1. How to Create a Written Strategic Marketing Plan to Achieve Student Recruitment Goal While Enhancing Program Vibrancy
Should You Extract the Right Dose of Marketing Magic From the Genie’s Bottle or Develop a Strategic Marketing Plan that Best Positions Your School of Business in a Hyper-Competitive Environment?
By Dr. Randy L. Frye
Dean, School of Business
Saint Francis University

2. Three Essential Questions To Be Asked When Writing a Marketing Plan
Planning Concepts
Planning Tools
Mission Statement (What is the purpose of our organization?)
Situational Analysis
Target Market Analysis
Marketing Mix Analysis
Industry Analysis
SWOT Analysis
Mission Statement Assessment Scorecard
Marketing Mix Analysis
Five Forces of Competition Analysis (Michael Porter)
SWOT Analysis
Where are we now?
3. Vision Statement (Where do we want to be in the future?)
4. Goals vs. Objectives
5. Big Hairy Audacious Goals (BHAGS)
6. S.M.A.R.T. Objectives
2. Where do we want to go?
7. Revised Marketing Mix Analysis
8. Boston Consulting Group Matrix
9. Product / Market Expansion Grid
10. Marketing Action Plan (MAPS)
3. How are we going
to get there?
5. Revised Marketing Strategy (Target Market and Marketing Mix)
6. Assessment of strategic direction and writing strategic tactical marketing plans

3. Essential Elements of a Marketing Plan for an Academic Unit
Mission Statement, Core Values, and Vision Statement
A complete Situational Analysis that includes an Industry analysis along with a SWOT analysis.
Prioritized Target Markets
Marketing Goals and Objectives
Vivid Descriptors and Points of Pride for your Unit
Marketing Strategy Profile
Marketing Action Plans (MAPs)
Implementation, Monitoring, and Analysis of Results

4. Mission Statement Attributes of a Good Mission Statement
Clear and concise statement of the unit’s purpose
Provides clear direction
Creates affinity and is endearing
Enduring
Distinctive
Realistic/Honest
Measurable
SFU Statement of Mission
The Saint Francis University School of Business seeks to enable students and graduates to know more, do more, and be more. The School of Business will graduate students who have the knowledge, skills, love of learning, confidence, drive, and ethical and moral values needed to be spiritually fulfilled in life and successful in professional careers.

5. Vision Statement Attributes of Good Vision Statements Be graphic
Be forward-thinking and directional
Keep it focused, but allow some wiggle room
Be sure the journey is feasible
It makes practical sense
Make it memorable
SFU School of Business Vision Statement
To be clearly positioned as, and to appropriately leverage the reputation as, the primary leader in business education and consulting in the Southern Alleghenies Region of Central Pennsylvania.

6. Additional Vision Statements
“To be perceived as one of the finest strong small university business programs in Pennsylvania and the Middle Atlantic states with notable excellence in all of our academic programs, but being particularly noteworthy in accounting and business management education.” “To develop a national reputation for a successful Students in Free Enterprise (SIFE) Team.”
“Expand the Small Business Development Center (SBDC) into a comprehensive Center for Rural Business Development and Outreach center, including expanded and enhanced educational offerings, consulting,
training programs, and a business incubator.”

7. Core Values A Franciscan, Catholic University Student-centric
The School of Business and its academic programs are liberal-arts based in the Franciscan tradition and are in alignment with the Eight Franciscan Goals of Higher Education and where applicable, the learning goals of the Saint Francis University General Education Program.
Student-centric
The School of Business is student-centered and strives to create student success stories, one alumnus or alumnae at a time.
Teaching-focused and Outcomes-based
The School of Business is committed to the outcomes-based assessment process and maintaining IACBE accreditation. Faculty must be devoted to effective teaching, scholarship,
and service.

8. Industry Analysis
Michael Porters Five Forces Model applied to a School of Business, including:
Rival institutions
Threat of New Entrants
Threat of Substitutes
Power of the Suppliers
Power of the Buyers
Complementors (a sixth force)

9. Availability of Substitutes
Michael Porter’s
Five Forces Model
Threat of
New Entrants
RIVALS
Power of
Supplier
Power of
Buyer
Availability of Substitutes

10. Who are Your Direct Competitors?
Rival Institutions
Who are Your Direct Competitors?
Public
Private
Penn State – both Altoona and Smeal School at University Park
Pitt-Johnstown and University of Pittsburgh
Shippensburg University
Indiana University of Pennsylvania (IUP)
Mount Aloysius College
Juniata College
Duquesne University
Saint Vincent College
Robert Morris University (PA)
Mount Saint Mary’s University

11. Threat of New Entrants
Pennsylvania Highlands Community College offers a variety of low cost, business-related programs that erode market share in our OCE division and traditional undergraduate business programs.
IUP and Robert Morris University offer graduate business programs in nearby Johnstown.
Corporate online degree programs, such as the University of Phoenix, Keller University, or Strayer University could enter our regional market and offer adult-friendly undergraduate and graduate programs in business.

