This marketing plan summary provides an overview of Martin Community College's (MCC) marketing and public relations department and their marketing action plan for 2008-2009. The plan aims to effectively promote MCC and its services to increase enrollment and community support. Key strategies include conducting marketing audits, setting objectives to portray MCC as the college of choice, and developing new community partnerships through various advertising methods. The marketing committee will assist with these efforts and provide recommendations to ensure the plan's success.

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Marketing Plan
2008-2009
Submitted by Lucretia King
June 1, 2008
“Martin Community College: Your Destination
for Building a Better Future”
Table of Contents
Introduction 2
Purpose of the Marketing Plan 2
Overview of North Carolina Community College System (NCCCS) 2
o System Mission and Goals 2, 3
o Policy on Community Service Courses, Cultural and Civic Activities 3
Overview of Martin Community College (MCC) 4
o Brief Summary 4
o College Mission and Goals 4, 5
o Listing of Academic Programs 5
o Enrollment of Academic Programs 5, 6
o External Data Report 6
o Summary of Regional Demographics 6
o General Program and Market Analysis 6
Overview of MCC Marketing/Public Relations (M/PR) Department 7
o Department Mission and Goals 7
o Community Advisors 7
o Marketing Committee 7, 8
Marketing Action Plan 8
o Marketing Audit Summary 8-11
o Objectives and Focus 11
o Strategies; Actions and Tasks 11-17
o Advertising Budget 17, 18
Data Collection and Measurement Tools 18, 19
Attached: Supporting Documents
MCC Marketing Department Budget for FY 2009 (Proposed)
MCC Calendar of Annual Events (Proposed)
Martin Community College
1161 Kehukee Park Road
Williamston, NC 27892-8307
Phone 252-792-1521
Fax 252-792-0826
www.martincc.edu

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“MCC: Your Destination for Building a Better Future”
Introduction
Martin Community College (MCC) recognizes the importance of an effective marketing plan to promote the
College, its image, and its resources to the community. The College’s 2008-2009 Marketing Plan is a statement
of how the College will seek to implement its mission and meet the objectives set out in the MCC Strategic Plan
2007-2012.
Purpose of the Marketing Plan
The purpose of this document is to guide the administration, faculty and staff of MCC to effectively market the
College and its services to the community.
The marketing plan established for the July 2008-June 2009 fiscal year reflects some of the best practices used
by our neighboring institutions in North Carolina and throughout the country. Based on industry standards and
recent initiatives, the Marketing and Public Relations (M/PR) department will undertake the task of
implementing an action plan that is linked to the North Carolina Community College System’s mission and goals
and to MCC’s goals and objectives as outlined in the MCC Strategic Plan 2007-2012.
Annual planning and semester scheduling of programs and services, in conjunction with effective marketing
strategies and tactics, increase the probability that MCC will have a competitive edge on its competition with
continued growth and a greater return on its investment. The M/PR department supports the NCCCS and MCC
missions and goals by:
1. Evaluating community profiles;
2. Improving educational market positioning;
3. Enhancing consumer and community perceptions; and
4. Continuously updating communication systems.
Overview of North Carolina Community College System (NCCCS)
Mission of the NCCCS
(As identified in the North Carolina Administrative Code, Title 23 [23 NCAC] 02B .0104; also outlined in Section I,
Pg 3 of NCCCS 2007 Fact Book)
The mission of the North Carolina Community College System is to open the door to high quality, accessible
educational opportunities that minimize barriers to post-secondary education, maximize student success, and
improve the lives and well being of individuals by providing:
(1) education, training and retraining for the workforce, including basic skills and literacy education,
occupational and pre-baccalaureate programs;

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(2) support for economic development through services to and in partnership with business and
industry and in collaboration with the University of North Carolina System and private colleges and
universities; and
(3) services to communities and individuals, which improve the quality of life.
History Note: Adopted by the State Board of Community Colleges, October 1993; revised March 1994, April
1994; reaffirmed January 1998; revised and adopted June 1998; revised and adopted September
2006.
Goals of the State Board of Community Colleges
(As outlined in Section I, Pg 5 of NCCCS 2007 Fact Book)
1. Economic and Workforce Development: To support North Carolina businesses, industries and citizens in
growing the North Carolina economy and to enhance the level of workforce technology by preparing competent
workers.
2. Enrollment Management: To meet increasing diverse learners’ needs through innovative non-traditional and
traditional programs.
3. Accountability in the Use of Technology: To assess the effective and efficient use of information technology.
4. Development of Resources: To account for and equitably distribute appropriations and to continuously
analyze and articulate resources necessary to fulfill the North Carolina Community College System mission.
NCCCS Policy on Community Service
(As outlined in Section II, Pg 29 of NCCCS 2007 Fact Book)
Community service programs are designed to provide courses, seminars and activities that (1) contribute to the
community’s overall cultural, civic and intellectual growth; and (2) assist adults in the development of new
personal or leisure skills or the upgrading of existing ones.
Community Service Courses—Community Service courses consist of single courses, each complete in itself, that
focus on an individual’s personal or leisure needs.
Cultural and Civic Activities—The cultural and civic, and intellectual growth component of this program meets
community needs through lecture and concert series, art shows, the use of college facilities by community
groups, providing speakers to community organizations, and providing visiting artist activities for college
communities. Visiting artists may be provided an opportunity to work as artists in residence to enhance local
arts resources and promote the various visual, performing and literary arts in communities throughout North
Carolina.
Each college must address community service programs in the colleges’ institutional effectiveness plan, which is
submitted annually to the System Office.

