WVU IMC 636: An in Depth Look at Recruitment Efforts & Opportunity for WVU Tech

2018
INTEGRATED MARKETING COMMUNICATIONS PLAN
“AN IN DEPTH LOOK AT RECRUITMENT EFFORTS &
OPPORTUNITY”
JORDAN K. SMITH – WVU IMC 636

Jordan Smith – IMC 636: Page 1
Table of Contents
Executive Summary .......................................................................................................... 2
Target Audience: Primary Market ..................................................................................... 3
Secondary/Tertiary Markets ............................................................................................. 5
Demo/Psycho Profile......................................................................................................... 6
Competition....................................................................................................................... .15
Marketing Goals................................................................................................................ .16
Budget Justification .......................................................................................................... .19
IMC Campaign Objectives ................................................................................................ .25
SWOT Analysis...……………………………………………………………..……..….…….…….27
Focus Group Findings………………………………………………………………………...…....32
Brand Perception……………………………………………………………………...……........…37
Brand Personality……………………………………………………………………...………...….38
Brand Position……………..………………………………………………………...………………39
IC Strategy Statement…………………………………………………………...………………….42
Creative Brief…………………………………………………………………...…….…..………….44
Media Objectives………………………………………………………….…………………………45
Media Strategies & Tactics: Strategy 1…………………………………...……………………….46
Strategy 2……………………………………………………………………………………..………52
Strategy 3………………………………………………………..……………………………………58
Budget Outline………………………………………………………………………………………..60
Media Timeline (Flow Chart)………………………………………………………………………..62
Creative Touchpoints…………………………………………………………...……………………63
Evaluation………………………………………………………………………………….………….71
Internal Communications ………………………………………...……………………..…………..72
Conclusion………………………………………………………...…………………………………..73
References…………………………………………………………………………………………….75
Appendix A (Focus Group: Script/Moderator’s Guide)……………........………………...………77
Appendix B (Focus Group: Release Forms)………….………………………...………………….81

Executive Summary
WVU Tech witnessed a great spike in enrollment following the recent relocation
to Beckley, WV. In the first year alone (17/18), the institution grew by nearly 300
students in overall headcount. The question now becomes: will the growth continue?
Was the enrollment spike a “flash in the pan”? The administration at Tech chooses to
believe otherwise. Many feel that all of the hard work administered in terms of
recruitment was no fluke, and additional growth is on the horizon over the next four
years and beyond. Through the successful implementation of the ideas presented in this
campaign, prosperity will continue to find a home amongst the Golden Bears of WVU
Tech as we prove this continued growth to be fact.
In order to assist Tech in its continued growth by reaching the marketing goals
presented, the following integrated marketing communications plan has been crafted to
serve as a structure of which the institution can rely on. This plan explores past
experiences, while focusing on the opportunities ahead. Through an enhanced look at
demographics in each market explored by WVU Tech, there will be efforts geared
toward the audience as a whole (all markets). Additionally, a restructured push within
the secondary market of non-traditional prospects (ages 24-55) will be called upon in an
effort to increase overall enrollment through the development and cultivation of a “niche”
market. This niche will take the form of the Regents Bachelors of Arts (RBA) degree
program. Whether through the implementation and review of social media likes/shares,
digital TV and Radio spots, or upcoming events for prospects, one thing is for certain.
This campaign will deliver on increased presence, recognition, applications, and admits.

Primary Market
While WVU Tech is open to the idea of accepting a variety of students from all
walks of life, the primary audience is a bit more specific than just that. Tech has focused
on recruiting prospective students between the ages of 18 & 23. Most recruiting efforts
revolve around rising high school graduates in southern West Virginia. The target
audience also extends to potential transfer students currently enrolled at competing
institutions. As for rising seniors, Tech cultivates a primary market in its home county of
Raleigh, as well as Fayette, Greenbrier, McDowell, Mercer, Monroe, Nicholas,
Summers, and Wyoming counties. Each county is contiguous in nature.
WVU Tech’s primary market counties with the highest concentration of current
enrollment can be seen here:
Figure 1: Geology, 2018

Tech’s push within the home market is beneficial when purchasing billboard
space on local highways considering that many residents of these counties will intersect
on their daily commutes. An additional advantage is that Beckley (home of WVU Tech)
is the largest city in the region, and many locals are known to frequent the area for
shopping and dining needs. Locals have long used the expression “all roads lead to
Beckley”.

Secondary/Tertiary Market
In addition to the traditional college prospects in the primary market, WVU Tech
has made a recent push to appeal to a more non-traditional market of which there is
room to grow. Non-traditional students can be categorized in different capacities such
as older age and prior vocational educational experiences. This funnels to the Regents
Bachelors of Arts (RBA) program. Additionally, there is a niche market that Tech has
clung to in recent memory. This “non-traditional” market is referred to as Early
Enrollment. This program allows high school students the opportunity to earn college
credit through WVU Tech, while simultaneously using the credit earned as a high school
requirement to earn their diploma. Some intuitions recognize this program as “dual
credit”. Tech currently enrolls between 300-400 early enrollment students each
academic year.
The Secondary Markets consists of a two-pronged attack as Tech has gone
after two completely different age ranges, both of which are “non-traditional”. Early
Enrollment students are completing high school curriculum, while RBA prospects are
typically at the point in their lives where they have a steady career, but seek
advancement opportunities. Additionally, the Tertiary Market is anything traditional that
stems beyond the home market into extending counties in West Virginia and bordering
states, think “outsider”.

Demographic & Psychographic Profile
Within the primary market surrounding the WVU Tech campus in Beckley, there
are specific demographics & psychographics that are unique to the region. While some
companies would break this down into a much more specific range, WVU Tech and the
Higher Education system in southern West Virginia have a broader target audience.
This breadth is primarily in part to the poverty that surrounds the region. Regardless of
the high school or county Tech is recruiting, the typical family is going to have a “less
than stellar” financial structure in their budget. The median household income in the
state of West Virginia is $43,385, with the per capita median coming it at an alarming
$24,002 (US Census, 2017).
What comes as a red flag for institutions such as Tech that recruit West Virginia
consistently, is the fact that the average household ranks in the bottom four median
income rates in the country. In 2016 the national average was $57,617. Although this
number reveals West Virginia as being $15,000 below the national average, there is a
silver lining. The good news? While the state ranks well below what is “average”, there
has been a marginal increase since 2011 (WV MetroNews, 2017). This reveals signs of
life in a region that otherwise had no such promise in recent memory, with industry
becoming lesser each year.

West Virginia Median Household Income
• 2011 - $38,482
• 2014 - $41,059
• 2015 - $42,019
• 2016 to Present - $43,385
Figure 2: US Census, 2016
An excellent visual portrayal of West Virginia’s standing in terms of household
median income can be seen in Figure 2. In terms of recruiting for WVU Tech and others
in the region, this can be both a blessing and a curse. From internal knowledge gained
through conversations with the Office of Admissions at WVU Tech, you will quickly find

that there are far less high school graduates produced from the state of West Virginia
than in years past. On the flipside, you will learn that the state’s poor reputation in terms
of household income (as well as dwindling population) sometimes “scares” away
institutions from bordering states. Most are concerned their recruiting efforts may not
boast return on investment (ROI) justifiable of their presence in West Virginia.
Subsequently, this scenario provides a sense of flexibility for WVU Tech and fellow
state colleges in the respect that there is not a large pool of competition from outside
institutions.
U.S. Poverty Rate
Figure 3: US Census, 2016

In addition to median income, it is important for WVU Tech to better understand
the nature of what is considered poverty at a national level. According to Figure 3, West
Virginia ranks in the top six nationally in terms of poverty percentages. In 2016, the
state was not far off 20% of its total population being considered poverty stricken. While
the state is by no means considered to be the worst in this category, it is above the
national average in terms of the national poverty line which sits at 14%. West Virginia
comes in at 17.9% (WV Metro News, 2017):
West Virginia Poverty Percentages
• 2011 – 18.6%
• 2012 – 17.8%
• 2013 – 18.5%
• 2014 – 18.3%
• 2015 – 17.9%
• 2016 to Present – 17.9%
Much as was discovered when looking a median household income in West
Virginia, there is a trend in the percentage of poverty statewide since 2011. While there
is slight fluctuation in terms of “better and worse” from year to year, the same trend has
continued in West Virginia that shows slightly fewer natives living in poverty than in
each year prior. While we see population dwindling in West Virginia (22,000 fewer
residents than in 2010) it is a positive to see the state improving in terms of income over
the better part of the last decade (The Intelligencer, 2016).

This information is promising for families improving on the ability to pay for
college, although currently at WVU Tech over 81% of the students enrolled receive
some form of Financial Aid. Students must complete the Free Application for Federal
Student Aid (FAFSA) to qualify for any sort of assistance. Students may also be
eligible for grants, scholarships, loans, or federal work-study programs (Best Value
Schools, 2018). In addition to the traditional Financial Aid opportunities available to
those in the region, there are institutional scholarships available at WVU Tech that are
offered on a merit based system that combines high school GPA with ACT or SAT
scores to award the student a scholarship package. This is important for those students
who may need help, but are not considered to be “need based”.