12. Availability of Substitutes
Community colleges offer affordability and confidence. Online degree programs offer convenience and access. Two-year business schools or technical colleges, such as Cambria Rowe and the South Hills School of Business and Technology offer quicker and cheaper routes to a college degree and earning a work credential. Corporate training programs and professional certificates can trump the need to earn to an advanced degree in business. Independent book learning and books on tape learning by working professionals.

13. Power of the Suppliers
Business faculty command higher salaries than other categories of faculty and there is an acute shortage of doctoral-qualified business faculty. Pending retirements by large cohorts of Baby Boom School of Business faculty nationally will only make the faculty shortage worse.

14. Power of the Buyers
Traditional-age students seeking business degrees have many universities and colleges to choose from and the competition is intense among schools of business.
Adult students seeking graduate programs in business normally are more bound by geographic limitations and the availability of academic programs that provide desired convenience in terms of place and time utilities. However, online programs are overcoming geographic limitations.
There are high switching costs for undergraduate and graduate students who do change schools and ultimately lose credits earned and time toward a degree.

15. A Sixth Force: Complementors
Recruiting
High School Grads
Recruiting Adult Learners
High School teachers and guidance counselors
“Alumni” parents of prospective students
School of Business alumni
Current students visiting their old high schools or hosting visiting students on campus
Corporate partners who employ our graduates and current students
Corporate CEOs, HR professionals, training and development managers or coordinators
Program Alumni
Chambers of Commerce and other associations

16. Summary of the Five Forces of Competition Analysis
Rivals – A strong competitive force Threat of New Entrants – Moderate threat Availability of Substitutes – Moderate force Power of Suppliers – Strong competitive force (faculty shortage) Power of Buyers – Strong competitive force Power of the Complementors to help – Strong potential if properly tapped

17. Competitive Positioning Strategies
Porter’s Generic Strategy
Given the breadth and depth of Saint Francis University’s program mix, Porter’s differentiation strategy is the best competitive position to take. Differentiation fosters customer loyalty and support, brand preference or insistence, and perceived value through high perceived benefits rather than lower costs or prices.
Treacy/Wiersema Strategy
According to Treacy and Wiersema (1997) in their book The Discipline of Market Leaders, there are three value disciplines that managers must understand and develop competencies around: (1) “best total cost” or operational excellence model, (2) “best product” or product leadership model, and (3) “best total solution” or customer intimacy model.
In the case of Saint Francis University, the best approach or model
appears to be “best total solution” or customer intimacy.

18. SWOT Analysis Strengths Weaknesses Dedicated, talented faculty
Satisfied students and alums
IACBE accreditation and outcomes assessment
An outstanding SBDC
An $1.5M. endowed chair program
Outstanding career placement
Small full-time faculty cohort
Under-funded business school
More curriculum integration is desired and coverage of information technology and global business
Limited institutional support for marketing and public relations activities

19. SWOT Analysis Opportunities Threats
New academic programs in health care administration and sports management
A new online MHRM program
$5 M for Schwab Hall renovations
Rural Business Center
Francis in the Marketplace Ethics Center
Competition from rivals and other competitive forces
Adverse change in “potential student” demographics
Reductions in corporate funding and work force reductions
Faculty talent shortage
Rural isolation

20. Prioritized Target Markets
Prospective students and their families
Enrollment management professionals at the University
Business faculty and staff (internal customers)
Area Guidance counselors and high school teachers who teach business subjects
Regional Employers, including HR and training managers
Current Saint Francis University students
College administrators and academic advisors
Media Outlets and Chambers of Commerce
General Public

21. Prioritized Marketing Goal #1
Recruit business students through effective promotion that creates awareness and enhances the image of a business education at Saint Francis University.
Means to Reach Goal
Increase marketing effort bandwidth and ensure that marketing efforts become more direct and seamless
Primary focus
To support our School of Business enrollment objectives
Aspire for
250 FT undergraduate business majors
160 PT graduate students (MBA and MHRM programs)

22. Prioritized Marketing Goal #2
Develop a marketing communications plan for the undergraduate business programs that incorporates more effective communication of the following attributes of a Saint Francis University Business Education
The Dr. Albert A. Zanzuccki Endowed Chair in Business Endowed Chair Program
Profiles in Student and Graduate Portraits of Success
The Executive-in-Residence (EIR) program
The Springtime in London Trip/Course
SIFE activities and other business club activities
Career guidance sheets/ information for each of the six undergraduate business degree programs
Articles on the different majors offered in business at Saint Francis University

23. Prioritized Marketing Goal #3
Develop a fund raising campaign to raise $5 million dollars to renovate and expand Schwab Hall into the NEW School of Business building within two years by identifying friends and benefactors
Raise $2 million to endow the SBDC and create the Rural Business Outreach Center within three years

24. Points of Pride / Vivid Descriptors
Franciscan, Catholic focus on the holistic and ethical development of students
Legacy of success among graduates and students
Talented and dedicated faculty and students
Outstanding career placement results
Realistic / hands-on business education
Personal attention / small class size
Division I athletics – the games our
students play

25. Marketing Strategy
What is our product strategy and how do we effectively differentiate it? What is our promotional strategy, including our integrated marketing communications plan? What is our pricing strategy and financial aid packaging strategy? What is our distribution / location strategy?