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Overview of Martin Community College
Brief Summary
Martin Community College is a public comprehensive community college conveniently located one mile west of
Williamston, North Carolina – just off Highway 64 (also referred to as 64 By-Pass) in northeastern North
Carolina, approximately two hours east of the capital, Raleigh.
Originally established by the Martin County Board of Education as Martin Technical Institute in September 1967,
the College earned independent status from the county’s school board in June 1969 and was granted
community college status from North Carolina’s General Assembly in June 1975. The College’s name was
officially changed to Martin Community College in July of the following year.
MCC serves residents of Martin County and segments of Bertie and Washington Counties by providing quality,
post-secondary educational instruction based on an open-door admissions policy. This policy enables the
College to offer academic services to adults with a desire and ability to benefit from its courses and programs
regardless of age, gender, ethnic or national origin, religion, or disability.
Mission Statement
Martin Community College’s mission is to provide quality, affordable, and accessible learner-centered
educational programs and services that are responsive to the needs of the communities we serve.
Goals of the College
The College will accomplish its mission by providing the following:
Programs and courses to prepare individuals for technical or vocational careers, to upgrade current job
skills, or to further their education.
A comprehensive core of general education courses for all students.
Continuing education courses to meet individual needs and interests for job advancement, job
placement, and personal development.
A basic skills program that provides adult basic education, high school equivalency, and diploma
completion.
Support services, including counseling, career guidance, job placement, tutoring, and other learning
resources and services, necessary for meeting students' intended educational and/or career objectives.
Programs and services to serve as a stimulus for the social and economic activities necessary to revitalize
local rural communities.
A learning environment where students may develop interpersonal, analytical, communicative,
computational, and reasoning skills necessary for further growth as a lifelong learner, responsible
citizen, and productive worker.
A technologically-advanced environment necessary to enhance learning, create an efficient workplace,
and to prepare students for careers in an increasingly high-tech world.

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Effective and cooperative relationships with the schools, colleges, universities, government agencies,
and employers in the area.
Assistance with local and regional economic development efforts in maintaining, developing, and
recruiting business and industry.
Sound management practices and systematic planning and evaluation to allocate the resources required
to achieve the goals of Martin Community College, and to ensure institutional effectiveness.
A diverse, qualified, nurturing, and innovative faculty and staff.
Listing of Academic Programs
Accounting
Air Conditioning, Heating, and Refrigeration
Automotive Systems Technology
Biotechnology
Business Administration/E-Commerce
College Transfer
Computer Information Technology
Commercial Refrigeration Technology
Cosmetology Instructor
Cosmetology
Dental Assisting
Early Childhood Associate
Electrical/Electronics Technology
Equine Technology
General Education
General Occupational Technology
Industrial Systems Technology
Medical Assisting
Medical Office Administration
Office Systems Technology
Physical Therapist Assistant
Web Technologies
Enrollment of Academic Programs
(As noted in the MCC Strategic Plan 2007-2012)
Enrollment data were reviewed on a five-year trend from 2002/03 to 2006/07. On average 48.5% of students
during the fall and spring semesters during the five-year trend received Pell Grants and 50.5% were enrolled
part-time. MCC was the first college experience for approximately 74% of students.
Reviewing enrollment data by headcount and FTE (Full time Equivalent), curriculum enrollment increased by 4%
headcount and decreased by 13% FTE from 2002/03 to 2006/07. Continuing education enrollment increased by
6% headcount from 2002/03 to 2006/07 and decreased by 13% FTE.

