Jan 24 ppt

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Jan 24 ppt

  1. 1. MCR Mini-Retreat January 24, 2012
  2. 2. ICE-BREAKER a b c d i j k l e f g h It’s for the best, Straylight Run Have a nice day, Bon Jovi Motown Philly I am what I am, Douglas Hodge version Star Spangled Banner Rockin’ the Suburbs Lucky Star Born to Run I Will Survive Here Comes the Sun Dancing Queen
  3. 3. Queens 2017 Strategic Plan Strategic Imperative Committee Framework January 24, 2011
  4. 4. A Strategy for Queens University <ul><li>The Queens 2017 strategic planning process is in full gear and the plan will be launched next summer. In developing this plan, we have explored best practices through campus visits to several fine institutions, we’ve brought in presidents from other universities to meet with our Strategic Planning Council and board, and we have completed a thorough strategic analysis of our current position. </li></ul><ul><li>The Queens 2017 plan will be about taking Queens to the next level from an academic perspective. It will be about attracting even more talented students, about becoming an even more selective institution, and about strengthening our academic reputation. </li></ul><ul><li>With this goal in mind, we will build upon our great faculty, our innovative curriculum and our transformed campus. But attracting more great students will require other efforts. We must have a stronger merit-based scholarship program. The Queens 2017 Plan will focus our advancement efforts on this front. We must also have a differentiated educational experience. The Queens 2017 Plan will re-imagine how we can leverage our Charlotte to enrich the experiences of our students. And we must ensure that our graduates are prepared for the journeys they face when they graduate - that they will thrive. </li></ul>
  5. 5. Strategic Planning Process Timeline
  6. 6. Queens 2017 Strategic Plan: Institutional Goals <ul><li>Strengthen student quality </li></ul><ul><li>Grow student enrollment </li></ul><ul><li>Improve student success </li></ul><ul><li>Build academic reputation </li></ul><ul><li>Broaden and optimize resource base </li></ul>
  7. 7. <ul><li>Prioritize for excellence to ensure efficient deployment and responsible stewardship of our resources. </li></ul><ul><li>Focus on academic quality across all programs and strengthen our signature student experiences. </li></ul><ul><li>Be a model for experiential learning through community engagement and collaboration. </li></ul><ul><li>Support our faculty and staff in their commitment to make Queens University of Charlotte an outstanding institution. </li></ul><ul><li>Strengthen our academic reputation and raise our profile as a dynamic metropolitan university. </li></ul>The Five Strategic Imperatives
  8. 8. <ul><li>Each Strategic Imperative should be supported by 5-10 Strategic Initiatives/Strategies that are institutional level and will provide guidance for planning at the academic and administrative unit level. </li></ul><ul><ul><li>While implementation of your initiatives may touch multiple units across campus, they will unlikely apply to all units. </li></ul></ul><ul><li>As we discussed, as appropriate, you may want to consider the following: </li></ul><ul><ul><li>Activities that fall within your imperative that could be stopped, started or continued. </li></ul></ul><ul><ul><li>Delineation and ranking of key success factors </li></ul></ul><ul><ul><li>Identification of best practices on success factors </li></ul></ul><ul><ul><li>Assessment of QU’s performance on success factors </li></ul></ul><ul><ul><li>Gap analysis on QU’s performance versus best practices </li></ul></ul><ul><li>Committees will report results of their assessment to Steering Committee </li></ul><ul><li>Based on the reports, the Steering Committee will confirm final institutional strategies and share with campus community. </li></ul>Developing Institutional Strategies
