Marketing Forum: April 5th1. The key marketing objectives for my faculty / department are:2. The targets and metrics for s...
1. Marketing objectives for Corporate CommunicationsVisionOur vision is to promote the work and enhance the reputation of ...
Marketing Aims•   Raising the profile of the University’s activities and achievements amongst    key external stakeholders...
Targets & MetricsSome already achieved:•   Provide PR and events management support for the Set Squared Research Impact ev...
Targets & Metrics•   Increase the volume of press releases/news stories generated by the department and in turn    increas...
Challenges•   Lack of centrally co-ordinated and controlled marketing strategy for the    University…•   Which has been re...
Areas where marketing impact could increase•   A co-ordinated marketing strategy that pulls together all the different    ...
Positive difference within a year would be..…A Marketing Strategy and action plans for all areas of the University  suppor...
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Corp comms marketing forum presentation

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Corp comms marketing forum presentation

  1. 1. Marketing Forum: April 5th1. The key marketing objectives for my faculty / department are:2. The targets and metrics for success of these objectives are:3. The challenges I face in achieving these objectives are:4. Areas in which I think the University could improve its marketing impact are:5. The positive difference I would like to see at a faculty / dept / university level within a year would be ….
  2. 2. 1. Marketing objectives for Corporate CommunicationsVisionOur vision is to promote the work and enhance the reputation of theUniversity of Bath by providing and co-ordinating high quality andprofessional corporate communications and events.We support the delivery of the University’s corporate goals andobjectives, and help promote an understanding of its institutional values.
  3. 3. Marketing Aims• Raising the profile of the University’s activities and achievements amongst key external stakeholders through effective press coverage, events management and corporate publications.• Providing a press office function that effectively communicates with regional, national and international media to promote the University’s activities and challenge misconceptions and misrepresentations where necessary.• Helping to provide effective and timely corporate internal communications through the publication of accessible information on the internal news home page, the weekly e-newsletter, and other relevant communication tools – to market the University internally.• Ensuring that corporate events are managed professionally and are reputation enhancing, brand building and provide value for money (including supporting the revamped Open Days).• Supporting the aims & objectives of the Corporate Plan 2009-2014.
  4. 4. Targets & MetricsSome already achieved:• Provide PR and events management support for the Set Squared Research Impact event held in Westminster in October 2010.• In partnership with AV services produce a new ‘Welcome to the University of Bath’ film by end of 2010.• Deliver key strategic documents the Annual Report and Facts & Figures by the Spring 2011 and in time for University’s Court.Ongoing targets for 2010/11:• Deliver an internal communications review of staff – report due April 2011.• Provide PR and events management support for major capital projects – ongoing.• Publish at least 10 new ‘news video’ a year to be hosted on the multimedia/newsroom section of the website.• Present a digital signage policy to senior managers to provide options and opportunities to improve accessibility and flow of internal communications & marketing across campus – ongoing.• Create a community communications strategy to develop more effective community engagement and two-way communication between the University and the city of Bath and surrounding region – Spring 2011.
  5. 5. Targets & Metrics• Increase the volume of press releases/news stories generated by the department and in turn increase the level of positive media coverage of the University regionally, nationally & internationally – assessed through effective media monitoring.• Continue to expand the use of social media such as Twitter to increase communication with the public and our own staff and students – in turn enhancing the University’s external reputation.• Expand the delivery of practical media training provided at the University for academics to enable them to use the media more effectively for PR (and marketing).• Continue to raise the University’s profile by getting our ‘experts’ to comment in the media on current affairs (as well as their own research) – by building strong contacts with regional/national media and by regular use of ‘media alerts’.• Work with Web Services to deliver a dynamic online news and information service (newsroom) clearly accessible from the University home page (as part of the overall development of the University’s website).• Support colleagues in Web Services and IDPS to successfully promote and enforce the University’s new Visual Identity Standards.
  6. 6. Challenges• Lack of centrally co-ordinated and controlled marketing strategy for the University…• Which has been researched..• Leading to no consistent brand…• And no great appetite for a corporate visual identity…• Not helped by…a lack of consistency from senior management around what marketing is and what needs to be done by whom.• Also inconsistency around roles and responsibilities across faculties and professional services.• No culture or process to support the sharing of best practice and the feeling we are working to a common (University) goal.• A worrying apathy towards marketing that ‘We are Bath and we will be fine.’
  7. 7. Areas where marketing impact could increase• A co-ordinated marketing strategy that pulls together all the different people/teams/departments/faculties currently trying to tackle this issue and give them all some strategic direction and leadership.• A clear brand and identity that the University (its staff) buy into and support, protect, enhance…..which has been based on some professional external research.• Consistent leadership on marketing at a senior level.• A co-ordination of marketing at an operational level – to share best practice, ideas and resources. This meeting is a good attempt at starting this.• Appropriate resources (people and budget) to successfully deliver on the strategy before we are left behind by our competitors.
  8. 8. Positive difference within a year would be..…A Marketing Strategy and action plans for all areas of the University supported by senior management centrally and across faculties.

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