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During the 2002/03 academic year, several industrial plants in the service area experienced closings and layoffs.
Therefore, MCC experienced peak enrollment in a few curriculum areas as a result of categorical aid for
displaced workers enrolled in those specific programs. This early peak affects the trend results reported in our
analysis although the extent of impact is unclear. Those programs most affected were: Accounting, Commercial
Refrigeration Technology, Electrical/Electronics, General Occupation Technology, Industrial Systems Technology,
Medical Assisting, and Office Systems Technology.
External Data Report
(As noted in the MCC Strategic Plan 2007-2012)
MCC serves Martin, Bertie and Washington counties. Over 50% of students currently enrolled are residents of
Martin County, 22% are from Bertie County, and 9% are from Washington County. Williamston, NC hosts the
main campus in Martin County. Bertie County hosts a center for continuing education courses and some
curriculum courses in Windsor, NC. Washington County hosts a site for Basic Skills programs in Roper, NC.
MCC’s mission statement reflects two primary functions that are inseparable – quality services for students and
responsiveness to our community. Our community includes all three counties, although the extent of programs
approved to offer in each county varies by degrees.
Summary of Regional Demographics
(As noted in the MCC Strategic Plan 2007-2012)
All three counties have experienced slight declines in population from 2000 to 2006: Washington (-3.6%), Bertie
(-3.4%) and Martin (-4.7%). African Americans/Blacks constitute a majority of the population in Washington and
Bertie Counties, 50.2% and 62.7% respectively, and 44.8% of the Martin County population. Persons of Hispanic
or Latino origin make up less than 3% of the population in any of the three counties (Washington, 2.7%; Bertie,
1.3%; and Martin, 2.3%). Unemployment rates in all three counties are slightly higher than the statewide
average, but have remained relatively stable with Washington having the highest rate at 7.2% in July 2007,
followed by Bertie (6.3%) and then Martin (6.2%).
General Program and Market Analysis
(As noted in the MCC Strategic Plan 2007-2012)
MCC’s service area is rural and natural with expanding fields for agriculture and equine industries and an
increasing interest in biotechnology solutions. There are growing populations of retired citizens and tourists.
The small towns and a small college offer a nurturing environment for education. Health care, retail, and small
service-oriented industries are also growing. Internal opportunities respond to the community as the high
school dual enrollment program continues to gain momentum. Other growing programs in curriculum and
continuing education focus on health, teaching, and technology industries: Dental Assisting, Early Childhood
Education, Medical Office Administration, Physical Therapy, Computer Science Applications, Emergency Services
Training, Health Occupations, and Fire and Rescue. New programs also provide opportunities particularly in
Practical Nursing and Carpentry and the ongoing development of responsive continuing education courses.

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Overview of Marketing and Public Relations (M/PR) Department
MCC’s academic and continuing education programs, student services, institutional development efforts,
administrative functions, and College-sponsored community activities receive support from the offices of
Marketing and Public Relations, College Resource Development, Educational Support Services, and the Copy
Center/Print Shop.
Department Mission/Purpose
This departmental unit fits into the overall mission and goals of the college by building effective and cooperative
relationships with the schools, colleges, universities, government agencies, community residents, and employers
within the MCC service area and beyond.
This unit will: 1) direct the College’s external and internal communication efforts, 2) expand distribution of the
College’s official publications and communications, and 3) serve as the marketing and public relations consultant
for MCC staff, faculty, and student organizations.
Department Goals
Project and enhance perception of the College’s value as a vital resource for education and community
development in Northeastern North Carolina through a diverse selection of media.
Deter declines in institutional headcount and contact hours through marketing activities; promote
increase of headcount and contact hours in curriculum and continuing education program areas.
Portray MCC as the college of choice – explain why through print, radio, and television ads, etc.
Develop new markets and community (business, civic, etc) support for MCC services.
Community Advisors
The M/PR department relies on the input and expertise of a variety of marketing experts from both the
community-at-large and marketing agencies whose primary goals are to provide feedback and support to
colleges and universities. These include:
National Council for Marketing and Public Relations (NCMPR)
Public Relations and Information Marketing Association (PRIMA)
Council for the Advancement and Support of Education (CASE)
American Association of Community Colleges (AACC)
American Marketing Association (AMA)
Rural Community College Alliance (RCCA)
Marketing Committee
The purpose of the Marketing Committee is to evaluate the college’s marketing strategies and make changes as
needed in order to promote the college and its services. Duties to be carried out by the committee are to: assist