WVU Tech Merit Based Scholarships (In-state)
Figure 4: Financial Aid - WVU Tech, 2018
WVU Tech Merit Based Scholarship (Out-of-state)
Figure 5: Financial Aid - WVU Tech, 2018

As can be determined from the institutional merit based scholarships in Figures 4
& 5. WVU Tech offers three levels of scholarship based on a student’s high school
achievements and test scores. The best way to describe these scholarship offerings
internally are as waivers. Once the financial aid package has been developed for a
student that has filled their FAFSA and a “total amount due” section has been
populated, WVU Tech will then deduct the yearly amount from the student’s total which
provides the student with a new amount due after Tech’s Financial Aid team applies the
scholarship level awarded to the Financial Aid Package. These scholarships are
renewable for up to 4 years so long as the student maintains a 3.0 GPA throughout their
time at Tech. Additionally, WVU Tech offers a merit based scholarship for Transfer
student that have earned at least 24 credit hours of work at a prior institution while
maintaining a minimum 3.0 GPA. The Transfer scholarship award is in the form of
$2,000 regardless of whether the student resides in West Virginia or beyond (Financial
Aid – WVU Tech, 2018).
Media Consumption is slightly easy to identify in the southern region of West
Virginia. Offerings are basic in this area for dwellers of the target market. Media
consumption is typically limited to local cable networks such as PBS and
county/community television. For a non-traditional market (older prospective) this
outlet, as well as local newspaper ads are very stimulating. Beyond the realm of TV,
prospective students that are traditional (high school graduates or transfers between
18-23 years of age) have found social media outlets a focal point in recent memory.

Subsequently, WVU Tech and the Office of Admissions operate separate accounts on
multiple platforms. Direct mail ads such as billboard appeal to both.
Figure 6: WVU Tech, 2018
From internal and local opinion, it seems early on that the Beckley area, and
surrounding counties within the primary market of southern West Virginia have a very
positive attitude regarding the institution. The city of Beckley and the region have
really embraced the mindset that they now possess a piece of the state’s flagship
university in the form of WVU Tech on the WVU Beckley Campus. This high praise is
something that is welcomed in this region as competing institutions within an hour of
Beckley have been under fire recently about the long-term viability of their colleges. For
example, Concord University located in Athens, WV in bordering Mercer county has
been fighting off rumors of closure for quite some time, one instance as recently as
2017 when their president went to the local press to insist that closure is not happening

(Bluefield Daily Telegraph, 2017). In wake of the WVU Tech relocation to Beckley in
2016, this type of press has been very noticeable for competing institutions in the region
that immediately felt the “heat” increase upon Tech’s arrival in their market.
Education Is certainly the most important topic to discuss before completing a
demographic/psychographic evaluation of the target audience. While this is certainly
understandable, the subject under review isn’t actually WVU Tech’s customer, but
rather their parent. West Virginia is unlike a lot of states in the respect that families don’t
often relay to their children the value of a college education. This isn’t necessarily
because parents in West Virginia don’t want their kids to attend college, but simply
because the parents themselves were not college graduates in most cases. When
recruiting prospective college students, typically the parent is just as important to
“recruit” as the student.
Whether it be financially or motivationally, parents have the biggest influence on
their child’s life and wellbeing. Therefore, things can sometimes be difficult in the state
of West Virginia. Many students you recruit are going to be considered first generation
which lack the same kind of support and motivation as students from affluent families.
Providing validity to these claims, in 2010 West Virginia was found by the Lumina
Foundation for Education to be the state with the fewest college graduates among
residents between the ages of 25 and 64 (UWire, 2010). Regional mindsets have
traditionally added struggles for state institutions in terms of recruitment.

Competition
WVU Tech has two primary competitors in its region. Each of these institutions
have long been a staple in southern West Virginia (Mercer County), but have recently
seen a standstill in total student enrollment with little to no gain. Local rumblings indicate
that WVU Tech’s new presence in the region is to blame for these total enrollment
struggles. Speculation in this category has been derived from the numbers below that
show Tech growing at an alarming rate in comparison:
Concord University: Liberal Arts institution located in Athens, WV.
Enrollment Headcount: 2016 = 2,451 2017 = 2,194 (-10.5%)
Bluefield State College: Historically black college (HBCU) located in Bluefield, WV
Enrollment Headcount: 2016 = 1,362 2017 = 1,379 (1.2%)
WVU Tech: Strong ABET accredited division of WVU located in Beckley, WV
Enrollment Headcount: 2016 = 1,347 2017 = 1,620 (20%)

Marketing Goals
WVU Tech, annually reviews goals that have been set from the prior year in
hopes that the institution has been successful in following set goals. The purpose of an
Enrollment team at any institution is to increase enrollment. Sometimes growth is only
marginal, but the continued growth of enrollment at a college helps to provide secure
long-term viability through return on investment (ROI) that “pay the bills” and provides
prosperity through the campus system. WVU Tech has set somewhat lofty goals as it
continues to gain a foothold in its new home of Beckley and the institution’s new primary
market. With an increase from 1,347 enrolled students to upwards of 1,620 in the first
year in Beckley, the Office of Admissions & Recruitment is set to a much higher
standard than it has been in prior years.
This new, loftier expectation was placed upon the unit following the spike in
growth from the 16-17 to 17-18 school year on the new campus. Currently, the
institution’s marketing goal is to “Increase enrollment by 10% each academic year
from 2018 to 2022”. This will come from an increase throughout the Primary,
Secondary, and Tertiary markets that consist of both traditional and non-traditional
students. This increase will provide the institution with 752 more students while
simultaneously increasing the number of applications from 2,611 to 3,655 by 2022. The
biggest increase is proposed through the growth of what WVU Tech considers to be its
“RBA” program where non-traditional students can study at their own pace and
convenience. The hope is that the course credit gradually earned from WVU Tech will

encourage students to continue their education until completion of their degree
requirements, which will ultimately prove to provide a larger return on investment (ROI).
While the overall goal increase by 10% over each of the next four years is broad,
WVU Tech is primed to make this astronomical leap through the growth of traditional
students enrolled, as well as the growth of the early enrollment and Regents Bachelors
of Arts (RBA) programs combined. The efforts to make this possible are fueled by the
2020 WVU Tech Strategic Plan which (over the next two years and beyond) will be
broadened to encompass new opportunities presented by the campus relocation to
Beckley, as the vision and mission of WVU Tech and its commitment to serve the
southern region of West Virginia will not only continue, but enhance through its new
location (Strategic Plan – WVU Tech, 2018). Additionally, this enhanced growth
opportunity is to be met through the open adaptation of proposed ideas throughout this
campaign, which help assist the institution in its efforts to meet the set marketing goals.
From internal institutional knowledge gained, it has been determined that WVU
Tech is set to add a new residence hall to its arsenal by the start of the 2019 academic
year (Fall 2019). Initial beliefs are that this facility will be able to house an additional 260
residential (on campus) students. This is nearly a 33% increase from the approximate
400+ that already reside on the Beckley campus. The new facility will be Tech’s third
residence hall, rendering the campus the ability to hold upwards of 650 residential
students.
While this new facility may not reach capacity in its first year, its completion
provides Tech the flexibility to comfortably house an additional percentage of students

over the next four years (through 2022) that aid in the ability to meet the 10% marginal
increases for the next four academic years. Additionally, the increase in on campus
living space gives the college the opportunity to bring in more students from a tertiary
market outside of the nine surrounding counties which provides less chance of “tapping
the market dry” for commuter students in the region for the proposed increase in
enrollment through 2022.

Budget Justification
Will it pay off? In short, yes. Let’s think of the projected marketing goals and
their potential return on investment (ROI) in very brief, but specific terms. WVU Tech
currently enrolls approximately 1,620 students. We know that in-state and out-of-state
students pay a different fee for tuition, (in-state) students pay $6,960 per year while
(out-of-state) students pay $17,544 (Financial Aid – WVU Tech, 2018). With cost and
current enrollment in mind, we know that 10% of 1,620 is 162 so let’s look at this
breakdown of projections leading to 2022:
Total Enrollment Increases by 10% 2018-2022
➢ 2018 – 1,620 (currently)
➢ 2019 – 1,782 (+162 from Prior Year)
➢ 2020 – 1,960 (+178 from Prior Year)
➢ 2021 – 2,156 (+196 from Prior Year)
➢ 2022 – 2,372 (+216 from Prior Year)
Using 10% as the marginal increase in enrollment each academic year leading
into 2022, we see from our projections that enrollment at WVU Tech has the potential to
climb from 1,620 students in 2018, to 2,372 students by 2022. This equals a 752-
student increase in enrollment over four years. After the numbers have been
crunched, we have a concrete projection for the Office of Admissions at WVU Tech with
the goal looking much more achievable. A 10% increase from year to year would seem