26. Product Differentiation Model
London Travel Course
Service Outreach
Career Mentoring
Student-Run Business
Student Research
Executive-In-Residence Program
Active Clubs
SIFE
Speakers’ Program
SBDC
General Education
Good Business Reputation
CBC
Modern Facilities
Qualified Faculty
Internships
College Education in Business & Opportunity
AUGMENTED
PRODUCT
EXPECTED
PRODUCT
GENERIC
PRODUCT

27. Pricing / Financial Aid
Packaging Strategy
School of Business Undergraduate Student Fellowships and Scholarship for Entrepreneurship and Economic Development (SEED) Graduate Assistantships for full-time graduate students who work at the University Corporate discounts for corporate partner institutions

28. Integrated Marketing Communications
Enhanced portfolio of promotional materials, including the “Portraits of Success” Campaign, updated newsletters, SIFE updates, and news stories about academic majors

29. Integrated Marketing Communications
Enhanced web site for the School of Business
Use of social media, such as Facebook and Linkedin

30. Integrated Marketing Communications
Effective event marketing, such as the Tom Peters lecture

31. Distribution or Location Strategy
Loretto
Undergraduate programs
MBA program
MHRM program
Altoona
MBA program
State College
MBA program
Harrisburg
MHRM program
The $1.5 million Dr. Albert A. Zanzuccki Endowed Chair in Business program for the campus community and regional business community

32. Dr. Zan Endowed Chair Program
Elements of the
Dr. Zan Endowed Chair Program
Annual Distinguished Lecture Program, featuring speakers such as Ken Dychtwald, Stephen Sheetz, David Chilton, and Tom Peters
Tom Peters
David Chilton

33. Dr. Zan Endowed Chair Program
Elements of the
Dr. Zan Endowed Chair Program
Executive in Residence (EIR) program (six per year)
Marjorie Kline
Bill Ryan
Jason Hite

34. Dr. Zan Endowed Chair Program
Elements of the
Dr. Zan Endowed Chair Program
Global Assistance Program for a Spring break in London excursion course
Buckingham
Palace
Lloyds of London

35. Dr. Zan Endowed Chair Program
Elements of the
Dr. Zan Endowed Chair Program
Student Research Symposium

36. Marketing Action Plans (MAPs)
Title of the MAP
Which goal does it support?
Prioritized target audiences?
Coverage Period – beginning and ending dates need to be specified.
Who is responsible?
Budget needs and timeline must be specified.
Specific step-by-step actions that must be completed.
Evaluation mechanism.

37. Marketing Artifacts

38. Marketing Artifacts Executive-In-Residence (EIR) Roger Stoy
Anthony Bambocci
Earl Springer

39. Marketing Artifacts
Springtime in London

40. Marketing Artifacts
Tom Peters

41. Marketing Artifacts
Steve Sheetz

42. Marketing Artifacts Students In Free Enterprise (SIFE) 9th Annual
2010 Regional Championship Team
Breakfast

43. Lessons Learned
Incremental improvement is more likely than revolutionary change.
Continuous energy and dedication to the marketing effort are needed. It needs to remain a top priority.
You need talented and creative people to fuel the effort.
It can be a transformational experience for the School of Business.

44. Works Cited
David, F. (1997). Strategic Management. Upper Saddle, NJ: Prentice Hall, pg. 89. Porter, M.E. (1980) Competitive Strategy, New York: Free Press. Stamats Communications, Bob Sevier, a vice president for this marketing communications consulting firm, provided a marketing plan template that we adapted for Saint Francis University more than a decade ago. Thompson, A., M. Peteraf, J. Gamble, and A.J. Strickland (2012). Crafting & Executing Strategy: A Quest for Competitive Advantage. 18th edition. New York: McGraw-Hill/Irwin, pp Treacy, M. and F. Wiersema (1997). The Discipline of Market Leaders: Choose Your Customers Narrow Your Focus, Dominate Your Market. Reading, Mass: Addison-Wesley.

45. Special Acknowledgment
Many of the materials prepared in our School of Business Marketing Campaign produced by: Ms. Stacy Varmecky, Marketing Coordinator for the School of Business and a May 2011 MBA graduate. Ms. Varmecky also assisted me in the preparation of this slide show. Ms. Oliva Shingle, graphic artistic previously employed by the School of Business.