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the Public Information Officer (at MCC, the Director of Marketing and Public Relations) with general advertising
and community engagement endeavors, promote the college’s image, and make recommendations regarding
marketing strategies for the development and implementation of an effective marketing plan for the college.
The Marketing and Communications Committee consists of the following members (and invited guests*):
Jim Bussell, Admissions Counselor
Brian Chastine, IT Director*
Georgette Chilton, Small Business Center Director
Kim Kane, Equine Instruction
Debra Hardison, Bookstore Manager*
Annette Murray, Educational Support Services (Print Shop) Technician
Melissa Smith, Library Director
Sue Westervelt, Basic Skills Instructional Coordinator
Rebecca Woolard, Human Resourses/Personnel Officer
Student Representative
Marketing Action Plan
A. Marketing Audit Summary
The following seven-point analysis is based on an extended marketing matrix. It also incorporates information
gleaned from a separate marketing audit of the College, performed in 1995 by students of UNC-Chapel Hill’s
Kenan-Flagler Business School.
Product — MCC’s product is education. This product can be defined/delivered in a variety of ways — such as
credit classes, non-credit classes, community education, professional and workforce development, etc. — and
delivered in a variety of ways. Education can be a vehicle for students to achieve their career and life goals, a
way to keep mentally and physically active, an avenue for social interaction, etc. One of MCC’s challenges is to
develop ways to deliver the product to a variety of markets and meet an array of public needs.
Pricing — “Pricing is the monetary value of your product(s) or service(s) to your target market. For retailers,
pricing involves an overall pricing approach for the establishment or chain, as well as setting prices for each
individual item. For service firms, there are fees and rates and the application of each in a given transaction. For
most business types, there also exist instances of competitive bidding and negotiation, which are components of
prices.”
As mentioned in the annual program review, the pricing information of our main competitors will be researched,
and ongoing assessments of our target markets will be done to clarify our pricing options. A perceived challenge
is MCC’s ability to provide a quality educational experience at an affordable price for service area students.
Currently the operating philosophy of the College is to keep tuition and fees as low as possible through prudent
fiscal management.

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Placement (Distribution) — Placement or distribution is “…the transmission of goods and services from the
producer or seller to the user. By this definition we mean the method through which the target market user
receives the product from the producer.”
For MCC, distribution encompasses the Martin and Bertie campuses, the Roper Learning Center and the Small
Business Center, classes and services at off-site locations (including basic skills, dual enrollment and workforce
development), and online classes. In general, this marketing plan explores ways to distribute classes and
services not only beyond but also within the College’s physical campuses. Dual enrollment and distance
education have the most potential for growth. Another underdeveloped area for product placement is
community engagement programs/events held in on-campus facilities. The new marketing plan includes several
ideas for increasing the College’s presence in these areas.
Promotion — “Promotion provides added incentive, encouraging the target market to perform some incremental
behavior. The incremental behavior results in either increased short-term sales and/or an association with the
product (e.g., product usage or an event-oriented experience).”
MCC needs to improve marketing for individual programs; however, with a limited advertising budget, the
college is unable to heavily advertise for any one program. To compensate for a lack of advertising, the program
faculty must promote their programs through community involvement and relationships with people working in
their respective field. Also, students who are enrolled in the programs would be great spokespeople within the
community – here a student ambassador club/organization would serve the College well. The Admissions
director and/or recruiter also play a major role in promoting the various programs. Through visiting local high
schools and middle schools, the director/recruiter presents all programs and has the opportunity to highlight
specific areas of the college.
While tried and true methods, such as high school outreach and radio advertising, continue to have merit,
colleges are incorporating new media and communications vehicles (for instance: social networking sites like
Facebook and YouTube, internet search engines such as Google, and online advertising through local newspaper
and radio station websites) to reach new audiences.
The marketing plan lists several strategies related to increasing available incentives to prospective students, the
College’s primary target market. The underlying goals of mixing traditional with new recruitment and
advertising tools are to:
motivate school counselors to recommend MCC to more of their college- bound students;
encourage more students to consider pursuing higher education through MCC;
define MCC’s brand; and
provide more leads for the Admissions Office to pursue.
Extended use of promotional items (lanyards, pens and pencils, mouse pads, drawstring backpacks, etc) will help
to increase MCC’s presence in outlying areas (both inside and outside the service area) when faculty and staff
are attending job fairs, professional development conferences, and other related events.

