Presentation on theme: "LAUNCH OF AN INTEGRATED INSTITUTIONAL BRAND Cohesive messaging, clear positioning in the market Operational plan implementation starts October 1 Sustained."— Presentation transcript:
LAUNCH OF AN INTEGRATED INSTITUTIONAL BRAND Cohesive messaging, clear positioning in the market Operational plan implementation starts October 1 Sustained plan to drive UG/GR enrollment
PSU Enrollment Goals Attract 1,300 new UG students annually 960 First Year 275 Transfer 65 Re-admits Attract students with an average HS GPA of 3.0 Increase graduate enrollment from 800 to 1,100 over the next several years (160 from DPT and PA programs; 140 from existing programs)
Why Integrated Marketing Communications (IMC)? Why Now? Identify through research the unique attributes of the PSU brand Integrate University Marketing Communications into one, consistent message of the brand attributes—all the time, every time Use the brand to differentiate PSU for prospective student recruitment Bonus: differentiation will also help recruit and engage alumni, donors, faculty, and staff
Why IMC and Why Now? (cont.) Achieve economies of scale—one message is less costly, more efficient, far more effective Integrate the University Advancement division to focus staff on one mission—advancing the university—and prioritize projects Create competitive advantage that boosts applications and inquiries that drive enrollment
Integrated Marketing Communications Brand Research Drives Creative PSU Strategic Plan: Focus 2020 SimpsonScarborough Report Marketing and Communications StratOps Student Focus Groups One-on-One Leadership Meetings Faculty Day Storyboard Process Personal Experience Noel-Levitz CEO Visit
Brand Attributes ACADEMICS Range of strong academic programs UG and GR, F2F, and Online Talented faculty Personalized attention, small class size Engaged students Research opportunities; instruction outside of the classroom; hands-on, minds-on Successful alumni Generous donors
Brand Attributes COMMUNITY Caring, tight-knit campus Engaged learning community Highlight close, frequent interactions among faculty and students Beautiful location Excellent recreational options New multi-use facilities Partnerships with the region
Target Demographics Undergraduate: 15- to 17-year-olds In-State and Out-of-State Geo DMA (Designated Market Area) Albany-Schenectady-Troy, NY Hartford-New Haven, CT Providence-New Bedford, RI Graduate: 25- to 45-year-olds In-state focus. Online advertising with New England reach.
Creative Concept Development Based on research Focused on differentiation Represents the entire brand—no silos Undergraduate and graduate students, alumni, donors, faculty, staff, employers, regional partners
Creative Concept Development Testimonials of students and alumni that depict their transformative experiences “I lived in my car with my family for a while. PSU changed me forever.” “My professor paid to have my car towed in the snow; he really cared about me.” “I do the happy dance in my car as I drive by exit 25.” “I was kind of a ski bum, but my professor helped me figure out what I could be.”
UG Microsite in Development: Launch October 1 Microsite
Graduate Advertising Experience Education: working adult shares testimonial about how PSU fits her life and helped her earn a promotion
Inquiry Generation Sources Student-initiated (web data capture, phone, campus visit, in-bound e-mail, SAT/ACT scores, transcripts) Referral-initiated (current students, faculty/staff, alumni, high school counselors, current parents) Travel-Initiated (high school visits, college fairs, employer visits, career fairs) Solicited (student search, paid online advertising, search engine optimization, CC lists, College Week Live, prospect loads)
IMC Primary Channels Scope: advertising, PSU website and social media, publications (recruitment materials, Plymouth magazine), mobile apps, media relations, public relations (speeches, events), promotions, signage, etc. IMC activities led by Advancement Social media. Aggressively expand social media use on campus: marketing communications, faculty, staff, and student interns. Goal: 3x/week.
IMC Primary Channels Website. Revise select prospective student landing pages in advance of October 1 launch; understand critical need for site-wide update and flexibility. Homepage hero images updated weekly. plymouth.edu/admissions plymouth.edu/admissions/afford plymouth.edu/academics plymouth.edu/life Media Relations. Weekly media relations goal to seek out news from campus community; university and athletics media relations share and build content (Move-in Day photos example). Marketing Materials. IMC content and graphics to support campaign in publications, promotional materials, etc. Templates created for campus use.
IMC Primary Channels Paid advertisements. Launch October 2014 Advertising sustained in FY15, FY16 and future FY15 buy: Television Pandora/Spotify (radio) Direct marketing Web ads (display, retargeting, search, video) Twitter (UG) and LinkedIn (GR) Microsites (UG and GR) Naviance (UG search specific site) Bus wraps (Varsity Sports bus, PSU shuttles)
IMC Primary Channels Social Media Advertising. Twitter: Editorial calendar of UG tweets highlight key messages of Academics, Culture, Athletics, Local Buzz 10/6 Interested in getting a degree in education? Get everything you need to get started (URL) #plymouthstate 10/13 Congratulations (student) @PlymouthState on (xyz). View more of (his/her) story. (URL) (Picture) 10/20 The countdown begins! The Plymouth State Men’s Hockey season begins in 11 days. Are you ready? #pantherpride #plymouthstate #hockey (URL) (Picture) LinkedIn: A planned series of GR posts (general and others targeted on MBA and MEd programs)
Metrics of Success Track increase in prospective student inquiries: page view, completion (Google Analytics, CRM) Track increase in prospective student request for tours: page view, completion Track increase in prospective student applications: page view, completion Track increase in prospective student on- campus tours
UG Strategies Now at Work Territory management Student contact team (7X3X3 = 250-315 contacts per week or 2,500-3,150 per semester) Reduced application processing time (from 5-7 to 2-3) Revised campus visit/tour program Financial aid increases $1.2 million marketing spend Student search, 36K seniors Test score optional Improved prospect management 11 open houses/events New transfer application
UG New Plans for FY15 Create admissions microsite Shift a portion of proposed marketing spend to increase direct marketing activities for Soph/JR/SR search Utilize NRCCUA and PSAT data to identify psychographics (non-academic interests, see next slide) Utilize multiple channels (direct mail, e-mail, tele-search) versus just e-mail Deploy an enhanced senior search in fall 2014 to impact 2015
Top Non-academic Interests of HS Grads Nationally
Grad Marketing Conceptual Design Microsite under development, launch to support start of winter term (prior to December 1) Advertising campaign funded in FY15, in construction for launch (prior to December 1)
GR Recommendations FY15 Establish multi-year in-take and total GR enrollment goals Once enrollment goals are established, develop a graduate studies enrollment strategy: Identify target markets for each program Identify marketing and recruitment strategies by target market Establish in-take goals and funnels for each target market and program Ensure PSU adequate resources for personal follow-up with interested students and a sustained communication strategy (e-mails, direct mail, phone calls, webinars, live events)
GR Recommendations for FY15 (cont.) Augment PSU on-ground information sessions (major call to action on the graduate microsite) with virtual events (e.g., noon and early evening webinars) Modify online data collection procedures to move to progressive data collection on all pages (initial ask will be for name, e-mail address, zip code, and program of study)
Take Away: Increase PSU Enrollment Funnel, FY Students
Take Away: Align Institutional Resources to Advance the University Share in the responsibility to meet enrollment goals by working closely with Student Services, Academic Affairs Communicate clear messaging, unify graphic identify, and centralize communications and marketing resources Strengthen organic lead generation and ensure that the marketing plan adequately addresses need for significant increase in top of funnel prospects Increase inquiries and campus visits to support Enrollment Management and Academic Affairs efforts to convert prospects to enrollees
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