  9. 9. Tools: Priority Matrix for Potential Strategies HIGH MEDIUM LOW LOW MEDIUM HIGH Highest Priority Medium Priority Low Priority Importance to Achieving Vision Performance Gap
  10. 10. SETTING THE STAGE Brand Internal Operations Integrated Plan
  11. 11. What it Will Take <ul><li>Create a clear vision for institutional image and reputation (strategic planning) </li></ul><ul><li>Align messages to support mission, values for university (brand) </li></ul><ul><li>Establish robust, memorable visual and message identity (brand) </li></ul><ul><li>Create integrated marketing plan </li></ul><ul><li>Align internal operations to support </li></ul><ul><li>Educate campus and shift organizational culture (communicate plan) </li></ul>
  12. 12. Measuring Success <ul><li>Public awareness (Brand Tracker) </li></ul><ul><li>Financial condition </li></ul><ul><li>Quality of specific marketing goals </li></ul><ul><ul><li>Enrollment size, mix, targets in strategic initiatives </li></ul></ul>
  13. 13. SETTING THE STAGE Brand Internal Operations Integrated Plan
  14. 14. BRAND <ul><li>Case for consistency </li></ul><ul><li>Logo recognition </li></ul><ul><li>Elements of brand </li></ul><ul><li>Brand audit </li></ul>
  15. 15. Case for Consistency <ul><li>Grow enrollment </li></ul><ul><ul><li>Consistent message = frequency = applications, retention and donations </li></ul></ul><ul><li>Optimize resources </li></ul><ul><ul><li>Rising tide lifts all boats </li></ul></ul><ul><ul><li>Leverage all media – earned and purchased </li></ul></ul><ul><li>Build reputation </li></ul><ul><ul><li>Someone will manage your reputation </li></ul></ul><ul><ul><li>Logo recognition is tough! </li></ul></ul>
  16. 17. There are a handful of well-known logos that are so easily recognized and have become such a part of consumers’ lives and culture that they don’t need a brand name to go along with them. The iconic symbol is enough to evoke feelings, memories, and perceptions in consumers about the business behind the logo. Playboy, Nike, and Apple are just a few examples of logos that can stand on their own without a brand name attached to them. Starbucks Reaches the Pinnacle of Logo Recognition Success
  17. 18. There are a handful of well-known logos that are so easily recognized and have become such a part of consumers’ lives and culture that they don’t need a brand name to go along with them. The iconic symbol is enough to evoke feelings, memories, and perceptions in consumers about the business behind the logo. Playboy, Nike, and Apple are just a few examples of logos that can stand on their own without a brand name attached to them. Starbucks Reaches the Pinnacle of Logo Recognition Success
  18. 19. Best Practices <ul><li>ASC </li></ul><ul><li>YMCA </li></ul><ul><ul><li>Includes voice guide addressing things like first person, tone adjectives </li></ul></ul><ul><ul><li>Includes imagery treatment </li></ul></ul><ul><li>Vanderbilt includes how to spell out addresses and academic degrees, even some AP Style guide points </li></ul><ul><li>Cornell includes horizontal and square logo treatments, color bar instructions, misuse examples </li></ul>
  19. 29. INTEGRATED PLAN <ul><li>Case to integrate </li></ul><ul><li>Elements of plan </li></ul><ul><li>Examples </li></ul>
  20. 30. What is Integrated Marketing? <ul><li>A customer-centric, data-driven method of communicating with stakeholders. </li></ul><ul><li>The management of all organized communications to build positive relationships with stakeholders. </li></ul><ul><li>It stresses marketing to the individual by understanding needs, motivators, attitudes and behaviors. </li></ul><ul><li>**Journal of Integrated Marketing Communications (JIMC) Medill -- Dept. of Integrated Marketing Communications (IMC) </li></ul>
