Title: Advancing Mission, Message, Marketing and Management NAIS ANNUAL CONFERENCE March 4, 2000 Presented
1Advancing Mission, Message, Marketing and
Management NAIS ANNUAL CONFERENCE March 4,
2000Presented ByChristina Drouin, Director of
Institutional Marketing Saint Andrews School,
Boca Raton, FLScott Looney, Director of
Admission Financial AidCranbrook Schools,
Bloomfield Hills, MI
2Outline
- Section 1 - Introduction to Social Marketing
- a. Marketing Defined and Differentiated
- b. Social Marketing
- c. Principle of Exchange
- d. Marketings Nine Components
- Section 2 - Example Project Cranbrooks Message
Development - Research
- Marketing Audit
- SWOT
- Message Development
- Section 3 - Selecting the Marketing Project
- Section 4 - Setting Marketing Objectives
- Section 5 - Targeting
- Section 6 - Strategies
- Section 7 - Special Promotional Tools
- Section 8 - The Marketing Plan
- Section 9 - Marketing at Work at Your Institution
- Housekeeping
- Please ask questions along the way, sometimes we
may - put them in The Parking Lot and get to them
later. - Confidentialityplease share openlythen keep it
in this room. - You dont need to take a lot of notes, on your
diskette are - this PowerPoint presentation
- a Word document outlining in greater detail the
process of developing your institutional
marketing plan - an article about demographic trends and
projections.
Acknowledgments This presentation has been
prepared with admiration and reognition for the
groundbreaking early work of Robert Rubright and
Dan McDonald in the marketing of not for profits
in the 1970s and in particular their book
entitled "Marketing Health and Human Services,"
which has been instrumental in the formation of
my marketing methodology over the years and a
touchstone for both wisdom and inspiration.
3What is Marketing?
4Section 1 - Introduction to Social Marketing
- Marketing Defined and Differentiated
- Marketing is not communications, public
relations, publicity, promotion, advertising, or
sales. Marketing is not long range planning. - Marketing is a systematic approach to planning
the benefits to offer a distinct target market in
order to elicit the support or resource the
organization desires in return. That makes it a
planned system of achieving objectives. - Marketing is community-oriented and views the
organization as being an integral part of the
changing environment. It focuses on bi-lateral
communication and exchanges. - Marketings arrival on the scene poses questions
for the traditional practice of public relations
in not-for-profit institutions. -
5Section 1 - Introduction to Social Marketing
- Public Relations
- Primarily reflects the problems and concerns
of management, not the publics that are related
to the organization. Public relations
concentrates on publications and news. -
- Marketing
- Includes these tools of promotion in a wider
circle that brings in testing, planning,
research, targeting, strategies, and much
consultation among the organization and its
community of relationships.
6Section 1 - Introduction to Social Marketing
- Some of your organization's questions about
marketing may include the following - 1. Won't marketing create an overwhelming demand
for our services? - 2. Will marketing change the relationship
between our organization and clients, our
contributors, our various constituencies? - 3. Is marketing ethical in an educational
institution? - 4. Is marketing cost-effective?
- 5. Are there other by-products of marketing
besides the successful implementation of a
specific objective? - 6. How big does a school have to be to adopt a
marketing approach? - 7. What staff capabilities do we need to
undertake marketing?
7Section 1 - Introduction to Social Marketing
- The goal of social marketing is a changed
life. Consider the following quotations -
- Social marketing is the design, implementation,
and control of programs seeking to increase the
acceptability of a social idea, cause, or
practice in a target group(s). - The art of marketing is the art of brand
building. If you are not a brand, you are a
commodity. Then price is everything and the
low-cost producer is the only winner. - -- Philip Kotler, Professor of Marketing,
- Kellogg School of Management
- Northwestern University
8Section 1 - Introduction to Social Marketing
- The Concept of Exchange
- Exchange is the foundation of all marketing
theory and good marketing practice. It means that
the institution or organization and its
constituents have nearly equal benefits to bestow
on one another. - How exchanges are developed and managed is
critical to successful marketing programs. - The ability to identify what the mode and method
of exchange with potential targets should be what
distinguishes the marketer from the public
relations counterpart and from the ordinary sales
campaign. -
9Section 1 - Introduction to Social Marketing
- The Concept of Exchange
- There are four exchange concepts
- The product concept assumes customers will
respond favorably to the offering, and therefore
believes little marketing is needed. - The selling concept believes customers will not
buy enough unless they are reached with
substantial selling and promotional efforts. - The marketing concept believes the main task is
to determine what a target groups needs, wants
and values are and to adapt the whole
organization to delivering the desired
satisfactions. - The social marketing concept says that consumer
satisfaction and long- run consumer and public
welfare are the keys to meeting organizational
objectives.