daunting to a larger institution with 20,000+ students, but for WVU Tech and its small
stature, this goal is very realistic both in speaking terms and on paper. In terms of ROI,
this 752-student increase would at worst gain the institution *$7,601,856 in tuition
earnings alone over four years based on a $2,000,000 campaign budget through 2022
($500,000 Per Year) that extends to marketing and recruitment efforts. This estimate
takes into consideration the in-state vs. out-of-state student ratio of 70/30 at WVU Tech
for tuition fees.
* Projection as of year 17/18, and does not include room/board costs or inflation.
Of the projected 752-student increase through 2022, subsequently, most
students will emerge from the primary market as freshman or transfer students under
the age of 24. The last public count provided for WVU Tech by the West Virginia Higher
Education Policies Commission stated that the institution currently possesses 1,380 of
1,620 enrolled students that fall within this category (WVHEPC, 2017). This allows
“wiggle” room of 240 students for secondary and tertiary options that fall in the realm of
non-traditional and early enrollment prospects. This portion of the projected 10%
increase is unique in the respect that the early enrollment students count toward the
total headcount at WVU Tech. Non-traditional students that pursue the Regents
Bachelors of Arts (RBA) also pay the same full tuition as any traditional student with
cost based only on where they reside, being in-state or out-of-state.
The additional revenue increase of $7,601,856 is a conservative estimate based
on tuition alone, and not delving into special fees that are very dynamic at WVU Tech
such as room & board. While true, this estimate provides much justification considering

that the WVU Tech Office of Admissions is only given a total advertising & campaign
budget of $500,000 per fiscal year (this does not include pay roll costs). Likewise, this
campaign budget is used for all advertising, promotional, recruiting, and additional costs
that come throughout the 12-month process of student recruitment in a fiscal year. It is
important to understand that a fiscal year in the state of West Virginia runs from July 1st
of one year to June 30th of the following year. Additionally, WVU Tech provides its
operating and campaign budgets for each of its on-campus departments such as
Facilities, Student Life, Athletics, University Relations, in addition to Admissions out of
what is gained in the previous year from what are referred to as State Appropriations.
For fiscal year 2018, the WVU Tech Office of Admissions gets a $1,000,000
share of a total $7,441,487 in appropriations throughout the institution. Although there
are a million dollars allocated to the Office of Admissions specifically, only $500,000 are
used for marketing and recruiting materials after payroll is factored out of the equation.
Also, the Office of University Relations has been known to “work across the aisle” with
the Admissions Office to fill in any gaps that may come from costs of recruitment
materials such as post cards, travel pieces, view books, and billboards that exceeds the
Admissions budget in times of need, which can be common from that department as UR
typically designs these materials for WVU Tech and tend to have a remaining budget at
years end.
It should be known that these appropriations are allocated on a case by case
basis to four-year higher education facilities across the state of West Virginia and
governed through the Higher Learning Commission (WV News, 2018). With an early

projection, with the marketing goals in mind, the initial justification of the $500,000
budget would be an increase 15-times over by the 2022 fiscal year, but this must be
broken down as an annual representation to provide understanding of ROI for each of
the four years through 2022 independently. What proves even more promising is that
once out-of-state students are factored into the equation, the yield will be even greater.
While these projections are conservative in terms of ROI, the final revenue gain
is guaranteed to be larger, as a fraction of the 752-students gained from 2018-2022 will
be out-of-state (non-resident) which pay $17,544 per year for tuition, as opposed to the
$6,960 paid annually by in-state students. To better provide an understanding of budget
justification, the in-state/out-of-state ratio for WVU Tech students must be taken into
consideration. WVU Tech, on average enrolls 70% in-state (residential) compared to
30% out-of-state (non-residential).
The overall justification of a $500,000 campaign budget in terms of ROI are as follows:
* Projections as of year 17/18, and do not include room/board costs or inflation.
Projected Increase in Enrollment through 2022 (In-State) (Out-of-State)
752 526 226
Projected Increase Annually Tuition Per Student: $6,960 Tuition Per Student: $17, 544
188 132 56
Annual Tuition Earnings
$1,900,464 $918,000 $982,464
Annual Advertising & Promotional Campaign Budget
$500,000
Return on Investment (ROI)
$1,400,464

Although the proposed Return on Investment (ROI) is expected to be (at worst)
$1,400,464 it needs to be understood that this is not a “life or death” expectation for the
Office of Admissions at WVU Tech. As a small institution being in rural southern West
Virginia, there are less scenarios in which a miscalculation is going to cost the
University future funding. The name of the enrollment game is to put more heads in the
seats than there were the previous year. Whether it turns out to be 20 more heads or 2,
the perpetual goal is to ensure that there is a higher enrollment count each year.
Through tell from higher education professionals in the region, there are colleges
in the market that are ecstatic when they are up 1 student in terms of total enrollment.
Unfortunately, in a shrinking population this has become very normal to celebrate.
Luckily for Tech, having a share of the WVU name has been a strong marketing tool as
the “Flying WV” logo seen in Tech’s wordmark stands alone in terms of brand
recognition in the state of West Virginia.
Although a 10% annual increase in enrollment through 2022 will remain very
challenging, the administration at WVU Tech looks at the task from two perspectives: 1)
With a recent campus relocation to one of the largest markets in WV, Tech has an
optimistic presence in terms of marketing and recruitment that no other institution in the
state can match. This adds realistic value that a 10% annual increase can be achieved
in the time presented. 2) If the 10% goal is not met, there is no need for re-evaluation on
the marketing and recruitment front, so long as an increase is gained. Yes, this goal is
very straightforward, but WVU Tech understands that there has been, and should
continue to be growth in enrollment. Subsequently, a 6%, 7%, or 8% increase will not be

viewed as a failure, but rather a victory. The institution would still gain in terms of ROI
based off the campaign budget vs. what is to be earned in tuition from the increase in
enrollment. The proposed marketing goals shouldn’t be viewed as “over-promising”, as
much as it should be considered prior planning in anticipation of continued growth in a
new (more populated) market.
* ROI projections based solely on budget provided to the Office of Admissions -
(NOT Entire University)

IMC Campaign Objectives
Clear IMC campaign objectives are to be set to assist in the aid of successfully
achieving marketing goals laid out by WVU Tech in its quest to increase enrollment 10%
each year from 2018 to 2022 (40% total increase to enrollment by 2022). These goals
provide a backbone to the proposed marketing goals being set through the completion
of this proposed plan. The campaign objectives follow the SMART method:
Campaign Objectives
• Begin measurement of social media activity on outlets utilized by WVU Tech
• Increase overall social media page “likes” 40% by 2022
Example: 2018 = 2,111 Facebook “likes” / 2022 = 2,955 Facebook “likes”
• Increase overall brand awareness by a minimum of 10% annually over the next
four years via traditional, digital, and social media outreach methods
• Through paid (targeted) Facebook campaign ads promoting Open House events
on campus, the goal will be to earn a minimum of 50 “likes” and 25 “shares” per
week throughout an eight-week period leading up to each event
• Increase traditional Open House attendance by 10% for the 18-19 school year
(and beyond) via traditional, digital, and social media outreach methods
Example: 2017 average attendance = 40 / 2018 & Beyond = 50

• Ensure that ad campaigns are rolled out in a systematic fashion with new
campaigns being launched in time frames of 2, 3, & 4 months over the next four
years (through 2022).
• Launch and strategically aim a campaign via traditional, digital, and (minimal
social) outreach methods at students (between 24 & 55) that make up the
secondary market of non-traditional learners through the implementation of
Regents Bachelors of Arts (RBA) specific Open Houses with a target attendance
goal of 30 per event with events will be held bi-annually (once per semester)
Statement -
“WVU Tech will have the opportunity to meet the marketing goal of increasing
enrollment 10% each year through 2022 to gain 752 more students. This will be
accomplished through a revamped advertising effort in terms of recruitment which will
utilize efforts such as geographically & industry focused direct mail ads, radio, TV spots,
and social media outlets. Results will be measured in terms of applications generated &
social media activity, which ultimately should prove to increase enrollment in a manner
sufficient with the goal of 752 by 2022. Results throughout the proposed time period will
also measure interest (likes) and follows generated through social media outlets
Facebook, Twitter, and Instagram.”

SWOT Analysis
Figure 7: Gliffy, 2018

Strengths
WVU Tech is an institution that has a long-standing history of academic
excellence in the state of West Virginia, as well as nationally. The addition of the WVU
brand to Tech’s rich history has long provided a boost to the school’s reputation. Tech
will look to exploit this through the duration of the campaign and recruiting efforts by
continuing highlighting the WVU brand in favor of the institution in all communications:
Individuality/Unique – In West Virginia, there are 40+ colleges and universities to
choose from (College Simply, 2018). Given this statistic, it is all but impossible to not
force your institution to be as unique as possible. For Tech, this comes in the form of
serving the south as a “miniature” version of West Virginia University.
Ease of Access – New Location – This is not only a catch for potential students, but
also those employed by the institution that have access to more resources in a
flourishing town.
ABET - The Accreditation Board for Engineering and Technology (ABET) provides
assurance that a college or university program meets the quality standards of the
profession for which that (STEM) program prepares graduates (ABET, 2018).
WVU Brand/Less Expensive – WVU Tech is approximately 2/3 the cost of WVU.
Integrity & Long-Standing History – Since 1895, Tech has been a staple of the higher
education system in West Virginia. Graduates have strong reputation for success.