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Process (Branding) — “Branding is a process of establishing and managing images (graphic identity),
perceptions, and associations that the consumer applies to the product, based on the values and beliefs
associated with the product.”
Image is built through consistency. Continued emphasis needs to be placed on positioning the College. MCC’s
ability to consistently communicate its strengths, positive attributes, and best qualities as an organization will 1)
contribute to the College’s public image, 2) build enrollment numbers, and 3) reinforce its strengths in uplifting
the surrounding communities.
To date, the College’s brand has not been managed but is the result of the many interactions the College and its
employees have with the community – good or bad. The marketing plan addresses this situation and, with its
implementation in FY09, will begin to define the College’s brand more succinctly. Additional resources and
funding are recommended for FY09 and beyond to utilize this tool.
Personal Selling — Personal selling/service “…involves all functions related to selling, operations, and service in
the store, office, or other environments, such as door-to-door solicitation, in-home selling, and telemarketing.
This includes hiring and managing sales personnel, stocking inventory, and preparing the product for sale, as well
as the presentation and maintenance of the facility. For business-to-business and consumer goods firms,
personal selling relates to the manufacturers’ selling and servicing of its products to the trade and/or
intermediate markets (various buyers of the product within the distribution channel from the original producer to
the ultimate user).”
For MCC, personal selling includes the admissions and recruiting function as well as the communications
function. The Admissions director/recruiter is the primary “salesperson” for the institution. To a lesser extent,
all employees are salespeople because, in the customer’s eyes, they are generally inseparable from the service.
Our daily interactions speak volumes to reinforce our image as an organization that is disciplined, principled, and
dedicated to excellence in learning. As administrators, faculty, and staff, we remind learners that MCC is not
only an option, but it is a desired “choice” because it has:
High quality faculty
Rigorous programs and high standards
Consistently responsive customer services
Affordable tuition that supports financial savings
Excellent articulation/transfer agreements
The marketing plan supports and increases the “total team” approach to MCC’s current admissions efforts to
enable more person-to-person interaction both on-campus and in outlying areas.
Physical evidence – Unlike a tangible product, educational services cannot always be experienced before
delivery, which makes it intangible. This, therefore, means that our potential customers (primarily, students)
could perceive a greater risk when deciding whether to use the College’s services. To reduce the feeling of risk,
thus improving the chance for student success, it is often vital to offer potential customers the chance to see
what a service would be like. This is done by providing physical evidence, such as case studies, student

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testimonials or program demonstrations. For MCC, physical evidence would also come in the form of an annual
report to the community and/or Fact Book, highlighting data collected through various measurement tools.
*Please refer to the section titled “Data Collection & Measurement Tools” (on pg. 17/18) for additional
information regarding this marketing aspect.
B. Marketing Objectives:
The action plan focuses on the following objectives established in the MCC Strategic Plan 2007-2012:
1. Improve communications
2. Create a learning-centered campus culture
3. Strengthen the College’s partnership with its “service area” communities
4. Improve market awareness of MCC to help increase enrollment
C. Marketing Focus:
The M/PR department will center its marketing strategies on the following aspects to achieve the above
objectives:
1. The college website – www.martincc.edu
2. Convenient location
3. Personable classroom and campus atmosphere
4. Competitive tuition rates
5. Financial aid and scholarships
6. Online educational opportunities
7. Bachelor degrees earned (through 2+2 program, college transfer, etc)
8. Community engagement (MCC Film/Lecture Series, One Book One Community reading initiative, etc)
D. Marketing Strategies
Communication among a diverse staff and student body are challenges to be met. Consistent teamwork and
advanced planning is essential for achievement of MCC’s marketing plan. Buy-in from all full and part-time
faculty and staff is needed for the college’s positioning and image to be positive in the public’s perception.
Word-of-mouth advertising is another powerful and persuasive branding tool for building the College’s image.
Satisfied customers influence the opinions and attitudes of other potential customers more than any
promotional materials we can produce.
MCC can build a positive public image by working collaboratively and exploring new ways of:
Understanding the academic, employment, and personal enrichment goals of our students
Positioning the financial advantages of attending MCC
Emphasizing transfer articulation agreements through success stories
Assessing and improving the efficiency and effectiveness of services

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Increasing our retention of current students and adult learners
Researching current public perception of image
Mapping new paths for further improvement of the College’s image
Expanding our friend-raising efforts to increase fiscal and political support for continued growth
The following marketing actions and tasks (developed in correlation to the goals, objectives, and strategies of
the MCC Strategic Plan 2007-2010) will be implemented through Marketing Committee planning, student
participation, advertising, and community involvement:
Goal #2: Attracting Students and Accessibility
Obj. #2 – Promote Martin Community College’s quality educational opportunities
Strategy 1: Develop and implement a comprehensive marketing plan (focusing on core and unique programs;
emphasizing educational and career pathways; and utilizing a range of strategies including media, internet,
community fairs, etc.)
Action A: Establish a branding campaign to build immediate recognition and reinforce message of MCC.
o Task 1: Identify/install official school colors and representative symbol(s) – logo, mascot, etc.
o Task 2: Create a year-long advertising schedule and designate a vendor budget/expense limit.
o Task 3: Launch and promote revised MCC tagline – “MCC: Your Destination for Building a Better
Future” – on brochures, banners, billboards, and all other marketing materials.
o Task 4: Develop, launch and promote new student recruitment campaign, using the slogan
“Redefine Your Future at MCC.”
o Task 5: Promote College’s website as source for up-to-date information about events, programs,
and services taking place on all MCC campuses and learning centers.
o Task 6: Market MCC’s IHSA western horse show team as College’s “athletic” team; build
community sponsorship/support for team and other co-ed intramural recreational activities.
o Task 7: Begin a “campus beautification” effort by requesting/ordering attractive banners/signs
of building and office names for display in a clearly visible and prominent manner.
Action B: Collect images (still and video) of a variety of MCC students and activities for use in
promotional materials and on the College’s website.
o Task 1: Conduct at least one professional photo and video shoot each year.
o Task 2: Create a photography release form for use when taking images on- and off- campus.