10Feedback Loop - Year 1
Survey 1
Alumni
Cranbrook
Anonymous Survey 1 Response
Feedback about survey results
11Feedback Loop -Year 2
Progress report since last survey
Survey 2
Alumni
Cranbrook
Anonymous Survey 2 Response
Feedback about survey results
Strategic Plans from survey 2, and progress on
items from survey 1
12Feedback Loop - Year 3
Progress report since last survey
Non-anonymous survey 3
Alumni
Non-anonymous Survey 3 Response
Cranbrook
Feedback about survey results
Strategic Plans from previous surveys, progress
on items from survey 1 2
Targeted fundraising based on specific alumni
response, ...planned giving, etc
13Feedback Loop - Year 4 (Cycle begins again)
Progress report since last survey
Repeat Anonymous survey 1
Alumni
Cranbrook
Anonymous Survey 1 Response
Longitudinal Feedback about survey
Strategic Plans, and the giving opportunities
which they represent, from previous surveys
Fund raising appeals specific to alumni response
launched in significant ways
14Section 1 - Introduction to Social Marketing
- Questions
- 1. Which of these exchange concepts guides your
institution? Is it the most productive of the
choices? - 2. List the features of one of your key
services. Turn the features into benefits. - 3. Develop a list of exchange opportunities for
one of your key services. Use the following grid
as a guide. - Target Market Why Selected Exchanges
15Section 1 - Social Marketing System
- Marketings Nine Components
- 1. Research
- Needs assessment, polling, process interviews,
process competition surveys, internal and
external surveys and environmental factors - 2. Internal Marketing Audit
- Examination of current services and how they
are developed, delivered and promoted how
and how well the institution serves the needs
and wants of target markets - 3. Identification and Selection of Marketing
Projects - 4. Setting Marketing Objectives
- 5. Targeting
- 6. Selecting Marketing Strategies
- 7. Creating Special Promotional Tools
- 8. Making Internal Adjustments
- 9. Evaluation/Recycling
Steps in the preliminary marketing process
The Plan
Dont Start Here!
16Audience Survey
- What are the three most important things to know
about your school? - If you could only say one thing about your
school, what would that be? - Would most of the other constituencies in your
school chose the same one message you chose?
17Why Cranbrook Needed a Message
18Overview of Cranbrook
- Cranbrook Schools
- Brookside Lower School (506 students, grades
PK-5th) - Cranbrook Kingswood Middle School (324 students,
grades 6 through 8 -- separate gender specific
programs) - Cranbrook Kingswood Upper School (751 students,
grades 9 through 12, day and boarding) - TOTAL ENROLLMENT K - 12 1,581
- Cranbrook Academy of Art
- A graduate school for the fine arts with 150
students - Rated 3 in US for Fine arts graduate programs by
US News and World - Cranbrook Museum Library of Art
- Cranbrook Institute of Science
- second largest science museum in E. Michigan,
over 300,000 visitors per year - recently completed a 27 million renovation and
expansion - Cranbrook House and Gardens
19Mission Statement
- Cranbrook Schools are independent, day and
boarding, college preparatory schools. They seek
to prepare young men and women from diverse
backgrounds to develop intellectually, morally
and physically to move into higher education
with competence and confidence and to appreciate
the arts. The Schools also strive to instill in
their students a strong sense of social
responsibility and the ability to contribute in
an increasingly complex world.
20Mission Statement
- Cranbrook Schools are independent1, day and
boarding, college preparatory2 schools. They
seek to prepare young men and women from diverse
backgrounds3 to develop intellectually4, morally5
and physically6 to move into higher education
with competence7 and confidence8 and to
appreciate the arts9. The Schools also strive to
instill in their students a strong sense of
social responsibility11 and the ability to
contribute in an increasingly complex world12.
21Mission is not Message
- Cranbrook Schools mission statement did not
adequately state what made the school unique and
was too broadly defined to be effective. - Dont confuse mission with identity. Mission
statements tend to be about being intellectually
rigorous, responsive, caring, energetic and
ethical. These statements reflect the wish
rather than the reality. The reality is that
schools already have an identity.
Carol Cheney From Managing Institutional
Identity The Next Marketing Handbook for
Independent Schools NAIS, 1994
22Administrative Team Survey
- 1) What are/is Cranbrook Schools?
- 2) What three main points would you suggest we
use to promote Cranbrook Schools to the outside
world? - 3) Is/Are Cranbrook Schools one school with many
divisions or a collection of several schools?
23What are/is Cranbrook Schools?(30 different
answers from 15 administrators)
- Intellectual growth
- Emotional growth
- An Island of Culture
- Unique and Unequalled
- Independent
- Divisions
- Nurturing
- Leadership Development
- Creative
- Multi-Dimensional
- Private
- Fulfilling Developmental Needs
- Boarding and Day Students
- Curiosity
- Character development
- Understanding Society and the World
- Stunning setting
- History/Tradition
- Community
- Artistic Development
- Moral Development
- Encourage Risk Taking
- Instill Love of Learning
- Respect of Others
- K - 12th grades
- Diverse
- Ever-changing
- Nationally recognized
- Competitive
- Complex Organization
24What three main points would you suggest we use
to promote Cranbrook Schools to the outside
world? (37 different answers from 15
administrators)
- Excellence (9)
- Diversity (5)
- Aesthetic/Artistic (4)
- Remarkable Campus (4)
- Rigorous College Prep (3)
- Moral/Character Development (2)
- Diverse Opportunities (2)
- Nurturing Teachers (2)
- Self expression options
- Passionately involved
- Inclusive (non elitist)
- Cohesive Community
- Independent Learning
- Respect for all members of society
- Boarding School
- Traditions
- Technology
- Leadership Development
- Whole Child focus
- Internationalism
25Is/Are Cranbrook Schools one school with many
divisions or a collection of several schools?
- All but two members of the administrative team
said that Cranbrook Schools was one school with
many divisions. - However, one administrator said Cranbrook was
five schools, one said it was three. - The administrative team could not agree about how
many divisions were found at Cranbrook. They were
split between 3, 4 and 5 divisions. - If Cranbrook Schools is one school then...
26why are the Title and Mission Statement plural?