Weaknesses
WVU Tech will work to minimize weaknesses in the realm of the subjects that
have been highlighted. These will be combatted through an increased presence
throughout the region. As Tech increases and strategically aims new campaigns, it will
do so in a manner that plays to the many strengths that oppose all weaknesses:
Small Budget – At WVU Tech, the school is not the only thing that is small. The
$500,000 that Tech has in its arsenal for recruitment and promotional efforts is by no
means large. Therefore, it is critical to allocate funds to areas in the marketing realm
that are going to be most beneficial and cost effective to the institution as a whole.
Limited Resources – are a constant challenge for a small institution in a small region.
Budget Cuts – are passed down to Tech (and others) from the State Government level.
This occurrence is almost an annual practice in recent years.
Annual Retention Battles – WVU Tech first to second year retention is around 67%
(Internal Knowledge). This can pose a struggle for enrollment.
Potential Inflation – Rising operating costs are a factor for any institution internally.

Opportunities
With the recent campus relocation, there are an assortment of opportunities that
are going to be presented to WVU Tech moving forward. As some of these can be
interpreted from reviewing initial strengths, it is important that Tech exploit these
opportunities by attacking its new market in a manner becoming of the proposed
campaign by gearing efforts toward the region with strong frequency:
Larger Market = Increased Enrollment – As seen almost overnight, there was an
increase of nearly 300 students leading into academic year 17/18. This served as
Tech’s first year in its new home of Beckley, WV (WVU Tech, 2018).
Increased Presence – comes in the form of newfound footing in a new area.
Local Partnerships / Co Ops – will stem from the move to Beckley as industry leaders
are invited to attend specific functions on campus (such as RBA).
An Opened Door to VA & NC – will come from the campus relocation one hour south
Building Off the WVU Brand – should continue to serve as a staple for Tech as it
steps into an area of WV where the locals have never had access to such resources.

Threats
In many instances WVU Tech currently finds itself in a scenario filled with more
hope than not. Although this is good for Tech as whole, it is a very rare place for a
college or university to find itself. Therefore, WVU Tech will combat threats through
successful exploitation of campaign efforts that coincide with the opportunities that have
been addressed:
Competition from Regional Colleges - poses the largest threat as there are two
colleges: Concord University and Bluefield State College that reside in the
neighboring county of Mercer.
Dwindling Population - in West Virginia is also a well-known issue statewide.
Lack of College Ready Students - is a threat that can harm enrollment as many
students lack the proper guidance and preparation at the high school level.
Appalachian Culture – aids in the struggle for prospective recruits in the region as
there is a long-standing issue with what many admissions professionals refer to as the
“good ole’ boy” syndrome in which students see their father, brother, or uncle “succeed”
with little to no education. This gives the wrong idea in a world where education is key.
Unemployment Rates – have limited the options for students in southern West Virginia
from a financial standpoint. If a parent is unemployed, they may lack the additional
funds required to send their children to college.

Focus Group Findings
Summary – The focus group was conducted on Thursday, May 31st (Releases
submitted later) in a conference room located in the Admissions House on the campus
of WVU Tech in Beckley, WV. The group was comprised of eight members from varying
walks of life that span all three concepts that were presented for discussion. Two
members were rising high school seniors from the Beckley (Raleigh County) area, two
were prospective transfer students that currently attend other institutions, two were
former college students in their 40s that never completed a degree, and two were recent
high school graduates that are still deciding where to attend this Fall.
Process - The goal was to comprise a group with equality in the multiple concepts that
were going to be up for discussion. This way the results would be as balanced as
possible with a diverse blend of responses that were not “too similar” or “too
contrasting”. Group members were encouraged throughout the discussion to imagine
themselves acting based on the scenario presented in each respective concept being
discussed at a given time. This way, each concept would have a minimum of two group
members that were currently in a relatable position to what was being discussed. This in
hopes of providing a valid ideology of what the most popular concept was going to be.
Each concept was discussed for a minimum of 20 minutes. The entire session lasted an
hour in total.

Concepts & Results:
1. Concept - Additional Follow-Up & Recognition - Primary: “WVU Tech will
look to increase recruiting efforts by attempting multiple on-site visits to regional
high schools within the home market that consists of the nine contiguous
counties (listed prior), in Southern West Virginia. WVU Tech currently visits each
“home market” school once per semester. This increase is to better “prime the
pump” that are local feeder high schools. The goal is to create a pipeline system
from each school that will help contribute to the total enrollment goals set by the
Office of Admissions on an annual basis by making numerous follow-up visits to
administer applications and promotional materials such as view books.
Following visits, Admissions Counselors will take exterior photos of the high
school being visited to be utilized in a “high school photo social media campaign”
that will be implemented as a platform for prospective students that will
encourage them to use the WVU Tech hashtag (#WVUTech) on Facebook,
Twitter and Instagram. Students that reply to the photo with the (#WVUTech) and
a brief comment about what they liked most about WVU Tech during their visit
will be entered in random weekly drawings for “Tech Swag” such as t-shirts, sun
glasses, and pennants in an effort to spread additional brand recognition. Only
students that attend the high school in each photograph are eligible to be
selected for prizes. The sense of inclusion & interaction should encourage
students to consider applying/enrolling at WVU Tech”

Findings: The group was very open to this concept across the board. From the
way the concept promotes inclusion, to the free “swag” up for grabs in the social
media photo campaign. This concept seemed to be one that all members agreed
would appeal to them if they were in the line of action. There were no real issues
presented here as group members suggested that “priming the pump” may truly
work by utilizing a cumulative effect. What this means is that the more students
who attend Tech from the selected high schools being visited, the more of a
chance that their friends attend in the future.
2. Concept – Increased Brand Awareness - Secondary: “WVU Tech will
increase the number of students that pursue the non-traditional degree program
known as the Regents Bachelors of Arts (RBA) designed for those with family
commitments and outside jobs that lack the time to attend class regularly by
creating a direct mail campaign that will be sent to local employers throughout
the region. These ads will exclusively feature information about the RBA program
and the timeframe it may take students to complete their degree. Additionally,
WVU Tech will look host an RBA exclusive Open House program bi-annually
(once per semester) that will invite local employers and employees alike to
discuss the benefits of an RBA degree at Tech that can lead to career
advancement, and performance based raises from participating employers that
ask for a degree. Local employers in the region will be encouraged to discuss
tuition assistance programs that may help their employees pay for college at
WVU Tech. The added experience for this market of prospects should generate a

level of interest that shows Tech as a fruitful option moving forward in their
careers. This should be enough motive to apply to WVU Tech.”
Findings: This concept was the unanimous favorite amongst all parties
involved. Everyone seemed to agree that there is an opportunity in marketing to
the RBA program as this could become a niche all its own. There was much
discussion about the flexibility the program provides for non-traditional students,
and the group really enjoyed playing around with ideas surrounding the RBA
specific Open House functions. One group member incorporated the concept of
using the direct mail (post card) idea as an invitation for such events with a web
address on the card the directs prospects to the landing page on the WVU Tech
website to RSVP. Additionally, this group member pitched the idea that these
cards are mailed to local employers requiring them to return the card in a direct
response style that allows them to RSVP for a speaking role at the RBA Open
House functions. Most likely, this would at worst direct the party to an RSVP site.
3. Concept – Maximize Resources & Build for Future - Tertiary: “WVU Tech has
traditionally had one representative build relationships with local high school
counselors in the home market of nine contiguous counties (listed prior)
surrounding Beckley, WV. Now, Tech will have each of its six Admissions
Counselors utilize their connections with local high schools by administering
Early Enrollment applications on behalf of the institution. This will provide more
local high school Juniors and Seniors with the opportunity to not only learn more

about Tech during a counselor visit and mailings, but also to earn college
courses through WVU Tech online (during high school). This will offer them a
head start upon official college enrollment following high school graduation.
Likewise, students who get a “leg up” by taking Early Enrollment courses at Tech
will face less of a “culture shock” when starting college at WVU Tech (or another
institution) by having a better understanding of what it takes to succeed at the
college level pre-high school graduation. Additionally, direct mail (post cards) &
other efforts will be geared toward encouraging students to contact their high
school counselor to learn more about applying as an Early Enrollment student at
WVU Tech. This extended reach with an emphasis on providing proper
information to prospective students at an early stage should stimulate
applications based on the sheer care displayed through Tech’s efforts.”
Findings: This concept was an interesting topic of discussion, as half of the
group was unaware of Early Enrollment course options offered by WVU Tech (or
any other institution). This was especially alarming as one of the members is a
recent high school graduate. Once the group opened up about their initial
impressions, it was unanimous that there is indeed a need to reach out to more
high school students via direct mail & other efforts to inform them that there are
opportunities to earn college credit while in high school. While this was not the
favorite amongst all three concepts, it was clear that the need to pursue these
efforts will eventually be necessary.
* Full Focus Group Script found in Appendix A

Brand Perception
WVU Tech prides itself on the ability to serve students in southern West Virginia,
and the world. This service comes from an institution that provides the individual
attention, and specific resources required for success with an immediate career impact.
With world class faculty from the top of their respective fields, Tech’s strength is in its
unique and individual twist on an education from the West Virginia University system of
schools. This while holding the same accreditation via the Higher Learning Commission
that can be found at the state’s flagship campus in Morgantown, WV. The target market
views WVU Tech as a thriving institution in an era where local competition such as
Concord University and Bluefield State College are seeing a decline in enrollment.
Obvious weaknesses are far and few between, with the only negative reflection
regarding the recent campus relocation. This can occasionally startle the market. Time
will surely etch Tech as a permanent staple in the Beckley community that will stand the
test of the ages. Ongoing efforts to promote the secondary market of non-traditional
students are a point of interest that the market is interested in watching. These new
concepts are presented for students seeking a second chance through a Regents
Bachelors of Arts degree while staying close to home at WVU Tech.
Statement – “Currently, the target audience, and beyond, view WVU Tech as a solid
option for higher education in southern West Virginia, as well as the world.”