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Action C: Address misconceptions about community college quality and improve institutional image
with informative advertising and public relations; position MCC as a valuable and desirable alternative to
spending all four years at a college or university.
o Task 1: Create an advertising campaign demonstrating the value of an MCC education and its
impact on the service area’s economic development and growth.
o Task 2: Increase use of student testimonials and feature/success stories of alumni, faculty and
staff in “What MCC Means to Me…” advertising and promotional materials.
o Task 3: Run television, radio, and print ads during MCC’s summer, fall, and spring registration
periods; run additional radio ads during non-registration times.
Action D: Establish market research and build data collection on effectiveness of marketing efforts.
o Task 1: Evaluate demographic trends of area population and MCC student enrollment.
o Task 2: Explore the educational needs of outlying communities within service area and identify
locations to provide focused advertising and recruitment.
o Task 3: Request information from surveys of area employers regarding perceptions and needs.
o Task 4: Incorporate CCSSE survey results into ongoing marketing assessments and plans.
o Task 5: Collect and assemble market research and collected data annually in the form of an
annual community report and/or Fact Book to highlight “physical evidence” of MCC’s value.
Strategy 2: Increase public awareness of MCC through media opportunities and community conversations.
Action A: Create and maintain non-paid student intern and/or work-study assistant position during fall
and spring semesters to support and expand M/PR department’s marketing efforts (press releases, news
articles, website information development).
o Task 1: Submit MCC work-study request form to College’s financial aid office each summer/fall;
contact ECU’s School of Communication (director or faculty member) to post student internship
description on website/job board.
o Task 2: Arrange office furniture and supplies/resources to accommodate student assistant.
Action B: Increase number of press releases, positive articles in print media, events, speaking
engagements, and face-to-face interactions by 50% annually.
o Task 1: Write at least one news article each month publicizing an activity from a different
division of the College.
o Task 2: Pitch 2-3 targeted editorial or article ideas per semester to each newspaper in MCC’s
service area.

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o Task 3: Work with Admissions director/recruiter to create and distribute yearly travel/visit
schedule list (with number of high school visits, major job fairs, college fairs, targeted programs,
etc.) – to include list of participants for each visit. *(Also listed under Action E of this strategy.)
Action C: Maintain and enhance admissions/marketing presence in local public schools.
o Task 1: Purchase 2 table-top traveling displays and 4 portable banners in support of visits.
o Task 2: Identify and purchase informative and functional promo items targeted at high school
counselors (i.e. computer mouse pads, coffee mugs, highlighters, lanyards).
o Task 3: Coordinate promotion of 2+2 Bachelor’s degree programs with partners (ECSU, ECU).
o Task 4: Produce an information packet for spring recruitment season (to include a college
viewbook with a return postcard and promotion/giveaway item as a reward).
Action D: Market programs for retraining adult learners.
o Task 1: Feature senior citizens and adult learners in new institutional photography (for use on
website and in printed marketing materials).
o Task 2: Communicate the benefits of earning degrees and training credentials – earning
potential, employment opportunities, convenient location of hometown institution, lower
tuition and fees – in advertisements targeting adult learners.
o Task 3: Promote MCC’s continuing education, online, and transfer classes in prominent place
within class schedules and on College’s website.
Action E: Enlist others to participate in recruiting activities and representing MCC at selected community
activities (job fairs, annual festivals, etc.) to maintain a promotional presence in the region.
o Task 1: Recruit, educate, and train 2-3 students to be “ambassadors,” representing MCC during
on- and off- campus activities (similar to programs at Pitt CC, Bladen CC, Central Carolina CC, and
Piedmont CC to name a few). *(Also listed under Goal #3, Action C.)
o Task 2: Recruit faculty members from all departments to participate in recruiting activities.
o Task 3: Work with Admissions director/recruiter to create and distribute yearly travel/visit
schedule list (with number of high school visits, major job fairs, college fairs, targeted programs,
etc.) – to include list of participants for each visit. *(Also listed under Action B of this strategy.)
Action F: Establish placement relationships with potential employers for MCC graduates and interns.
o Task 1: Create a list of local and regional employers interested in hiring MCC grads; define which
types of positions the employers are likely to hire; create a process for promoting the job
opportunities to potential and current students; schedule regular times (in spring) for employers
to interview potential hires on campus.

