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Building a Strategic University Brand Positioning California State University, East Bay as a Regional University of Choice

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Serves Alameda & Contra Costa counties. 33 communities; 2.5 million residents ... Alameda and Contra Costa (East Bay ) households (1998, 2003, 2005, 2008) ... – PowerPoint PPT presentation

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Title: Building a Strategic University Brand Positioning California State University, East Bay as a Regional University of Choice


1
Building a Strategic University Brand
Positioning California State University, East
Bay as a Regional University of Choice
Jay Colombatto Executive Director, University
Communications California State University, East
Bay May 2008
2
Building a Strategic Brand for CSUEB Agenda
  • Background California Higher Education, the CSU,
    and CSUEB
  • Branding and Positioning in Higher Education
    Definitions, Role, and Relevance
  • Branding Objectives at CSUEB
  • The CSUEB Approach to Brand Development
  • Positioning CSUEB Communicating our
    Distinctiveness
  • CSUEB Branding Vision, Messages, and Strategies
  • Putting the CSUEB Brand to Work An Integrative
    and Collaborative Endeavor

3
Background The CSU and CSUEB
4
Building a Strategic Brand for CSUEB The Path to
Higher Education in California
  • California High Schools
  • 1,182 High Schools
  • 1,800,000 Students
  •  350,000 Graduates/Year

CA Community Colleges  109 Campuses
 2-Year Associate Degrees
The California State University 23
Campuses  Bachelors Degrees  Masters
Degrees  Professional Doctorate
  • University of California
  •  10 Campuses
  •  Bachelors Degrees
  • Masters Degrees
  •  Doctorate Degrees
  •  Professional Degrees

Private CA Universities  100s  Bachelors
Degrees  Masters Degrees Doctorate
Degrees Professional Degrees
Source www.calstate.edu and California Dept. of
Education
5
Building a Strategic Brand for CSUEB The
California State University System
  • Largest, most diverse university system in nation
  • 23 campuses across state
  • More than 450,000 students
  • Graduates 82,000 students/year
  • Highly affordable _at_ approximately 3,350/year
  • Practical, hands-on education
  • Known for job-ready graduates
  • Expert, professional faculty
  • Supports more than 207,000 CA jobs
  • 7.46 billion annual economic impact
  • Vital to CA economy providing next- generation
    workforce bridge to middle class

The CSU Working for California
Source www.calstate.edu 2007
6
Building a Strategic Brand for CSUEB California
State University, East Bay
  • The S.F. East Bay regions CSU
  • Serves Alameda Contra Costa counties
  • 33 communities 2.5 million residents
  • 3 East Bay locations Hayward Concord
    Oakland
  • Enrolls 12,500 students graduates 3,500/year
  • Contributes 341 million/year to local economy
  • Largest producer of math and science teachers in
    CA
  • 90,000 Alumni 85 live and work in East Bay
  • Earn 1 billion/year attributable to CSUEB
    degrees
  • Committed to regional stewardship, exemplified
    by
  • Academic and strategic planning plus business
    partnerships focused on meeting workforce needs
  • Comprehensive campaign with stewardship
    commitments/programs as fundraising priorities

7
Building a Strategic Brand for CSUEB CSUEB
Student Profile As Dynamic and Diverse as the
Region we Serve
  • 13,124 students enrolled (Fall 2007)
  • 10,681(81) Undergraduates1
  • 2,443 (19) Graduates1
  • 62 Female 38 Male1
  • At least 51 are minority 2
  • 26 Asian/Pacific Islander1
  • 25 White1
  • 13 Hispanic1
  • 11 African-American1
  • 1 Native American1
  • 17 Other/Decline to State1
  • 7 International
  • Mean age is 271

1CSUEB IRA Web site Fall.Headcount.Enrollment.1-1
.pdf. 2Sum of Asian/Pacific Islander, Hispanic,
African-American, and Native American
8
Building a Strategic Brand for CSUEB Nature of
CSUEB Students
  • Highly focused on business of being in school
  • Pragmatic equate degree with skills needed for
    jobs
  • Only moderate interest in a broad general
    education
  • Seek rapid/early department, program, major
    connection
  • Desire faculty connection/interactionclassroom/be
    yond see faculty as career-launchers
  • Interest in campus life, but needs different than
    residential campus
  • Undergraduate students much like
    adult/transfer/grad students
  • Concerned about time-to-degree,
    convenience/access, and life/work/school balance
  • Many are first in family to attend college
  • Concerned about fitting in, succeeding in
    college and getting help if needed
  • Affordability and financial aid is a top concern
  • Expectations often have been adjusted
    (cost/location are often primary drivers)
  • Often uncertain about difference between prestige
    and quality