Brand Personality
Much like each specific human has a personality all their own, each brand takes
on a personality. This helps to separate an entity from its competitors. The traits that
follow are specific to what makes WVU Tech “what (who) it is”:
Sincerity – With a 12:1 student faculty ratio, students are truly “more than just a
number”, they are a member of the family. Tech prides itself on its small size and
individual attention.
Transparency – There are never any punches thrown at Tech. Through the entire
admissions and recruitment process, all materials display the cost of attendance and
merit based scholarship opportunities. At Tech, you know what you’re getting into.
Impact – WVU Tech students learn on the fly what it takes to be a leader in and out of
the classroom. Students here build the career they want before they ever leave campus.
The professional faculty is a huge asset for those seeking to “learn the real stuff”.
Dynamic/Imaginative – Tech understands that times change, and so does equipment.
That is why the institution is constantly evolving to meet the demand of today’s times
with each passing year. While studying at Tech, you can be assured that you will always
find yourself at the cutting edge of your discipline.
Statement – “WVU Tech is an institution of long standing tradition, and an ability to
adapt to an ever-changing world. Size and consistency are Tech’s greatest asset.”

Brand Positioning
What is Tech currently doing? WVU Tech is heavy on traditional advertising.
This is in the realm of direct mail ads (post cards), TV Spots, and Radio. These are all
necessary platforms which must (and will) certainly continue. Recently, Tech has made
an increased push with social media ads. These are paid ads that reflect the most
current events going on at WVU Tech. Through this medium, there comes the ability to
select which areas ads are ran, and for what duration of time. Tech also can provide
links to certain areas of the website that allow followers to RSVP for events such as
Open House and Summer Visit Days. This must be increased for goals to be met.
An approach such as this is key for those followers that may live outside of the
region, and are not exposed to local TV and Radio campaigns. Tech also possesses the
ability on platforms such as Facebook to prompt a direct response from followers who
land on the WVU Tech Admissions page. This is intended to engage the potential
prospect to ask questions that may aid them through the admissions process when
considering Tech. Some potential questions are prompted for the user to ask with a
simple click to help stimulate a conversation. These questions, and an example social
media ad can be seen below. It is critical to mention that most social media ads that
Tech runs are in unison with campaigns that have had direct mailings sent during the
same timeframe. The most recent campaigns revolve around Open Houses and
upcoming Summer Visit Days.

Examples:
Figure 8.1 Figure 8.2
Figure 8.3
Figures 8.1, 8.2, & 8.3: WVU Tech Admissions Facebook, 2018

Statement – “While WVU Tech shouldn’t abandon its current approach to traditional
and social media advertising, there should be an alteration made to the way these ad
campaigns are dispensed. Geography must be a key factor in determining where paid
social media ads are running. There should also be a strict timeline in place for how
long a TV or Radio spot is ran before being pulled from the air and replaced with a
revamped or modified ad. The same goes for social media ads in terms of subject
matter. Tech must also measure the amount of likes, follows, and shares that come
from each paid ad to measure success that will decide the course of future selections.
This comes in addition to keeping a constant measure on the overall follower
count for each respective social media platform. Additionally, ads ran via social media
that encourage prospects to RSVP for on campus events such as Open House and
Summer Visit Days will come attached with links that direct traffic to the WVU Tech
website. Site landings and (or) clicks must be measured no less than bi-weekly over the
time each ad is ran as a method to measure the popularity and success rate for each ad
that is ran.”

Integrated Comm. Strategy Statement
Client vs. Consumer Benefit Breakdown
Figure 9: Gliffy, 2018
For the rationale of crafting an accurate Integrated Communication Strategy
Statement (ICSS), it is crucial to recognize the overlap in benefits from both the

standpoint of the client and the consumer (WVU Tech). The brief description of benefits
displayed in the Venn diagram from Figure 9 are high points gathered from the initial
focus group to explore the concepts presented on behalf of WVU Tech. While there
were important factors discovered about the pursuit of a campaign revolving around
each concept, the “favorite” among the eight focus group members centered around an
enhanced approach focusing on the secondary market that features the Regents
Bachelors of Arts (RBA) program which caters to non-traditional students who remain in
pursuit of a college degree at their own convenience. The concept presented is
intended to help meet the goal of increased enrollment and can be intertwined into the
ICSS as so:
Statement – “For anyone looking to achieve a degree from the premier university in the
state of West Virginia, Tech has something for you. WVU Tech is invested in offering
students the opportunity to study at their own leisure with the added comfort of a
competitive price. An added layer of flexibility is presented to those who consider
themselves a non-traditional learner with the RBA program, which is designed to allow
those with important personal obligations the ability to study from home on their own
time. Regardless of age or circumstance, Tech is fully committed to helping serve the
youth and aged alike in a manner that is beyond satisfactory, not only in southern West
Virginia, but the world.”
RBA Tagline – “On Your Dime? On Your Time! WVU Tech has something for you.”
General Tagline – “Going far has never been so close. WVU Tech has what you need
to build the future you desire!”

Creative Brief
Client: WVU Tech Date: 6/10/18
What is the IC Strategy Statement?
For anyone looking to achieve a degree from the premier university in the state of West
Virginia, Tech has something for you. WVU Tech is invested in offering students the
opportunity to study at their own leisure with the added comfort of a flexible and
competitive price. An added layer of flexibility is presented to those who consider
themselves a non-traditional learner with the RBA program, which is designed to allow
those with important personal obligations the ability to study from home on their own
time. Regardless of age or circumstance, Tech is fully committed to helping serve the
youth and aged alike in a manner that is beyond satisfactory, not only in southern West
Virginia, but the world.
Why are we advertising?
To increase total enrollment headcount at the institution.
Whom are we talking to?
Prospective students: HS grad and college Transfer (18-23) and non-trads (24 & older)
What do they currently think?
Tech is a solid option for Higher Ed in the region for traditional and non-trad prospects.
What is the single most persuasive idea we can convey?
Opportunity for learners of all age ranges, and walks of life at a competitive rate.
What do we want them to think?
Tech is the best Higher Ed option based on a variety of information provided.
Why should they think it?
Tech looks to provide a product that assists long after graduation into life & careers.
What are the creative and media guidelines?
Social Media Ads: Featuring full color logo, wordmark, links to info and RSVP forms
Direct Mail (Print) Ads: Featuring full color logo, wordmark - post card & local paper
Billboard: Featuring full color logo, wordmark, call to action including tagline
Radio & TV Spots: Featuring :15 teaser with general overview (elevator pitch) & call to
action including full color logo and wordmark where applicable
* All visual representations will utilize the WVU color palette and Arial/Impact
Typefaces with a sincere (upbeat) tone.

Media Objectives
• Increase focus on traditional local advertising platforms
• Reach a minimum 80% of local (home market) rising high school seniors, high
school graduates & transfer prospects annually at a clip of 6 times per semester
(every other month through Fall & Spring)
• Reach a minimum 90% of local rising high school seniors, high school graduates
& transfer prospects annually via digital and social media methods that will be re-
launched every 2,3, and (or) 4 months between 2018 & 2022 in the home market
counties of Raleigh, Fayette, Greenbrier, McDowell, Mercer, Monroe,
Nicholas, Summers, and Wyoming and extending throughout all of WV
• Communicate with 100% of local industry professionals (supervisors) with direct
response oriented efforts promoting Tech’s RBA program as an option for
employees of their company
• Reach or engage with a minimum 70% of non-traditional prospects in the home
market between 24 & 55 years of age via direct mailing, digital, and social
marketing methods
• Increase print advertising by 40% from 2017
Example: Materials dispensed via College Fairs
• Increase & dispense 50% more informative materials for proposed mailing efforts
Example would be: 2017 = 10,000 items (copies) 2018 = 15,000 items (copies)