- Mission Statement
- Cranbrook Schools are independent, day and
boarding, college preparatory schools. They seek
to prepare young men and women from diverse
backgrounds to develop intellectually, morally
and physically to move into higher education
with competence and confidence and to appreciate
the arts. The Schools also strive to instill in
their students a strong sense of social
responsibility and the ability to contribute in
an increasingly complex world.
27The Need for a Simple Message
- While every good school has myriad successes
and areas of strength, to craft an external
institutional image Cranbrook should consistently
broadcast the same few messages in nearly every
external communication. These messages should be
sent out loudly and clearly. Over time, and with
significant repetition, we will begin to hear our
external constituencies attach these few points
to Cranbrooks name like a slogan. At that point,
the battle is nearly won. Clarity of message and
repetition is essential. - 1996 Admission and
Marketing Plan for Cranbrook Schools
28- Schools that do not consistently project their
identity are vulnerable to incomplete and
conflicting images, rumor, myth and lack of
visibility.
Carol Cheney From Managing Institutional
Identity The Next Marketing Handbook for
Independent Schools NAIS, 1994
29Creation of the Message Task Force (MTF)
30Strategic Plan
- The Head of School with the Long Range Planning
committee of the Board launched a strategic
planning process - The MTF was given their official charge as a
function of the strategic plan development
31The Charge
- Policy Goal By 2004, Cranbrook Schools will have
in place a clear, concise and effective external
message that will be used to communicate its core
values, unique qualities and commitment to
individual excellence. - Rationales
- Effective marketing of the Schools message will
increase giving, improve student quality,
enrollment and retention, and increase
volunteerism. - Effectively communicating the quality and
character of Cranbrook Schools will enhance
college admissions. - Action Strategies
- Develop an external message and test its impact.
- Create a coordinated set of marketing materials.
- Create a process of coordination among areas with
external outreach. - Establish and review mechanisms for the
dissemination of the message. - Director of Admission will monitor adherence to
the established message.
32MTF Membership
- Director of Admission Financial Aid (Committee
Chair) - Director of Schools (ex Officio)
- Head of Lower School
- Business Manager
- Director of Technology
- Public Relations Manager - Schools
- Director of Summer Programs
- Director of Multicultural Programs
- Director of Development
- Associate Director of Development (Alumni
Affairs) - Associate Director of Athletics
- Board Member (Chair of Schools subcommittee, past
parent) - Board Member (Head of Mothers Council, current
parent) - Board Member (current parent)
33 Message Development Process
- Communications Audit
- Identifying what messages (if any) that are being
sent in the various publications mailed from the
school. - Discovery - Market Research (External) (Ideally
on the front end) - Learning about the existing perceptions of our
constituents - Holding up the Mirror (Internal) -Identifying the
schools... - 1) ...competitive marketing advantages
- 2) ...competitive marketing disadvantages
- 3) ...market realities
- Winnowing down the possible message points
- Identifying Leverage (what matters) Perception
points - Develop several concept positioning statements
- Test concept positioning statements on various
constituencies - Adopt an external message
- Develop a communication plan (dissemination)
- Develop a maintenance plan
34Marketing Audit
- Considerations
- Documents
- Constituencies of the Organization
- Services
- Competition
- Management Functions
- Promotional Tools
- New Business Mechanisms
- Cost, Tuition and Fees
35Marketing Audit
- SAMPLE Internal Marketing Audit
- Documents
- Mission statement
- Charter
- Short range or long range master plan
- Publicity or public relations plan
- Marketing plans for individual projects
- Organizational goals and objectives
- Marketing objectives
36Marketing Audit
- Constituencies of the Organization
- List in priority order main publics, groups,
targets, markets, or constituents - Specify how your school communicates with each
group - Specify how each group communicates its needs to
your school - Estimate the attitude of each key public or
market to your school - List those surveyed, polled or sampled in the
past two years and how results were used - What publics or markets do you want to know more
about? List those with which there are known
barriers to communication - List referral sources
- How do you get feedback? Are you satisfied with
your feedback system? How is feedback used?
37Marketing Audit
- Services
- List your programs/services
- Does each reflect the purpose of the institution
as stated in the mission? - Any new programs/services started in the past
five years? If yes, how are they being accepted? - Have any failed?
- Which programs or services bring the most
revenue? - Which bring the least?
- Which are the most popular?
- Which are least understood?
38Marketing Audit
- Competition
- List including size and type of school,
governance, programs/services, service area,
tuition/fees - Describe the one institution thought to be the
chief competitor - How do you learn about the competition?
39Marketing Audit
- Management Functions
- Do you have an official spokesperson? Alternate
spokesperson? - Public relations director?
- Marketing director?
- Board public relations committee?
- Board marketing committee?
- Head of School sympathetic to marketing?
- Has the board discussed marketing?
40Marketing Audit
- Promotional Tools
- Written media relations policy?
- Basic brochure that explains most of the
programs/services? - Internal newsletter? Which publics receive it?
- External publication or newsletter? Which publics
receive? - Electronic marketing? (e-marketingwebsite)
- Which publics or markets generally do not receive
your external publication? - Direct mail operation? For fund raising? For
information distribution? - Regular media release program?
- Clipping service?
- Radio PSAs? Which benefits are highlighted?
- TV PSAs? Which benefits are highlighted?
- Videotape? Which target groups view? Does the
video reflect the needs of the target groups or
the wishes of the organization?
41Marketing Audit
- Promotional Tools (Continued)
- Annual report? To which publics is it directed?
Are any representatives of any public or market
consulted while preparing the annual report? - Speakers bureau? Serving which target markets?
