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Discover if your campus culture evolved enough to create social media engagement and brand communities
- 1. IsYourCampusCulture Evolved Enough toCreate Engagement andSupport BrandCommunities? Dr.Anna Stumpf @astumpf “find nearby” @stumpfed
- 2. 2/3 of your Marketing is HappeningWithoutYou! You Customer Marketing A Brand Is No Longer WhatWeTell the Consumer It Is. It IsWhat ConsumersTell Each Other It Is.
- 3. "If customers aren't telling your story, it will not be heard on social media, unless you pay for it" - Jay Baer
- 4. Which Generation Creates the MOSTWord of Mouth? A. Boomers B. Gen Z C. Millenials D. Gen X CHATTER MATTERS:THE 2018 WORD OF MOUTHREPORT
- 5. CHATTER MATTERS:THE 2018 WORD OF MOUTHREPORT
- 6. Why aren’t higher ed social media managers engaging more?
- 7. TRADITIONAL Teacher Centric FREE MARKET Student Outcome Centric SOCIAL MARKET Learning On Demand Company/Sender Focus 1985-1992 Human/Receiver Focus 1993-1999 Cultural/Context Focus 2000-2015 The Evolution of Higher Education and Evolution of Brand Marketing
- 8. Evaluation of the Findings The manner in which the participants involved in this study have evolved has been analyzed and is represented in the table below 8 Table 1 Placement of Study Participants into Brand Focus Era Focus of Brand Years University A University B University C Company/Sender 1985-1992 X X Human/Receiver 1993-1999 Cultural/Context 2000-2015 X
- 9. Findings 9 Other key roles filled "community management tool" Felt synergy on campus in developing strategy Felt Admin and campus understood SM and SMM role Not/Sometimes Strategic No brand voice/persona No SM support staff No student involvement No Admin “buy in” No understanding of SM across campus FullTimeSocialMediaManager PartTimeSocialMediaManagers
- 10. Findings 10 How does the HE SMM use resources available to them to plan engagement with stakeholders? Use of campus information ThemesWere Directly Related to Culture/Admin
- 11. The Framework Figure 1. From “Elements of strategic social media marketing: A holistic framework.” by R. Felix, P. A. Rauschnabel, and C. Hinsch, 2017, Journal of Business Research 70, p. 118-126. Copyright 2017 by Elsevier.
- 13. Implications of theStudy 13 HEI Social Media Managers HE Administration
- 14. Why higher education needs to adopt a customer experience approach PWCMay2018 https://www.digitalpulse.pwc.com.au/why-higher-education-needs-customer-experience-approach/
- 16. IfanAirportCan… Registrar Food Services Residence Life Financial Aid Health Services Library Tutoring Career Development Academics
- 17. ItALLStarts at theTOP!! (there’s research for that!) Questions? Thank you! EMAIL: amstumpf@anderson.edu
Editor's Notes
- Emotional connection to a human, not a product Unreachable by advertising No traditional marketing or sales funnel The consumer IS THE MARKETER A brand is no longer what we tell consumers it is, it is what consumers tell each other it is Markets are conversations and brands MUST join the conversation!
- Emotional connection to a human, not a product Unreachable by advertising No traditional marketing or sales funnel The consumer IS THE MARKETER A brand is no longer what we tell consumers it is, it is what consumers tell each other it is Markets are conversations and brands MUST join the conversation!
- Traditional HE, which was based on control and hierarchy; the learner had no input, academics set the course and timeline, led the entire educational process and design. Free-market HE became the next phase because of the external focus by stakeholders such as politicians, parents, community, and even potential students on employability. This, according to Rege Colet (2017), was the era in which HEIs began to compete for external funding, and rankings became the battleground. The learner focused on the goal of employment after graduation, not only for themselves but also as a finished product of the HEI to help the institution’s rankings. This system is based on partnerships with negotiations both internally and externally. There is more autonomy on behalf of the learner to decide on programming, many leaning toward flexibility in delivery, such as online, and pace of the program.
- This theme was further supported in discussions around having access to information, calendars, and CRM/databases. The university with an open and supportive nature for community building with social media had a far more open flow of communication and information. The more conservative HEIs where trust and community were not a priority found social media managers without proper access or relationships across campus.
- This framework has four social media marketing dimensions: scope, culture, structure, and governance. Scope refers to use of social media as a communication or collaboration tool. If a brand is a defender, social media is a means by which to inform or entertain consumers rather than including employees or stakeholder groups. Explorers use social media in authentic collaboration and engage with a multitude of stakeholder groups. Culture is described as the conservative, traditional mass advertising approach or the modern open and flexible social media use. Structure involves the organization and format of the department where social media happens within the firm. Hierarchical structure tends to have a more centralized approach with a defined social media job description. Networks are an organizational structure where all employees are responsible for social media marketing, eliminating the need for assigned roles. Finally, governance refers to the creation of rules and guidelines around social media marketing responsibilities and control within the organization. This type of approach conflicts compared with the literature existing regarding best practices, which suggests marketers configure quality control mechanisms to ensure the quality of information overall (Islam & Rahman, 2017). From autocracy to anarchy, the layers and number of rules or guidelines exist within social media marketing strategies. The authors focused on the extremes of each area, but firms will, intentionally or unintentionally, find their strategic approach somewhere in between on each dimension (Felix et al., 2017).