  21. 31. Case to Integrate Plan <ul><li>Grow enrollment </li></ul><ul><ul><li>Consistent message = frequency = applications, retention and donations </li></ul></ul><ul><li>Optimize resources </li></ul><ul><ul><li>Leverage all media – earned and purchased </li></ul></ul><ul><ul><li>Save time and money </li></ul></ul><ul><li>Build reputation </li></ul><ul><ul><li>Noisy marketplace, must make each tactic count </li></ul></ul>
  22. 32. Parts of the Plan <ul><li>Situational Analysis </li></ul><ul><li>Goals and Objectives </li></ul><ul><ul><li>Target Audiences </li></ul></ul><ul><ul><li>Key Messages </li></ul></ul><ul><ul><li>Strategies </li></ul></ul><ul><ul><ul><li>Tactics </li></ul></ul></ul><ul><li>Calendar/Organization of Tactics </li></ul><ul><li>Budget </li></ul><ul><li>Timeline </li></ul>
  23. 33. Situational Analysis <ul><li>Connection to strategic initiatives </li></ul><ul><ul><li>Student quality, academic profile, growth </li></ul></ul><ul><li>Current state </li></ul><ul><ul><li>Decentralized, inconsistent visual representation </li></ul></ul><ul><li>Competitive Environment </li></ul>
  24. 34. Goals and Objectives <ul><li>Specific, measurable goals, connected to the strategic initiatives </li></ul><ul><li>Example </li></ul><ul><li>Strategic initiatives: Grow student enrollment, boost student quality, build reputation </li></ul><ul><ul><li>Marketing objective: # of actionable applications </li></ul></ul><ul><ul><li>Marketing objective: brand awareness / recognition </li></ul></ul>
  25. 35. Target Audiences <ul><li>A very specific profile that captures the demographics and behaviors of most students; doesn’t have to be strictly all-inclusive </li></ul><ul><ul><li>Example: TUG </li></ul></ul><ul><ul><ul><li>Carolina cities (50% TUG from NC) </li></ul></ul></ul><ul><ul><ul><li>Small campus appeals to some rural students looking for a metropolitan experience </li></ul></ul></ul><ul><ul><ul><li>East coast </li></ul></ul></ul><ul><ul><li>Example: EMBA target audiences </li></ul></ul><ul><ul><ul><li>Working professionals </li></ul></ul></ul><ul><ul><ul><li>Mostly Charlotte (80% south/southeast) </li></ul></ul></ul><ul><ul><ul><li>30’s, 40’s </li></ul></ul></ul><ul><ul><ul><li>Looking for career change or career growth </li></ul></ul></ul><ul><ul><ul><li>Many run health organizations </li></ul></ul></ul><ul><ul><ul><li>Some have gone through a major life change </li></ul></ul></ul>
  26. 36. Key Messages <ul><li>The basic program highlights and differentiators that any marketing should showcase </li></ul><ul><ul><li>Example: TUG </li></ul></ul><ul><ul><ul><li>Charlotte / Myers Park location </li></ul></ul></ul><ul><ul><ul><li>Intimate environment, personal attention </li></ul></ul></ul><ul><ul><ul><li>Growing young leaders </li></ul></ul></ul><ul><ul><li>Example: EMBA : </li></ul></ul><ul><ul><ul><li>Convenient for working professionals </li></ul></ul></ul><ul><ul><ul><li>Professors are networked into the community </li></ul></ul></ul><ul><ul><ul><li>Professors are present, available and will know you </li></ul></ul></ul><ul><ul><ul><li>Strong community ties </li></ul></ul></ul><ul><ul><ul><li>Advance your career </li></ul></ul></ul><ul><ul><ul><li>Strong leadership track </li></ul></ul></ul><ul><ul><ul><li>Creative thinking </li></ul></ul></ul><ul><ul><ul><li>(more from Tom) </li></ul></ul></ul><ul><ul><li>(note: these are not taglines; internal language) </li></ul></ul>