With what main messages? - Print advertising? To which markets? Which
benefits of the institution are mentioned? Do the
ads bring in inquiries? How do you know? How many
in the past 12 months? - Community seminars, lectures, symposia?
- What are the general themes or directions of
media releases? Student achievements, new
personnel, new services, new equipment, revised
policies and procedures, announcements of special
events, donor recognition, classroom activities,
feature stories, photo opportunities? - How do you determine how well your purposes,
objectives, problems, mission and news
distribution policy are understood by the news
media?
42Marketing Audit
- New Business Mechanisms
- How does the institution acquire enrollment
inquiries for its various programs/services? - How does the institution interface with the
business and corporate community? the foundation
community? - How does the institution acquire donors for its
various giving opportunities? - How does the institution interface with members
of its constituencies who do not support the
institution? - How does the institution acquire volunteers?
43Marketing Audit
- Costs, Tuition and Fees of the Organization
- Compared to similar institutions, are your
institution's charges the same, higher, lower?
How about psychic costs? - How do you characterize family attitudes toward
tuition structure? (acceptable, unacceptable, no
feelings either way?) Toward the annual fund? - How do you communicate the main points of tuition
and fees to key publics and markets? - How do you communicate the main points of fund
raising programs and activities to key markets
and publics? - How often in the past two years have you raised
tuition and fees? How was this increase, if any,
communicated?
44Communications Audit
- Review nearly all printed and word processed
standard external communication - Two pileswith or without message
- Review for consistency of message
45Research
- I. External Environment
- A. Geodemographics
- B. National Population Projections
- C. Trends in Education
- II. External Environment The Private
Independent School Sector - III. The Competition
-
46Research
- Environment
- I. External Environment
- A. Geodemographics
- National Population Trends
- State Population Trend - Florida
- Geographic Mobility
- School Enrollment
- Educational Attainment
- Households and Families
- Marital Status and Living Arrangements
- Child Care Arrangements
- Labor Force and Occupation
- Money Income
- The Black Population
- The Hispanic Population
- The Asian Pacific Islander Population
-
47Research
- Environment
- I. External Environment
- B. National Population Projections
- Projections illustrate possible courses of
growth - The US population is growing larger
- The US population growth rate is slowing
- The US population will be older than it is now
- The US Hispanic population is becoming more
diverse by race and origin - C. Trends in Education
- National
- US Dept. of Educations Initiative 2000
- State and Local
- Socio-Cultural
- US Department of Educations Family Involvement
Partnership for Learning - Technology
- Technology Tools for Transforming Teaching
and Learning -- A Background Paper for the
Goals 2000 Satellite Town Meeting, October
19, 1993 -
48Research
- Environment
- II. External Environment The Private
Independent School Sector - 1. Industry Demographics
- 2. Legal
- 3. Financial
- 4. Demographic and Psychographic Profile
- 5. International Market Profile and Trends
- 6. Multicultural Markets
- 7. Independent vs. Private Schools
- 8. Industry SWOT
- 9. Traditional Primary Market Segments
49Research
- Environment
- III. The Competition
- Name, address, date opened, nature of business
- Chairman/CEO names and backgrounds/volunteer
Board members - Names/titles/immediate past positions of key
administrative staff - Licenses, certifications?
- Where are students being recruited from? Your
own service area, a new service area? A
combination? - What programs are offered?
- Do any programs differ from your own? If yes,
how? - Any points of differentiation that help it
attract students? - What are the costs and charges in comparison
with yours? - Socioeconomic, psychic advantages the competitor
has over your org. - What disadvantages does the competitor face in
the community? - What are the competitor's main marketing
targets? - List the competitor's marketing tools and how
they are used
50Research
- Questions
- 1. Who is top of mind in your primary trading
area? - 2. If you are not competing on price, what other
attributes are you competing on? (access service
quality reputation location staff
accessibility, depth, attitudes, experience,
expertise promotional tools admission
policies)? - 3. What challenges does a competitor face from
your school/organization? From other competitors
in the area? - 4. If your competitor were to make a major
marketing change in the next several months, to
which markets or targets would your rival shift? - 5. What does your institution need to do to
protect itself from existing or new competition,
both immediately and long range?
51Cranbrook Schools Enrollment 1988 - 1998
vs.Gross Domestic Product in 1992 constant
dollars andvs. Population of School Age
Children in the U.S.
Recession Low Population
School Age Children Population and GDP indexed
to same range as Cranbrook Enrollment
52Average and Median Household Incomes for
Cranbrooks Top Ten Day Student Communities vs.
Michigan and U.S. norms.
53Resources on the Net
- Type demographics (your city name) in any
internet search engine (Yahoo, Altavista,
Netscape, Explorer, etc) and you will see a host
of sites that offer limited free demographic
reports. Some of the best are - United States Census Bureau homepage
(www.census.gov) the entire census is available
and easy to navigate with clickable states and
county maps. - The Right Site - Easy Analytic Software
homepage. (www.easidemographics.com) offers up to
10 free customized reports. - American Demographics Webpage (http//www.demogra
phic.com) many of their great articles are
available. - USAData homepage (www.usadata.com) offers free
demographic reports on over 100 major metro
areas. - Premier Insights homepage (www.premierinsights.com
) offers free demographic reports by fax of a 1.5
mile radius of any major road intersection. - Information Decision Systems homepage,
(www.infods.com) - American City Business Journal homepage,
(www.amcity.com/journals/demographics)
54Market Research Techniques
- There were three phases of research
- 1) Discovery External survey and interviews
- 2) Hold up the Mirror - MTF winnowing
process - 3) Leverage perception concept testing
- Series of one-on-one interviews with prospective
students in the inquiry pool, prospective
parents, current parents, past parents,
alumni-potential donors, IECA consultants,
faculty and administrators. - Telephone surveying of distance, hard to gather
constituents, boarding candidates and distant
alumni. - Approximately 150 different people were
interviewed in person or over the phone
55Discovery Research Results
- Positives
- Unmatched campus with unique college like
atmosphere - Prestigious (if not the highest level) general
reputation - Very high level (if not the highest) academics
- Championship hockey programs
- Generous financial aid
- Midwestern through and through
- Major step up from public schools (resources /
personal attention) - Well choreographed communications
- Negatives
- Wrong location for competing with private school
perceived as the best (N. E.) - Insufficient name recognition to compete
nationally - Dominant Day population
- Too costly
- Financial Aid is complicated
- Application is complicated
- Follow up is poor after acceptance
- Too high an Asian population
56S.W.O.T.
