrating to stakeholders (boards, alumni, public), consumers (students), investors (donors) evidence that the brand is keeping its promise.
Marylhurst Brand Analysis Methodology: Campus interviews Review of planning, structure, processes, strategy Review of institutional and public data Review of brand expression in all forms
Overview Fiscal Stability + Envisioning Marylhurst + Growing Adult Market = Opportunity
Major Observations
Internal state of readiness Envisioning Marylhurst brings focus and shared direction Culture: Bootstrapping, independent, silos, organic Issues: On-ground and online business and liberal arts; traditional and non-traditional students; Catholic identity Have capacity to grow campus population: no clear plan how to do it Persistent lack of brand management or development
Competitive position Portland State University: bigger, cheaper, not as flexible For profits and like programs at other universities are direct competitors, online and on-ground No national ranking NCES: Adult learners continue as fastest growing market through 2018 Inadequate internal data on competitive position relative to attributes, lost markets
External perceptions EduVentures, 2008 Lack of familiarity Barriers DHM, 2010 Low awareness Some positives, but not around core attributes Don t know
Brand management Persistent lack of brand strategy, management Progress recently, but mostly program specific University view of marketing has not included brand development or management; only inquiry generation Fragmented brand expression, largely static Web site (Facebook a growing asset) and lack of brand strategy or basic guidelines Compounded by lack of data-driven enrollment planning Recruitment, retention, persistence, graduation Capacity modeling
Target audiences Serving the underserved Online and on-ground Adult and traditional-age students
Brand expression Lack of cohesiveness or consistency Wordmark, logo issues Web site: static content, little engagement Facebook community a growing positive Marylhurst and Compass programs send very different messages and appear unrelated Few mentions of adult focus, Catholic heritage
Brand expression
Marylhurst Word Cloud Mission, President s Letter, Why Choose Marylhurst combined
AOP DNA World Cloud
2010 Stakeholder Survey 636 responses from Feb. 1-10 Students, prospective students, alumni, faculty, staff, trustees, and community members
Alverno College Enrollment: 2,815, traditional and adult learners Branding: New campaign in August 2009 Communications staff: 5 Priorities: Web redesign, social media strategy, measurement, raise reputation among stakeholders Marketing vehicles: public radio, press releases, regional editions of national magazines Biggest challenge: 3 audiences with different media habits.
Regis University Enrollment: 11,000, some traditional, primarily adult learners with strong online focus Branding: Yes refining continually based on data Communications staff: 14 Priorities: Web redesign, become less dependent on vendor leads, increase emphasis in social media. Marketing vehicles: Email, direct mail managed in CRM, advertisements in targeted publications, bus ads, billboards Biggest challenge: Geotargeting
Antioch University Seattle Enrollment: 1,200, non-traditional, adult students Branding: Antioch system branding underway Communications staff: 1 director, 2 half-time contractors, and 2 work-study students. Priorities: Fill seats, web redesign Marketing vehicles: Non-traditional art and free publications, public radio, targeted social networking online ads. Biggest challenge: Non-traditional reputation; traditional delivery
Recommendations 1. Develop the brand platform for Marylhurst University the strategic, long-term foundation for building the University s reputation. Platform must be based in MU core promise and represent why Marylhurst as a whole -- matters to primary target audience. Is an internal declaration of positioning Marylhurst seeks to hold in competitive market.
Recommendations 2. Establish brand management operating model Marketing leadership and guidelines Reputation development strategies Leverage recruitment, development, and alumni communications in support of brand. Staffing model: needs significant adjustment
Recommendations 3. Develop an integrated marketing plan. Led by director of marketing and communications. Strategies based on goals, full university participation No more than four measurable goals per year. Goal = strategy + tactic + timeline + budget + person responsible + communications + synergies
Recommendations 4. Develop a Web-first marketing environment. Brand promise should be instantly evident on Web site. Need interactivity, multimedia, user-generated content. Web is first outlet for University communications. Encourage faculty, staff and others to participate
What is required? Leadership commitment Five-step process All parts of organization participate: integrated advancement Continuous discipline, measurement, and tooling up
Integrated Advancement Relationship-based Relies on shared vision, shared strategy, and shared planning All parts of the university working together to demonstrate promise and build loyalty
Progressive Relationships = Development = Communication and Marketing = Alumni Relations Capstone Gifts Institutional Ownership Volunteer Leadership Advocacy Retention and Graduation = Admissions and Student Recruitment Loyalty Major Gifts Institutional Pride Volunteer Program/Project Management Enrollment Leadership Annual Fund Gifts Institutional Appreciation Involvement and Membership Application Annual Fund Gift Support Institutional Awareness Attendance Consideration
Process, Priorities, Passion Doing this well serves both the institution and the philanthropic community in the best possible way. It matches donor passion with the core strategy and aspirations of the organization.
Brand Marketing Basic Truth A University s greatest asset is its reputation. Clarifying how all entities represent and grow that reputation is the essential work and brand marketing communications.
A Closing Thought The words of a young Marylhurst creative arts student regarding our university s positioning: Students looking for the great and famous college experience should not go to Marylhurst. If it s a college lifestyle they are looking for, this is not the school for them. It is simply far too sophisticated, serious, and small for those. For students like me who want a mature and motivated classroom atmosphere, who want to be surrounded by highly goal-oriented people, who are living real lives outside of the classroom, who want to collaborate and learn alongside small groups of students, this is the school for them. This is tailored to the professional student who is striving to be a professional employee/employer. The learning is sophisticated, cultured, in-depth and accommodating. Truth is, right now Marylhurst has a reputation for being a commuter s school, and a school for adults who have made the decision to continue their education. The community knows it is an older school, and I think that contributes greatly to the amount of respect the university receives. This is a very positive and reputable attribute. Catering too much to the younger crowd like mine might also compromise the school s integrity. There will always be students like me who don t want the traditional college experience, who want to get serious about their education, and who want to network with people in a comfortable and intimate environment. I don t think the school should think so much about targeting younger students. I say keep going after the workers, the commuters, and moms and dads. The younger students will come to you. That is precisely what I did, because Marylhurst offered precisely what I wanted. There are a great deal of students my age who want the very same. The younger students will draw other younger students. But the school cannot afford to lose its reputation as one that caters to the working adult that s a valuable stature that big state colleges do not and never will have.