Media Strategies & Tactics
Strategy 1: Implement Traditional Advertising Methods: Billboard,
Newspaper & Direct Mail / Direct Response Postcard Campaigns
Rationale – While there are myriad opportunities for Tech to be discovered via “new
age” platforms, there should always remain the need to be relevant in as many domains
as possible. For example, billboards are a major player in the outdoor arena. This media
transforms the landscape we live in, and visibly changes the look of our towns and cities
while reaching the masses (Cestrian, 2014). Additionally, newspapers have remained
dynamic, and still make a large impression on the population. More than 70% of U.S.
adults read a newspaper product each month (Mansi Media, 2017). Reach is the largest
factor that comes into play when implementing each tactic. Whether it be from the
comfort of home or your daily commute, these media platforms show promise. Post
cards are an added form of straight line communication that makes it simple to
communicate to your audience.
Tactic 1-1: General Billboard Ads
When crafting billboards, it is important for Tech to say as much as possible
without saying too much. There will be a variety of locations for the proposed billboards
surrounding the city of Beckley, and expanding into the major highway routes of the
primary market in southern West Virginia. This will also extend to routes entering &

exiting state lines on the Virginia border in separate locations. These billboards will
feature the general WVU Tech logo/wordmark across the center of the board with the
web address “visit wvutech.edu to apply today” written in a smaller font just below.
In an even smaller print will be the location “Beckley, WV” in the bottom right
quadrant of the board. These billboards will utilize the WVU color palette with the
traditional gold and blue in university approved fonts. These general billboard ads will
run in 12-month cycles being revamped (designed) each year through 2022. The goal is
to extend reach and recognition through a constant, general promotion of the university
in multiple locations with little confusion.
Cost - Presented by the WVU Tech UR department & local media (Lamar, 2018):
Digital Billboards: $1,200/mo (avg) Locations: 3 12-month periods: $43,200
Bulletin (print billboards): $600/mo (avg) Locations: 8 12-month periods: $57,600
One time production/print charge: $675/per board Annual Cost: $7,425
Total Cost: $108,225
Tactic 1-2: RBA Specific Billboard Ads
In addition to a general advertising campaign for all prospects, there is the need
to introduce a targeted billboard campaign for non-traditional students pursuing the RBA
program that has been discussed. To increase interest/applications for this program,
there is the need to make a push in the local market surrounding Beckley, WV.
Therefore, there will be digital billboard ads in three locations surrounding the city.

These will be running simultaneously with the general ads previously proposed, but for
shorter cycles. These cycles will be renewed every year through 2022. Each year will be
a copy of the prior in terms of run time (frequency). These ads will run four months each
summer (June, July, August, September) in anticipation of the RBA Open Houses that
will occur during the school years following this season.
These billboards will feature the general WVU Tech logo/wordmark across the
top center of the board with the web address and wordage “visit rba.wvutech.edu to
learn more” written in a smaller font just below, in the left corner. Considering that this
degree program can be pursued online, the campus location will not be displayed in the
bottom quadrant of the board. Instead, the board will read the RBA tagline comprised
from the ICSS: “On Your Dime? On Your Time! WVU Tech has something for you.”
These billboards will utilize the WVU color palette with the traditional gold and blue in
university approved fonts.
Cost - Presented by the WVU Tech UR department & local media (Lamar, 2018):
Digital Billboards: $1,200/mo (avg) Locations: 3 4-month periods: $14,400
One time production charge: $675/per board Annual Cost: $2,025
Total Cost: $16,425
Tactic 1-3: Regional Newspaper Ads
A newspaper can be an interesting vehicle this day in age as the platform
remains dynamic. Whether home delivery or on your phone, newspapers still make an

impression. Tech will implement a newspaper ad campaign in some of the region’s most
read prints. The three regional papers that will be utilized are within an hour of driving
distance from campus in the cities of Beckley, Bluefield, and Charleston, WV. These
ads will be full page & full color in nature while featuring the general WVU Tech
logo/wordmark across the top/center of the page with the web address
“admissions.wvutech.edu” written in a smaller font at the bottom of the page.
Additionally, ads will feature facts and a call to action to apply leading to the
bottom of the page. Ads will utilize the WVU color palette with the traditional gold and
blue in university approved fonts. These will run twice per month for 12-month periods,
and be revamped and recycled each year through 2022. In September and January
these ads will feature the web address and wordage “visit rba.wvutech.edu to learn
more” in anticipation of the RBA specific Open Houses early in each academic
semester. Ads will only run in weekend editions every first & third week of the month.
Cost - Based on a flat rate of $2,500 per ad presented by the WVU Tech UR
department from their direct communications/agreements with the regional publishers:
The Register-Herald (Beckley, WV) - Regional: 12-Month/Bi-Monthly: $58,000
The Charleston Gazette-Mail – Regional: 12-Month/Bi-Monthly: $60,000
The Bluefield Daily Telegraph: 12-Month/Bi-Monthly: $55,500
Total Cost: $173,500 per year

Tactic 1-4: General Direct Mail Postcard Ad
While easy to hope for a direct flow of prospects via modern digital and social
methods, it is necessary to take an extra step to increase engagement between the
client and the potential customer (prospective students). Therefore, it is optimal for
WVU Tech to strategically control mailings based on geography, demographics, and
potential interests via post cards. These post cards will vary in terms and conditions.
The first series will be geared towards a general regional audience throughout the
primary market (High School senior and Transfer prospects). These cards will be sent
every two months, and serve as an advertisement rather than a direct response stimuli.
These cards will be mailed in total with 20,000. Every two months 3,333 cards will be
mailed to different portions of the region until all the WV market is covered.
The total is based on the amount of high school graduates that the state of West
Virginia produced in 2016, 18,500 (WVHEPC, 2016). These cards will first be mailed to
prospects in the pool of high school seniors statewide. Wiggle room of 1,500 was added
for a potential of transfer prospects from two competing institutions in the region
(Bluefield State College & Concord University). These prospects will be a bit more
difficult to target in a widespread manner due to lack of information available. This
portion of the mailing will be sent to those transfers that have previously inquired about
Tech.
Cost – Presented internally by the WVU Tech UR department: (Lists from CRM)
Frequency: one mailing every two months Cards Per Mailing: Apx. 3,333

Total Cards Mailed in 12-Month Period: 20,000 Postage: $8,800
Cost: $745 per 5,000 Card Printed ($2,980) Total Cost: $11,780
Vendor: MPB (Morgantown Printing & Binding)
Tactic 1-5: RBA Specific Direct Response Postcard Ads
There will be a separate mailing of post cards each April & August (mailed once
seasonally) sent to local industry leaders in the form of an RSVP (requiring direct
response via link to form) for a spot to attend and (or) present at an RBA Open House
to network and recruit for their respective company. This will also be an opportunity for
local employees to learn more about the benefits of earning an RBA degree at Tech that
can open doors to potential employment from these companies. This can help career
advancement based on current positions as well. Additionally, this card will offer an
RSVP option for prospects interested in attending as an RBA prospect. This ad will
operate as a “double edged sword”. These events will serve as an opportunity for local
employees to learn more about the benefits of earning an RBA degree at Tech that can
open doors to potential employment or career advancement with those represented.
Cost – Presented internally by the WVU Tech UR department: (lists from CRM)
Frequency: Two Mailings Annually (1 Spring, 1 Fall) Total Cards per mailing: 2,500
Total Cards Mailed: 5,000 Postage: $2,200
Cost: $745 every 5,000 Cards Printed Total Cost: $2,945
Vendor: MPB (Morgantown Printing & Binding)

Strategy 2: Implement Digital Advertising Methods: Social Media Ads
(Facebook), TV, & Radio Spots
Rationale - In today’s every changing world, some people simply lack the time to
partake in a traditional media method daily. Quite the opposite, many of us are involved
with something digital multiple times per day. We are all familiar with the addiction that
has become social media on our smart devices, but many are unaware of the statistics
behind TV and Radio. For example, most Americans watch up to five hours and four
minutes of television per day (The New York times, 2016). As for radio, it has been
shown to be the leading reach platform with 93% of us listening to either AM/FM radio
over the airwaves, which is higher than TV (88%), smartphone (83%), and tablet (37%).
The most powerful figure in terms of radio though must be the number of Americans
that listen to it per month, with an astounding 243 million (News Generation, 2018).
Each of these platforms serve a unique (and very necessary) purpose, and will utilize its
own respective tactic in accomplishing a common goal for WVU Tech.
Tactic 2-1: General Facebook Ads
These ads serve a purpose that is unified in achieving the marketing goals that
have been laid out by the client. Through a series of Facebook ads that revolve around
an “apply today” theme, the hope is that more prospective students will be exposed to
the opportunity to apply to WVU Tech. These will be paid ads that will be ran statewide
and displayed on the activity feed (timeline) of Facebook users that reside in West
Virginia and have liked pages of competitors: Bluefield State College, Concord

University, Marshall University, and New River Community & Technical College.
Considering these ads encouraging application will be neutral in nature, this means they
will NOT be promoting an on-campus event. This can be running strategically
throughout any portion of the year. Common knowledge in the Office of Admissions is
that most students are starting to seriously think about college around the middle of
their Junior year of high school (i.e. October/November).
Transfers on the other hand are usually wrapping up an academic year before
they decide to take their education elsewhere (i.e. April & May). With this advice, it will
be wise, and should provide success if these ads are running in April, May, September,
October, November, and December. The duration will be for the entire months of April &
May, and every other week (frequency of two weeks per month) in September, October,
November, and December. The ads will be duplicated each year through 2022 and offer
a link that connect prospects directly to the online application page:
https://admissions.wvutech.edu/apply.
Cost - Based on totals presented by the WVU Tech Office of Admissions & Facebook:
Facebook Ads: (2 Week Avg.) $750
April & May (Every Week) - Cost: $3,000 ($1,500 each month)
Sept, Oct, Nov, Dec (Two Weeks Per-month) - Cost: $3,000 ($750 each month)
Vendor: Facebook Total Cost: $6,000