- Strengths, Weaknesses, Opportunities and Threats
- This systematic approach to learning about
internal operations, coupled with a study of the
external environment, gives the marketer a clear
picture of the strengths and weaknesses inside
the institution, and opportunities and threats
outside the institution (SWOT). SWOT yields a
balance sheet of assets and liabilities. - Questions
- In your opinion, what are your institutions
strengths and weaknesses? - What are the external opportunities and threats?
- Would senior administration have a similar view?
- Would primary internal user markets agree?
- Primary external target markets agree?
57S.W.O.T.
- Strengths, Weaknesses, Opportunities and Threats
- At any given moment, every organization is at
risk from at least one of the following marketing
risk situations. This marketing risk situation is
often the point of origin of marketing projects. -
- Decline
- Static
- Inadequate growth in market share
- Sudden change
- Maintenance
- New product introduction
- Unusual action or inaction by the competition
58Holding Up the Mirror
- Identify Cranbrooks competitive market
advantages - Identify Cranbrooks competitive market
disadvantages - Review the market realities, external factors
which would effect the message.
59Competitive Advantages
- Create independent thinkers
- Profound aesthetic acculturation
- Nurture the individual
- Breadth of offerings
- Kind/Caring environment
- Free standing Science building
- Opportunities for self expression
- Inspire self confidence
- Internationalism
- Superior education
- Offerings of CEC
- Focus on whole student
- Pervasive quality
- A.P. results
- Balance in academics, art and athletics
- Build leaders
- Create critical thinkers
- New swim pool
- Amazing campus
- Reward risk taking
- Build character
- Safe haven for intelligent risks
- Promote diversity
- Boarding program
- Gender specific education
- Stability of Faculty
- Small class size
60Competitive Disadvantages
- Cost vs. worthvery expensive
- Too large
- Too complex
- Perceived as elitist, just a school for rich kids
- Convoluted growth history of Cranbrook schools
- Too many different arms of CEC marketing
- Less structure and no formal dress leads to the
perception that Cranbrook is less academic - Some facilities undersized for current student
numbers - Some deferred maintenance still a problem
- Perhaps perceived as Art school only
61External Factors(Threats and Opportunities)
- Stability of the economy
- Financial Aid changes in colleges
- Baby Boom echo demography
- Technology
- Charter Schools
- Ineffective Public Schools
- The growth of the greater Cranbrook Educational
Community - Tuition and affordability
- Open enrollment in public schools
- Vouchers
- More heterogeneous population
- Continued wait-lists
- Better image of schools administration
62Winnowing the Message Points
- Held a series of meetings to prioritize each of
the advantages and disadvantages. - Prioritized by rating each point in terms of
- 1) Importance (to include in the message)
- 2) Performance (how well Cranbrook already
gets this point out to the world) - Narrow the list of possible message points down
to five or lessideally one.
63(No Transcript)
64High
Nurture
Tolerance
Cost/Worth
Thinkers
Opportunities
Successes
Buffet
Importance
Elitism
Aesthetic
Emerging Opportunities
Overkills
Poor Facilities
Low
High
Performance
65MTF Final Recommendations
- Develop/Nurture the Individual Build confidence
in students. Support individual development.
Fostering independence. Create thoughtful
students. Students tend to become composed and
self-confident. - Creative, Critical and Independent Thinkers
Challenge minds. Avoid rote learning. Teach
imagination. Independence and creativity is seen
in nearly every aspect of program. - Accepting/Kind/Tolerant Community People at
Cranbrook are unusually open minded, tolerant of
differences in opinion, background, thought,
approach. The unusual is accepted. Not just a
place for wealthy students. Particularly
thoughtful people. - Buffet of offerings Cranbrook schools has a
myriad of choices and opportunities, and students
can pursue things to great depth. Can easily
support both the Math genius and the great
painter, musician, etc. Help to develop in
students a wide range of skills and interests.
Required to participate. We help to create active
kidsdoers. - Aesthetic Acculturation Students who spend time
at Cranbrook cannot help but learn an
appreciation of art, nature, beauty, history,
architecture, etcThis culturally and
aesthetically enriched environment seems to have
a profound effect on our alumni, faculty, parents
and students.
66Testing the Message
- The message must be, not only an accurate
reflection of the school, but also something that
resonates with each of the critical Cranbrook
Schools constituencies. - The ultimate goal is finding a single
description which is both appealing and
convincing to our markets. By testing the ideas
first, we will have a much better chance of
success with whatever positioning strategy we
choose.