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o Task 2: Develop and maintain a list of internships available with businesses/organizations; work
with partners to create new internship opportunities; track graduate placement rates, incomes,
etc.
Strategy 3: Establish Martin Community College as a center for community enrichment.
Action A: Increase number of cultural/global awareness events on campus for students and the public.
o Task 1: Partner with MCC and public libraries, MCC Bookstore, area high schools and/or family
literacy agencies to organize a service area-/community- wide “common book” reading program
(similar to the “Big Read” program of Catawba Valley Community College, the “One Book, One
Community” program of Baton Rouge Community College, and other such freshmen summer
reading projects at UNC-Chapel Hill, Appalachian State, and now East Carolina University).
o Task 2: Work with MCC Globalization and Cultural Diversity committee to expand “Lunch ‘n
Listen” program in February to year-long series of cultural/ethnic celebrations during national
months of recognition (such as Women’s History month celebration in March).
o Task 3: Partner with arts councils (in “service area” counties) to locate and host visiting artists,
musicians, performers and their work for display/presentation on College’s campus.
Action B: Increase number of new opportunities for public events and specialized services on campus.
o Task 1: Host a higher education “info session” for parents and their middle/high school students
to educate and encourage families to plan early for college.
o Task 2: Partner with area ESC offices, businesses, and other agencies to organize, promote and
host a fall job/career fair on College’s main campus.
o Task 3: Identify and approach potential funding sources (non-profits, foundations, businesses,
government agencies, etc.) to sponsor cultural activities in exchange for prominent listing on
event program, flyers, and advertisements.
Goal #3: Responding to the Community
Obj. #2 – Identify and respond to emerging community needs.
Strategy: Continue ongoing community conversations and economic development partnerships.
Action A: Increase the number of community conversations and forums
o Task 1: Partner with chambers of commerce, Ruritan club, and other civic organizations to host
events such as Martin Chamber’s “Business After-Hours” social on MCC campuses/centers.
o Task 2: Host guest speakers on topics related to MCC’s “common book” reading program.
*(Referred to in Task 3 of Action B for Goal #2, Strategy 3.)

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o Task 3: Host a community leader’s brunch to share community college successes, seek advice,
and gather public feedback on services/programs College provides.
o Task 4: Work with MCC Library, SGA, and local arts councils to develop “MCC at the Movies!”
program for presentation and discussion of classic/foreign/independent films and educational
documentaries related to current events, regional history, and/or “common book” topics.
o Task 5: Market the college as a community-focused institution and public venue.
Action B: Increase the number of participants in community conversations and forums
o Task 1: Create an MCC “speaker’s bureau” of experts in areas of local interest to speak in public.
o Task 2: Organize an annual “community day” during National Community College Month (April)
for service area residents to visit MCC campuses/learning centers, learn about programs and
services offered, and participate in hands-on activities led by students, staff, and faculty.
o Task 3: Expand awareness and promotion of MCC’s “Lunch ‘n Listen” series.
Action C: Increase student involvement in community service
o Task 1: Recruit, educate, and train 2-3 students to be “ambassadors,” representing MCC during
on- and off- campus activities (similar to programs at Pitt CC, Bladen CC, Central Carolina CC, and
Piedmont CC to name a few). *(Also listed under Action E of Goal #2, Strategy 2.)
o Task 2: Work with SGA and other approved student organizations to increase promotion and
student support of community service projects such as Spring Blood Drive and holiday projects.
Goal #4: Enhancing the organization
Obj. #2 – Develop and improve an open internal communication system
Strategy 1: Collaboratively develop and implement strategies to increase internal networking and
communications among staff, faculty, President’s Council and the president (i.e. roundtable with the President,
regular staff/faculty meetings, newsletters, college-wide calendar, etc.)
Action A: Develop and promote a “one college” identity (and philosophy) within MCC’s multi-
campus/learning center environment.
o Task 1: Create a comprehensive calendar of annual (student and community-focused) events.
o Task 2: Develop a monthly newsletter (in line with College’s former weekly newsletter “In the
Know”) to educate MCC’s constituent groups about campus events, important dates, and
student recruitment and retention efforts to increase staff/faculty awareness on campus.