Tactic 2-2: RBA Specific Facebook Ads
These ads will also serve a purpose that is unified in achieving the marketing
goals that have been laid out by the client. In this instance, the push will be toward the
secondary market of non-traditional RBA prospects between the ages of 24 & 55. From
the research gained in focus group findings, this market and degree program seem to
be the niche with the most upside in increasing overall enrollment headcount at the
institution. These ads will be controlled via age screening through the Facebook
platform. Additionally, the ads will be directed toward anyone who has liked the
Facebook pages of local employers that are going to be (or have been invited) to the
RBA specific Open House events. These ads will mimic the sequence that is to be used
for the RBA billboards.
Ads will be running for four months each summer (June, July, August,
September) in anticipation of the RBA Open Houses that will occur during the school
years following this season. These will run for the duration of each month (weekly). This
process will be repeated each year through 2022 following this 12-month proposal. The
ad will resemble a general ad in the respect that it will feature a link to the WVU Tech
application, but the primary focus will be to “Visit Tech” by clicking the link to RSVP for
an RBA specific Open House. The hope will be to increase the number of RSVPs
planning to attend these events.
Cost - Based on totals presented by the WVU Tech Office of Admissions & Facebook:
Facebook Ads: Monthly (4 Weeks) $1,500

June, July, Aug, Sept (Weekly) - Cost: $6,000 ($1,500 per month)
Vendor: Facebook Total Cost: $6,000
Tactic 2-3: WVU Tech TV Spot (Teaser)
To better extend the reach and presence of WVU Tech in its region, TV spots will
be utilized to appeal to the market in a manner that is becoming of the institution, and
delivers a message that is satisfying to the viewing audience. As has been discussed,
TV is a vehicle that we utilize multiple times per week. In many cases, this can be as
simple as in the evening news, or as in depth as binge watching your favorite series
saved on the DVR. Therefore, Tech will take an approach that caters to both areas of
interest. Although, a larger emphasis will be placed on local news broadcasts
throughout networks in southern West Virginia.
This will be utilized via WVNS-TV, Channel 59 News which serves southern
West Virginia as the primary CBS affiliate for the Bluefield/Beckley/Oak Hill communities
(WVNS-TV, 2018). Ads will be featured Monday-Friday (6 o’clock news) on a weekly
basis for the months of April, May, September, October, and November as these are
traditionally months high school senior & transfer students most consider their options.
Backdrop - This ad will utilize a :15 teaser which will portray an aerial view of the WVU
Tech campus, followed by the addition of the logo/wordmark in the center of the screen
and web address below. This will be accompanied by the auditory assistance of a soft
upbeat jingle. A traditional, professional toned voice actor will portray the message. This

production (including voice actor) will be produced in house with no additional fees.
Advertising cost will be all that effects this tactic.
Script – “WVU Tech is located in the heart of downtown Beckley, WV. Offering 40+
majors, Tech is educating the leaders of tomorrow right here in southern West Virginia.
Big value, in a small setting. Visit wvutech.edu to apply today!”
Cost – Based on quotes received from WVNS by the WVU Tech UR Department:
Ad: 6 o’clock Evening News (1 per day) Cost: $1,000 per showing
April, May, Sept, Oct, Nov (Weekly/5-Day) - Cost: $20,000 per month
Vendor: WVNS-TV Total Cost: $100,000
Tactic 2-4: WVU Tech Radio Spot
As has been discovered, radio still has the most reach and highest impression
likelihood of any other vehicle being utilized today. WVU Tech has an opportunity using
local radio outlets to expand its presence in the new market of southern West Virginia.
Southern Communications and Summit Media are the most reputable radio corporations
in the region, and shall be utilized accordingly. WVU Tech will need to purchase airtime
on stations that are deemed most appropriate. The radio campaigns will run on a
regular daily rotation in two station lineups for nine months out of the year, and be
updated/recycled every year through 2022. The only months that radio ads will NOT be
ran are May, June, and July as these are months that the family segment will least be

together on the course of a daily commute to school. The stations being selected, as
well as their locations and cost are as follows:
Reach: These networks combine to encompass the entire home market of nine counties
in southern West Virginia. This makes up the southern/eastern portion of the state.
Script – Mimics the :15 spot utilized for TV, although this ad will be strictly audio:
“WVU Tech is located in the heart of downtown Beckley, WV. Offering 40+ majors, Tech
is educating the leaders of tomorrow right here in southern West Virginia. Big value, in a
small setting. Visit wvutech.edu to apply today!”
Cost – Based on quotes received from Southern/Summit via WVU Tech UR:
Total Cost - $54,000
Stations:
103.7 WCIR-FM, Beckley, WV, Southern Communications – Adult Contemporary
Cost: $3,000 Per Month Frequency: 9 Months (Excluding May, June, July)
92.9 WCWV-FM, Summersville, WV, Summit Media – Contemporary Hit Radio
Cost: $3,000 Per Month Frequency: 9 Months (Excluding May, June, July)

Strategy 3: External Events: Relevant College Fairs
In such a rural area, it is important for an entity to show its face on more than one
occasion. In the world of higher education, these events are referred to as college fairs.
These are events that are hosted statewide every Fall by local high schools in each
region of the state. College fairs offer the prospects a chance to speak with a
representative that may otherwise never cross their path. These events are also hosted
for Transfers at regional colleges and universities. Travel pieces which serve as
institutional promotional pieces will be dispensed at these events. National fairs also
present great opportunity when selected adequately.
Tactic 3-1: West Virginia College Fair Attendance
The approach will be for Tech to attend all in-state college fairs hosted on the
West Virginia College Fair tour. This is an 8-week series of events that travel to a
different region within state lines each week through September and October. These
events come at a minimal cost to the institution.
Event: West Virginia College Fairs (8-weeks) Cost: $100 per week
Vendor: WV College Day Tour Total Cost: $800
Tactic 3-2: National Stem College Fair Attendance
An additional approach will be to attend national STEM fairs which take place
four times per year. These events are more expensive, but have a high upside in terms
of snagging additional prospects from beyond state lines. Although these prospects are

not considered members of the primary audience, these students do have high potential
for pursuing degree programs that are highly ranked at WVU Tech. These events take
place in the cities of: New York, Houston, Silicon Valley, and Atlanta in late September
through mid-October. Alums that attend these areas will be asked to volunteer for the
opportunity to represent Tech. This will eliminate any cost of travel to attend the events.
Cost – Based on information provided by WVU Tech Office of Admissions:
Event: National STEM Fairs (4-events) Cost: $950 per event
Vendor: NACAC Total Cost: $3,800

Budget Outline
Item/Vehicle Cost Total Cost
Billboards:
Lamar:
Digital Billboards (6 Total) $57,600 (Includes RBA)
Bulletin/Print Billboards (8) $57,600
Production/Print Costs $9,450 (Includes RBA)
$124,650
Newspaper:
Publishers (3)
Register-Herald (Beckley) $58,000
Charleston Gazette-Mail $60,000
Bluefield Daily Telegraph $55,500
$173,500
Direct Mail: Post Cards
Crafted In-House (Free)
MPB:
Print Charge Included
Cards (25,000) $3,725 (Includes RBA)
Postage (.44 per card) $11,000 (Includes RBA)
$14,725
Social Media:
Facebook Ads
Crafted In-House (Free)
Campaign Cost $12,000 (Includes RBA)
$12,000
TV Spot
Produced by UR In-House
(Free)
WVNS-TV: (Regional)
:15 Teaser/6 o’clock news
5-months
$20,000 per month
$1,000 per showing
$100,000
Continued…

Radio:
Produced by UR In-House
(Free)
:15 Spot – (periodic in
lineup)
2 Stations: (Regional)
Southern Communications
& Summit Media
9-months annually
$6,000 per month
$54,000
External Events:
College Fair Attendance:
WVCDT & NACAC
WV College Day Tour
$100 per week (8-weeks)
$800
National STEM Fairs (4) $3,800 ($950 per event)
$4,600
Remaining (Miscellaneous)
$16,525
Available in unforeseen
circumstances such as
additional
material/production costs
Budget Totals:
12-Months
TOTAL EXHAUSTED: $483,475
BUDGET ALLOWED: $500,000

Media Timeline
Figure 10: Flow Chart
Start Date: January 2019
Strategy 1 JAN FEB MAR APR MAY JUNE JULY AUG SEPT OCT NOV DEC
General Billboard Ads (8 Locations)
RBA Billboard Ads (3 Locations)
Regional Newspaper Ads (3) 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4
General Direct Mail Post Card Ads
RBA Specific Direct Mail Post Card Ads
General Facebook Ads 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4
RBA Specific Facebook Ads
:15 TV Spot Teaser (1 Network)
:15 Radio Spots (2 Stations)
West Virginia College Day Tour (8 Weeks)
National STEM College Fairs (4 Events) 1 2 3 4 1 2 3 4
* Colored/Underlined Numbers Represent Week
Example: (1 = Week 1, 2 = Week 2, etc…)