  27. 37. Strategies <ul><li>Strategy is the broad, philosophical approach (the “how”) that directs tactical decisions and budget use: </li></ul><ul><ul><li>Example TUG </li></ul></ul><ul><ul><ul><li>Leverage mass media in Carolina cities to coincide with admissions communication or college fairs </li></ul></ul></ul><ul><ul><li>Example EMBA: </li></ul></ul><ul><ul><ul><li>Target suburban corporate parks where uptown campus has little appeal (like Ballantyne, Arrowwood) </li></ul></ul></ul><ul><ul><ul><li>Target healthcare professionals in Charlotte </li></ul></ul></ul>
  28. 38. Tactics <ul><ul><li>Example TUG </li></ul></ul><ul><ul><ul><ul><li>Billboards in Raleigh weeks leading up to national college fair </li></ul></ul></ul></ul><ul><ul><li>Example EMBA: </li></ul></ul><ul><ul><ul><ul><li>Ads in Ballantyne Magazine, digital media in Ballantyne Village/theater, ads in Arroword </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Presence at local health fairs </li></ul></ul></ul></ul>
  29. 39. Total Integration <ul><ul><li>All of MCR can work from the same integrated plan: same goals, messages, audiences. The strategies and specifically tactics are where we divide our areas of expertise </li></ul></ul><ul><ul><ul><li>TUG Example: story pitch to Raleigh N&O prior to college fair </li></ul></ul></ul><ul><ul><ul><li>EMBA Example: FB ads in Ballantyne zip code </li></ul></ul></ul>
  30. 40. The Process <ul><li>Communicate Need and Create Buy-in </li></ul><ul><ul><li>Key stakeholders, senior leadership, roadshow presentation </li></ul></ul><ul><li>Deliver a few quick wins, but focused on long term </li></ul><ul><ul><li>Advertising plan, saving $$ for schools </li></ul></ul><ul><ul><li>Launch 7/1/12 – points for feedback </li></ul></ul><ul><li>Develop the long-term, strategic marketing plan– launch July 1, 2013 that addresses brand, integration and internal operations </li></ul>
  31. 41. INTERNAL OPERATIONS <ul><li>SWOT </li></ul><ul><li>Changes as a result of brand enforcement and integrated plan </li></ul>
  32. 42. Creative Team SWOT <ul><li>Values (what we want to be known for) </li></ul><ul><li>Proactive </li></ul><ul><li>Marketing experts </li></ul><ul><li>Coolest, in touch with what’s current </li></ul><ul><li>Punctuality, timeliness, accuracy </li></ul><ul><li>Dependable, trusted partner </li></ul>
  33. 43. Creative Team SWOT <ul><li>  Summary of Opportunity </li></ul><ul><li>Process Improvement </li></ul><ul><ul><li>To include: creative briefs, distribution of work, vendor relations, copy-editing, outsourcing </li></ul></ul><ul><ul><li>Product: complete plan of how to work with us and communication plan </li></ul></ul><ul><ul><li>Result: manageable workload, happy clients, great reputation, more work comes to us, better management and ownership of our brand </li></ul></ul><ul><li>Development of Graphic Standards </li></ul><ul><ul><li>To include: style guide, volume/time-management, outsourcing </li></ul></ul><ul><ul><li>Product: style guide and graphic standards </li></ul></ul><ul><ul><li>Result: focus creative time on the right projects, save schools dollars, better management and ownership of our brand </li></ul></ul>
  34. 44. Best Practices <ul><li>Strategic Marketing Team </li></ul><ul><li>Brand review </li></ul><ul><ul><li>Involve strategic marketing team, possibly other leaders </li></ul></ul><ul><li>Internal process analysis </li></ul><ul><ul><li>Need to address brand / graphics review process </li></ul></ul><ul><li>Online toolbox for campus communicators (templates, etc) </li></ul><ul><li>Workshops for campus communicators </li></ul><ul><ul><li>MCR team leads trainings </li></ul></ul><ul><ul><li>Establishes team as experts, leaders </li></ul></ul><ul><ul><li>Informs and inspires campus communicators </li></ul></ul><ul><li>Consider goal of weekly team meeting </li></ul><ul><li>*Research includes: University of Wisconsin Oshkosh, Ithaca College, YMCA, ASC, Rutgers </li></ul>

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