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o Task 3: Design/order and distribute professional name badges, MCC clothing gear to create a
unified appearance by faculty, staff, and student representatives when traveling/speaking
publicly on behalf of College.
o Task 4: Regularly update website “news and information” content and images, to include
electronic versions of event calendar, monthly student/staff newsletter, press releases, etc.
Action B: Assist campus groups in creating professional-quality communications pieces by providing
promotional support to campus constituents.
o Task 1: Create a style manual with guidelines for appropriate use of MCC electronic logos and
images to present a consistent, uniformed, and professional image of the College.
o Task 2: Provide printed materials and advertising support for student success grant
initiatives/programs, Small Business Center, Washington County Family and Roper Learning
Centers, etc.
o Task 3: Develop a standard procedure and form for requesting press releases, news articles,
and/or advertising and promotional materials for a program, service, or event.
E. Advertising Budget
Marketing Department Budget
The Marketing and Public Relations (M/PR) department budget supports the College’s strategic plan in the areas
of professional services, printing, advertising, and special projects. It is designed to meet MCC’s marketing goals,
to improve and expand upon the College’s promotional activities, and to enhance enrollment through improved
positioning in the education marketplace of eastern North Carolina.
The proposed budget represents a streamlined system of advertising for MCC which will be more targeted in its
purpose, resulting in wiser spending practices and greater discounts for the advertising services provided by
chosen vendors. A combination of emotive (or poignant) advertising, image branding, and market positioning
will be used by the M/PR department to support the College’s need for an improved public image in its service
area and an increased presence as an academic resource in the community.
Allocations for program-specific needs will unfold throughout the fiscal year. Meetings with faculty and
administrative leaders on campus will result in targeted spending on specific programs by the implementation of
program-specific advertising and direct mail campaigns to identified markets.
MCC’s market areas (as outlined on PAGAS, Inc. website):
Market Area: Williamston (WLMS)
Zip Code City, State Households

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27825 EVERETTS, NC 205
27840 *HAMILTON, NC 353
27841 HASSELL, NC 107
27846 *JAMESVILLE, NC 1,467
27861 PARMELE, NC 84
27871 *ROBERSONVILLE, NC 2,134
27892 *WILLIAMSTON, NC 6,181
Total Households 10,531
Market Area: Plymouth (PLYM)
Zip Code City, State Households
27824 *ENGELHARD, NC 734
27826 FAIRFIELD, NC 313
27875 SCRANTON, NC 266
27925 *COLUMBIA, NC 1,869
27928 *CRESWELL, NC 993
27953 *MANNS HARBOR, NC 459
27962 *PLYMOUTH, NC 3,143
27970 *ROPER, NC 1,756
27978 *STUMPY POINT, NC 89
27983 *WINDSOR, NC 3,497
Total Households 13,119
Yearly Advertising Contracts
Inner Banks Media, LLC ($8100/yr) – 24 commercial spots for 2 weeks during fall and spring registration
periods, 2 live on-location broadcasts, and 50 “interview-style” spots for 6 months
WNCT-TV 9 ($2250/ea x 2 = $4500/yr) – 32 commercial spots (16/registration period) for fall & spring
Down East Magazine ($325/ea x 4 = $1300/yr) – 4 ads during yr w/ blanket PO
*Please see attached financial documents for an outline of the FY09 proposed budget, detailed priority expense
listing and marketing/advertising calendar, and justification statement for increased costs.
Data Collection and Measurement Tools
Demographic data is reflected by profiles of our service region, learners, and communities. Our customers
pursue degrees, certificates, transfer to four-year institutions, and attain job skills that support personal,
economic, and community development. Consistent collection and analysis of student data will allow for
greater insights into our customer’s behavior.

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Continuously analyzing the effectiveness of MCC’s marketing activities will assist in providing opportunities for
adjustments to the marketing plan. The assessment of those activities will also allow the M/PR department to
benchmark the value of each effort for increased productivity, utilization of resources, and real impact.
As part of reaching our goals and objectives, the M/PR department will continue to utilize surveys administered
by the Educational Support Services department to determine the effectiveness of advertising methods and
marketing materials. In addition, feedback and input from program coordinators, marketing committee
members, and other key staff will result in a sharing of information including: trend analysis, focus group
discussions, advisory council feedback, literature reviews, federal/state mandates for programs, and student
surveys.
The following measurement tools are currently in place:
• Headcount (duplicated, unduplicated), credit hours and contact hours (paid and total) by term.
• Non-credit headcount and credit hours chart.
• Tuition & fees for competitor institutions (CCs, public and private 4-year institutions).
• Demographics for all the district school systems in our service area.
• Demographics for Martin, Bertie, and Washington counties.
• Chart of student population by program.
• Chart of student population by home town.
• Online class offerings list.
• Dual enrollment class offerings list.
• Regular opinion surveys and focus groups.
The richness of these data will provide the M/PR department with greater insights for the evaluation, revision,
and development of future marketing plans.