Creative Touchpoints
Touchpoint #1:
This mockup displays an RBA specific (Social) Facebook Ad. The ad serves as a
call to action, and direct depiction in terms of a creative representation of the core of the
ICSS.
Figure 11: AdParlor, 2018

Touchpoint #2:
The mockup in Figure 12 portrays the general message (Social) that Tech has
benefits in the realm of affordability, as well as flexibility. A strong call to action is
delivered from the caption and beyond. The prospects are encouraged to funnel to the
application link provided.
Figure 12: AdParlor,2018

Touchpoint #3
This creative is a mockup of what an RBA specific billboard (traditional) may look
like. This touchpoint is one that lines up with the ICSS in a manner that appeals to not
only the general audience, but speaks directly to the non-traditional learners by utilizing
the RBA tagline that has been identified as a point of focus through research. This aerial
view will also serve as the backdrop for WVU Tech TV teasers.
Figure 13: RBA Billboard

Touchpoint #4
The general postcards are a piece that will be sent throughout the state of West
Virginia (as stated above). This creative mockup simply provides the prospect with
information (such as that of the ICSS), while placing an emphasis on how to apply and
pay for college.
Front View:
Figure 14: General Postcard Front

Rear View:
Figure 15: General Postcard Rear

Touchpoint #5
This creative mockup is a bold new concept, as it is intended to attract a larger
audience than just non-traditional learners (24-55 years of age), but also employers
from around the Beckley area. The card is very clear and crisp as this audience is not
one that wants to see “cool graphics” but prefers important information. Therefore, the
front view of the mailing reads only the event title, the dates, and information on how to
learn more. Keep in mind this is set to begin in 2019. The rear view gives more
information about what to expect when you RSVP, and reiterates where to do so.
Front View:
Figure 16: RBA Postcard Front

Rear View:
Figure 17: RBA Postcard Rear
The RBA postcards will be mailed as an envelope insert (unexposed) which is
why they have been crafted vertically. This is expected to promote professionalism. All
other post card mailings are presented per the norm (horizontal/exposed).

Touchpoint 6:
This general newspaper ad mockup is an approach that should appeal to the
entire audience. This ad encourages those interested in WVU Tech to “Apply Today!”.
Again, this is all set to take place in 2019. The call to action should be very noticeable,
and effective in local papers. This is a full page/full color ad.
Figure 18: General Newspaper Ad

Evaluation
Each strategy and tactic will be monitored through an overall evaluation that will
measure the number of inquiries, applications, and admits that are generated annually
between the years of 2019 & 2022. There will also be a series of measurements
conducted monthly and yearly via web traffic, and social media interest (likes, follows,
shares). The tools for measurement will be Google Analytics (web traffic/searches),
Facebook Analytics (social media traffic), as well as the Office of University Relations
for miscellaneous clicks, and views throughout different portions of the WVU Tech
website. The UR team (as webmasters) can monitor the most popular sections of the
site. United, these tools for overall evaluation of success will assist Tech in harnessing a
greater understanding of the customer’s journey across mobile, web, and beyond. As an
added layer of evaluation, it is encouraged that additional focus groups are conducted
annually through 2022 to ensure that the correct steps are taken to continue catering to
the wants and needs of the market.

Internal Communications
To make a larger impact throughout the market of prospective students WVU
Tech is trying to recruit, the entire organization needs to be provided with adequate
resources required to cater to the audience. Therefore, an internal communications plan
will be dispensed to prepare the administration on any questions or concerns they may
receive from the public (Market) along the way. The goal is for the entire administrative
team at WVU Tech to understand what is happening in terms of the IMC plan being
presented so that no party is in the dark. Subjects that should be addressed and
consistently re-emphasized include, but are not limited to:
• Strategies and tactics implemented by the Office of Admissions at WVU Tech
• Timeline by which each of these strategies/tactics are being rolled out (flowchart)
• Tuition and fees, as well as information on financial aid and scholarships
• Home market counties in southern West Virginia
• Total enrollment
• Areas where students can apply or RSVP for Open House and other visit days
• WVU Tech’s history, goals, and upcoming events (such as Open House dates)
Objective:
Educate the entire WVU Tech Administration on IMC and recruitment techniques
adopted by the institution, while increasing brand advocacy through information
provided monthly in the form of an E-Newsletter beginning in January of 2019.

Conclusion
WVU Tech, serving as a public institution was implemented to serve the
residents of southern West Virginia, and the surrounding region with a world class
education that is both affordable and close to home. As a member of the West Virginia
University system, Tech possesses the resources available to offer a world class
education, right here in Beckley. Although the campus has changed locations, the same
quality academia can be found at Tech that has been instilled since the institution’s
founding in 1895.
The campaign being presented was crafted as a tool to generate interest and
applications, mostly among the primary and secondary markets addressed. This
campaign (while broad) bolsters an enhanced look at the secondary market and the
effort through which to recruit them. This effort revolves around the non-traditional
learner (age 24-55), with an increased focus on the options available within the RBA
program that serves as Tech’s only option for a fully online degree. More traction can be
gained by priming this market as the institution looks to accomplish the marketing goals
set forth of gaining 752 students to the total enrollment headcount by 2022.
The logic is that this secondary market can become a niche that will be utilized in
making this goal a reality. While reaching the secondary market at an increased rate,
there are no plans for WVU Tech to turn its back on the staple that are traditional
learners (age 18-23). Therefore, the strategies and tactics presented will run in unison

throughout each calendar year as to appeal to the secondary (niche), while continuing
to advocate to prospect students that make up most of the student body at WVU Tech.
Through the successful implementation of the suggested approaches in this plan, the
institution will maximize the $500,000 budget allocated for marketing & recruitment
efforts by the Office of Admissions. Likewise, this will provide long term sustainably as
the institution and community alike will capitalize on a synergy that comes from the
benefit of having one another.

References
(2010, October 4). Retrieved from U Wire: http://uwire.com/2010/10/04/report-shows-west-virginia-
residents-have-lowest-percentage-of-college-graduates-in-the-nation/
(2014, June 11). Retrieved from Cestrian: https://www.cestrian.co.uk/advantages-of-billboard-
advertising/
(2016). Retrieved from US Census: https://www.census.gov/en.html
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headlines/2016/12/west-virginia-population-decline-continues/
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https://www.nytimes.com/2016/07/01/business/media/nielsen-survey-media-viewing.html
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true-concord-president-shuts-down-rumor-of/article_acf4b05e-2bb8-11e7-b22d-
abe47bbe7a5d.html
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herald.com/news/outmigration-west-virginia-s-population-decline/article_98ff5f5a-29a1-5779-
8c69-2f69c680ba76.html
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(2017, September 14). Retrieved from WV MetroNews: http://wvmetronews.com/2017/09/14/west-
virginia-lags-the-country-in-poverty-rate-and-household-income/
(2017, December 6). Retrieved from WV HEPC: http://www.wvhepc.edu/2017/
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advertising-advantages
(2018). Retrieved from Strategic Plan - WVU Tech: https://strategicplan.wvutech.edu/
(2018). Retrieved from US News & World Report: https://www.usnews.com/best-colleges/wvu-tech-
3825
(2018). Retrieved from WVU Tech - Rankings: https://admissions.wvutech.edu/about-tech/rankings
(2018). Retrieved from About Tech : https://admissions.wvutech.edu/about-tech
(2018, March 14). Retrieved from Chron: http://smallbusiness.chron.com/example-smart-objective-
marketing-plan-11290.html
(2018). Retrieved from Geology: https://geology.com/county-map/west-virginia.shtml

(2018). Retrieved from Best Value Schools: http://www.theintelligencer.net/news/top-
headlines/2016/12/west-virginia-population-decline-continues/
(2018). Retrieved from Financial Aid - WVU Tech: https://financialaid.wvutech.edu/scholarships/non-
resident-scholarships
(2018, March 23). Retrieved from WV News: https://www.wvnews.com/news/wvnews/officials-unveil-
college-funding-formula-details/article_9c2e973b-c120-55b0-b0ab-ccf00f570409.html
(2018). Retrieved from College Simply: http://www.collegesimply.com/colleges/west-virginia/
(2018). Retrieved from ABET: http://www.abet.org/accreditation/
(2018). Retrieved from WVU - Undergraduate Tuition: https://tuition.wvu.edu/undergraduate
(2018). Retrieved from WVU: https://www.wvu.edu/
(2018). Retrieved from Facebook - WVU Tech Admissions:
https://www.facebook.com/WVUTechAdmissions/
(2018). Retrieved from WVNS-TV : https://www.wvnstv.com/
(2018). Retrieved from Lamar: http://www.lamar.com/
(2018). Retrieved from News Generation: https://www.newsgeneration.com/broadcast-
resources/radio-facts-and-figures/
(2018). Retrieved from AdParlor: http://admocks.adparlor.com/#facebook/website_clicks/image
(2018). Retrieved from Gliffy: https://www.gliffy.com/examples/venn-diagrams

Appendix A: FG Script/Moderator’s Guide

Appendix B: FG Release Forms

WVU IMC 636: An in Depth Look at Recruitment Efforts & Opportunity for WVU Tech

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