Mark Edwards
67- Cranbrook. The only college preparatory approach
that is single sex when it should be and coed
when it can be. - Pursuing an education at Cranbrook is like
growing up in a large family. In the early years
from kindergarten to fifth grade, boys and girl
play and learn together, free from the gender
concerns they will inevitably grow into. As they
approach puberty, classes are sequestered on
separate campuses boys with boys, girls with
girls. Experience shows that this is the best
way to encourage concentration on curriculum.
Later as they inevitably grow out of the turmoil
of early adolescence, we bring the sexes back
together in coed classes in ninth grade --
(although we still keep the boys and girls
separate in ninth and tenth grade humanity
classes) to prepare them for coed college
experience. - Cranbrook. The only college preparatory approach
that is single sex when it should be and coed
when it can be.
68- Cranbrook. Where nurturing creativity is the key
to the learning process. - Cranbrook is a 300 acre work of art, with
grounds and buildings honored by the Register of
National Historic Landmarks. And from the
beginning, Cranbrook has been unique in the way
we use the arts from the earliest age to
encourage creative, critical and independent
thinking. The Cranbrook faculty is committed to
tapping into the students creativity as a
powerful means of developing the disciplines that
will be required in college. Cranbrook is a
family of schools from pre-kindergarten through
Graduate programs in the Fine Arts that offers
the broadest possible range of academic, artistic
and athletic options. - Cranbrook. Where nurturing creativity is the key
to the learning process.
69- Cranbrook. We believe that in todays
competitive environment, preparation for college
should be comprehensive and challenging. - Cranbrook is more than a school. Cranbrook is a
family of schools - prekindergarten, middle and
upper - offering a uniquely comprehensive college
preparatory education. At every level youll
find a superb teaching and learning community
that cherishes and challenges the individual,
that encourages creative, critical and
independent thinking, that offers the broadest
possible range of study, artistic and athletic
options. With college admission as important and
as challenging as it is, your child should have
the most comprehensive, most challenging
preparation possible. - Cranbrook. We believe that in todays
competitive environment, preparation for college
should be comprehensive and challenging.
70 Message Development Process
- Communications Audit
- Discovery - External Market Research
- Holding up the Mirror - Internal Market Research
- Winnowing down the possible message points
- Identifying Leverage (what matters) Perception
points - Develop several concept positioning statements
- Test concept positioning statements on various
constituencies - Adopt an external message
- Develop a communication plan (dissemination)
- Develop a maintenance plan
71Break
72Social Marketing System
- Marketings Nine Components
- 1. Research
- Needs assessment, polling, process interviews,
process competition surveys, internal and
external surveys and environmental factors - 2. Internal Marketing Audit
- Examination of current services and how they
are developed, delivered and promoted how
and how well the institution serves the needs
and wants of target markets - 3. Identification and Selection of Marketing
Projects - 4. Setting Marketing Objectives
- 5. Targeting
- 6. Selecting Marketing Strategies
- 7. Creating Special Promotional Tools
- 8. Making Internal Adjustments
- 9. Evaluation/Recycling
Steps in the preliminary marketing process
The Plan
73Marketing Risk Situations
- At any given moment, every organization is at
risk from at least one of the following marketing
risk situations. This marketing risk situation is
often the point of origin of marketing projects. -
- Decline
- Static
- Inadequate growth in market share
- Sudden change
- Maintenance
- New product introduction
- Unusual action or inaction by the competition
74State of the Institution
- 1) Just added a new Lower School in 1999-2000
- 2) Donor gives 5 mil for Center for Diversity in
Education - 3) Drop in Boarding Enrollments
- 4) Overall new enrollments and admission activity
strong and steady for last 5 years - 5) Closest competitor is adding a Lower school in
2001-2002 - 6) Although already financially successful, the
summer camp program could accommodate 30 more
students. - 7) Insufficient growth in underrepresented groups
- 8) Multi-national financial services company
moving Global Headquarters to your areabringing
many new families with children
New Product Introduction
Sudden Change
Decline
Maintenance
Unusual Action by Competition
Static
Inadequate Growth in Market Share
Sudden Change
75Marketing Risk Situations
- At any given moment, every organization is at
risk from at least one of the following marketing
risk situations. This marketing risk situation is
often the point of origin of marketing projects. -
- Decline
- Static
- Inadequate growth in market share
- Sudden change
- Maintenance
- New product introduction
- Unusual action or inaction by the competition
Question Identify your institutions prominent
marketing risk situation.
76Marketing Risk Situations
Question Identify your institutions prominent
marketing risk situation.
77Section 3- Prioritizing Marketing Risk
Opportunities / Selecting the Marketing Project
- Ten Criteria for Marketing Opportunity/Project
Selection - High Medium Low
- Relevancy to organizational objectives o o
o - Severity of the problem o o o
- Support from funders o o o
- Benefits to organization o o o
- Benefits to target groups o o o
- Practicality of achievement o o o
- Visibility of project o o o
- Investment of staff time o o o
- Financial investment o o o
- Future trade value o o o
- Initial project/opportunity ranking
- 1 2 3 4
5 6 7 8 9
10 - High Low
78Section 3- Selecting the Marketing Project
- Six Steps in The Preliminary Marketing Process
- 1. Discuss with staff the nature of the project
and the marketplace - 2. List preliminary project objectives
- 3. Identify barriers to success
- 4. Detail opportunities that might exist
- 5. Establish a general category of targets
- 6. Outline an initial approach or workplan for
the project
79Section 4 - Setting Marketing Objectives
- Objectives must degenerate into work or else
they are just dreams. - Peter Drucker
- Setting objectives in marketing is a process
built around three factors - 1. Hierarchy 2. Work assignments 3.
Accountability - Seven Steps to Successful Objective Setting in
Marketing - 1. Write them down
- 2. Adopt them formally
- 3. Make them measurable
- 4. Make someone accountable
- 5. Be specific
- 6. Make sure theyre attainable
- 7. Rank them by priority
- Write a separate set of objectives for each
service or bundle of services. Done successfully,
this is essentially the work-plan for your
marketing project.
80Section 4 - Setting Marketing Objectives
- Overall Marketing Objective
- By the end of the next fiscal year we will
establish an Institutional Marketing Department
which, with the support of the Board of Trustees,
will take a leadership role in the overall
marketing effort of the institution, developing
and facilitating the implementation of one or two
marketing projects. - Objective A Create an infrastructure to support
marketing efforts - A-1 Establish a Board Committee on
Institutional Marketing - a-1 Set criteria for committee selection
- a-2 Identify and invite candidates
- a-3 Draft the Committees charter with Head
and proposed Board Committee members - a-4 Present position paper to Board
- A-2 Establish working relationship with head
- A-3 Build relationships with administrative
team - Objective B Acquire a budget
- Objective C Develop the marketing team
- Objective D Collaborate on how the marketing
process can work best here - Objective E Select one or two key marketing
projects - Objective F Implement marketing process
81Section 5 - Targeting
- Organizations are not able to serve whole
markets effectively. The organization is wise to
choose a segment or segments to serve and
differentiate its marketing programs for those
different markets. - What is it that makes groups within the
target market different from one another? What is
it that each of these target groups (or
organizations or individuals) wants? - Each target group has a special influence on
the institutions ability to operate in the most
effective manner. - Markets are
- 1. Identifiable
- 2. Homogeneous
- 3. Measurable
- 4. Reachable
-
82Section 5 - Targeting
- Segmentation Process
- Segmentation is a must as part of a
differentiated marketing strategy. Here are the
basic steps -
- 1. List the markets you see as important to
segment. - 2. Prioritize the relative importance of each in
the total scheme of organizational objectives. - 3. Each market in turn consists of
distinguishable market segments. Choose a
limited number to serve and differentiate
marketing programs accordingly. -
83Section 5 - Targeting
- Using this procedure, a slice of the
segmentation pie for a high price/high value
independent college preparatory school located in
an affluent area of growing young families
opening a new K-5 division might look like this - 1. Isolate Families with school-age children
- 2. Segment Families with school-age children
who live in gated communities in
geographic target market areas - 3. Break down into targets Families with
school-age children who live in gated
communities in target geographic areas and
are acquainted with a trustee, alumnus,
parent of alum, or current parent - 4. Develop strategies Direct marketing
strategies based on referrals and
relationship-building events such as
neighborhood coffees, one- on-one
conversations, small group presentations
84Section 6 - Strategies
- strategies are the creative end of marketing and
the most exciting part for many. - Growth Strategies
- The first level of growth opportunity analysis
uncovers opportunities present in the current
product/service market activity. For most
institutions opportunities in this grid are
always the most cost-effective places to begin
and can be accomplished through three main
marketing strategies.
85Three Intensive Growth Opportunities
New
Market Development
(Diversification)
Markets
Product Development
Market Penetration
Present
New
Products
86Section 6 - Strategies
- Growth Strategy Market Penetration
- Seeks increased sales for present services in
present markets through more aggressive marketing
efforts. -
Key Tactics - Increase unit of purchase -
Suggest new uses for the product - Offer price
incentives for increased use - Increase efforts
to attract competitors' customers - Step up
promotion - Improve brand differentiation -
Increase efforts to attract non-users - Increase
service trial through offering samples and
incentives - Pricing up or down - Advertise new
uses
87Section 6 - Strategies
- Growth Strategy Market Development
- Seeks to attract other market segments
-
Key Tactics - Open additional units through
regional expansion - Attract other market
segments by developing product versions that
appeal to these segments - Enter other channels
of distribution - Advertise in other media -
Build new relationships
88Section 6 - Strategies
- Growth Strategy Product Development
- Seeks to increase sales by improved services for
present markets -
Key Tactics - Develop new service features by
attempting to adapt, modify, magnify,
minimize, substitute, rearrange, reverse or
combine existing features - Create different
versions of the same product - Develop additional
models and/or sizes
89Section 7 - Special Promotional Tools
- It is universally accepted that intangible
services are promoted on the basis of a very
simple idea benefits to the consumer. The
marketing plan gives communications its
direction. - Promotional tools are used to direct
messages to target markets. Traditionally, the
management of promotional tools has been in the
hands of public relations. With the marketing
headset, these tools are not a mirror of
administration but a reflection of the attitudes
and needs of those who use or will use the
service or buy the product and are selectively
and strategically developed to do that. Marketing
research and strategies developed to reach
targets will cause promotional tools to
practically write themselves. - Traditionally there have been four
promotional channels - Sales
- Publicity Advertising Promotion
Personal Selling
90Section 7 - Special Promotional Tools
- Communications Continuum
- Awareness Comprehension Conviction
Action
91Awareness Comprehension Conviction
Action
-
- Publicity Advertising Promotion Personal
Selling - 10,11 12,13 8,9,10
1,2,3,4,5,6,7 - Marketing Communications Hierarchy
- 1. One-to-one, face-to-face conversation
- 2. Small group discussion or meeting
- 3. Person speaking before a large group
- 4. Telephone conversation between two persons,
webpage-dynamic - 5. Hand-written personal note
- 6. Typewritten, personal letter not generated
by a word processor - 7. Computer-generated "personal" letter,
e-mail, etc. - 8. Mass-produced, non-personal letter
- 9. Brochure or pamphlet sent out as a
direct-mail piece - 10. Article in institutional newsletter,
magazines, tabloids, webpage-static, etc. - 11. News carried in popular press (newspapers,
radio, television, magazines) - 12. Advertising in newspapers, radio, television,
magazines, posters, etc. - 13. Other less effective forms of paid
communication
92Section 7 - Special Promotional Tools
- Questions
- 1. Do your promotional tools reflect your
marketing plan? - 2. Are your key promotional tools a mirror of
administration or a reflection of the attitudes
and needs of your target market segments?
93Section 7 - Special Promotional Tools
- Saint Andrews Faculty Ad Campaign
- Cranbrook Message Brochure
94Break Out Groups- By Risk Group
- Brainstorm strategies and tactics for your group.
- Select a recorder and reporter for your group.
- Each group will have 3 minutes to report the
results of their brainstorming session. - Exchange contact information with group
membersyou all have similar issues.
95Section 8 - The Marketing Plan
- I. Problems and Opportunities
- II. Marketing Objectives for the Project
- A. Overall Objective
- EXAMPLE The school wishes to expand the volume
of its business by generating sufficient
applications for a new lower school to meet
financial projections of break-even within two
years of opening. - B. Primary Objectives
- 1. X (Develop communications programs to
support lead generation and lead management) - 2. Y (Develop a lead management program that
will generate 300 qualified leads by first
quarter FY 99-2000) - 3. Z (Develop a lead generation program that
will generate 300 qualified leads by first
quarter FY 99-2000) -
96Section 8 - The Marketing Plan
- II. Marketing Objectives for the Project
(Continued) - C. Subobjectives for each primary objective
- 1. X
- a.
- b.
- c.
- 2. Y
- a.
- b.
- c.
- 3. Z
- a.
- b.
- c.
97Section 8 - The Marketing Plan
- III. Marketing Targets for the Marketing Project
- A. Identify (primary only if one year or less)
- B. Why selected
- C. Exchange
- IV. Marketing Strategies for The Project (List
main strategies in general terms (market
penetration, market development, product
development, or diversification) - A. Main Strategies
- 1. Market penetration Through various
programs designed to reach trustees,
parents, alumni and other referral sources... - 2. Market development
- 3. Product development
- B. Strategy development by target group
- Identify type of strategy by code
- 1. Target group a
- 2. Target group b
- 3. Target group c
-
98Section 8 - The Marketing Plan
- IV. Marketing Strategies for The Project
(Continued) - C. Promotional Tools
- List (examples)
- 1. Letter from headmaster inviting referrals
- 2. Letter from Communications Office offering
targeted information - 3. Email messages
- 4. Lower school web page on web site
- 5. Talkpiece for neighborhood coffees
- 6. Curriculum package
- 7. Admission package
- 8. Dinner with headmaster
- 9. Neighborhood coffees
- 10. Ad Campaign (Saint Andrews Lower School
Ad) - VI. Monitoring Marketing Plan
- A. Proposal to measure effectiveness of each
objective
99Section 9 - The Structure
- The Institutional Marketing Committee
- The Institutional Marketing Committee has a
critical role in the success of marketing in the
organization. It can and should - 1. Offer comments on organizational marketing
goals and objectives - 2. Approve projected marketing objectives
submitted by administration - 3. Respond to invitations to contribute ideas
and direction to the preliminary marketing
process and initial marketing plans - 4. Assist in writing parts of the marketing
plan - 5. Counsel the marketing director when
requested - 6. Ask for the counsel and advice from the
staff marketer - 7. Inform the board about marketing programs of
competition - 8. Participate in market research
- 9. Visit similar schools in other areas to
assess their marketing approach - 10. Advocate marketings presence within the
school - 11. Participate in marketing project evaluations
100Section 9 - The Structure
- The Head of School
- The Head can positively influence the marketing
effort at your institution by taking the
following action steps - 1. By forwarding updated short- and long-range
plans and other documents - 2. By including marketing in top administrative
councils - 3. By providing rough sketches and outlines of
marketing challenges, problems and hypothetical
solutions - 4. By endorsing plans for marketing research
and participating in the preliminary marketing
process - 5. By meeting regularly with the marketer to
work out problems in research, market access or
planning - 6. By endorsing a triad arrangement among
marketing, development and admission - 7. By providing marketing entree to the Board
of Trustees - 8. By advocating the principles of marketing
before the Board and its committees - 9. By assisting in carrying out strategies
- 10. By participating constructively in the
continuing evaluation and recycling of each plan - 11. By supporting the feedback system developed
by the organization -
101Section 9 - The Structure
- The Marketing Project Team
-
Issues Tasks and responsibilities Specific
charge Leadership Authority Team
assignment Consultation and support
services Financing Timetable
102Section 9 - The Structure
- Suggested Steps in the Marketing Process
- 1. Convene the marketing team
- 2. Review, revise and agree on approaches from
initial project analysis including timetable - 3. Define primary objective of project detail
secondary objectives review against current
objectives and policies - 4. Discuss and agree on strategies
- 5. Identify key target dates for project
- 6. Identify all possible problems and
opportunities related to the project - 7. Review research activities
- 8. Initiate and conduct special research projects
as required - 9. Concentrate on identifying targets, analyzing
and ranking their importance - 10. Identify exchanges and sources of influence
that are related to targets