9
Branding Positioning Definitions and Role
in Higher Education
10
Building a Strategic Brand for CSUEB What is
University Branding?
  • Much more than logo or look and feel of
    publications and advertising
  • About building and owning a position in hearts
    and minds of constituents (customers)
  • Provides a distinguishing core idea or image
  • Communicates value and worthiness and
    establishes choice
  • Our trustmark or promise to our constituents

11
Building a Strategic Brand for CSUEB Positioning
The Brand Foundation
  • What is Positioning?
  • The verbal component of our brand
  • Expresses in words whats distinctive about how
    we do what we do
  • Provides a common concept and language set to
    express brand
  • Communicates and translates our mission to the
    marketplace
  • Used across all institutional communications
  • Articulates and conveys
  • Unique culture, offering, values, and personality
  • Nature of the student body and experience
  • Our promise to constituents

12
Building a Strategic Brand for CSUEB Positioning
The Brand Foundation
  • Whats Required for Effective Positioning?
  • Meaningful
  • Communicates simply and clearly
  • Memorable
  • Can be recalled
  • Relevant
  • Valued and speaks to what target audiences care
    about (resonates)
  • Believable
  • Appropriate and rings true

13
Building a Strategic Brand for CSUEB A Short
History of Branding and Positioning in U.S.
Higher Education
  • As competition grows, universities have become
    increasingly concerned about image
  • 1980s private universities concerned about
    price competition from publics
  • 1990s public universities concerned about
    proliferating competition
  • Shared recognition that
  • Public confused by blurred identities and
    multiple choices
  • Prospective students and their parents can
    vote with tuition dollars
  • Prospective friends/supporters can vote with
    donations
  • Citizens (literally) vote on how tax dollars
    spent
  • 2001 CSUEB begins development of its brand
  • Recognized need to develop a competitive position
    and become a choice
  • Newest college generation Millennial
    attracted to well-defined, well-expressed brands
  • Assures quality and peer acceptance simplifies
    complex choices including college

14
Branding Positioning CSUEB
Objectives
15
Building a Strategic Brand for CSUEB Whats our
Objective?
To become a real choice and get included in the
choice set.
Are we inside the choice set ?
Or are we out?
Consider ? Apply ? Enroll ? Recommend
? Donate ? Vote/Support ?
The stronger our brand the more effectively we
can recruit, secure donor support, and strengthen
CSUEB.
16
Building a Strategic Brand for CSUEB Why is
Branding (Becoming a Choice) Mission-Critical
for CSUEB?
  • Grow Enrollment
  • CSUEB has not reached full potential and planned
    enrollment
  • Enrollment growth new programs more faculty,
    classes, and student services
  • Rebalance Enrollment
  • CSUEB has out-of-balance 6832 upper/lower
    division student ratio1
  • Standards for healthy, sustainable university
    call for 6040 ratio
  • Preserve Market share and Increase Penetration
  • CSUEB has lost local market share to SFSU and
    SJSU
  • Develop new Markets
  • Too dependent on nearby markets (12- to 15-mile
    radius)
  • K-12 populations declining percentage of
    CSU-ready HS grads declining
  • Increase Donor Recognition and Private Financial
    Support
  • Public support for higher education is declining



1CSUEB IRA May 2008
17
Building a University Brand The CSUEB
Approach
18
Building a Strategic Brand for CSUEB Whats the
Basic Premise?
  • The most effective way to advance the institution
    is to talk to our constituents from our
    research about whats most important to them.

19
Building a Strategic Brand for CSUEB How CSUEB
has Approached Building its Brand
  • Leadership made commitment (2001)
  • Created position and hired brand evangelist and
    point person (2001)
  • Built a solid research foundation (2002 -
    ongoing)
  • Tasked two committees to develop brand
    positioning platform and plan (2002)
  • Integrated Marketing and Student Research
  • Staff, faculty, student, administrator
    representation
  • Hired full-service agency specializing in higher
    ed marketing (2002-2003)
  • Examined existing institutional research
    (primarily admitted student data)
  • Conducted internal and external focus groups
  • Commissioned external market research including
    awareness and perception
  • Alameda and Contra Costa (East Bay ) households
    (1998, 2003, 2005, 2008)
  • Focus College-bound high school students and
    parents/influencers

20
Building a Strategic Brand for CSUEB How CSUEB
has Approached Building its Brand
  • Measured awareness and gauged quality perceptions
    of CSUEB versus competitors
  • Identified qualities constituents desire needs
    they expect us to fill
  • Identified performance and perception gaps we can
    and want to fill
  • Developed and adopted positioning platform part
    promise, part aspiration (2003)
  • Put it to work with commitment to 360 marketing
    and communications (ongoing)
  • Changed name to reflect regional commitment,
    connection, and mission (2005)
  • Developed and adopted strategic communications
    guidelines (2005)
  • Adopted new institutional ID (seal and logo) to
    reflect regional commitment (2006)
  • Based decision based on perceptual
    mapping/graphic communications testing (2005)
  • Created graphic (brand) identity guide and
    resource
  • Combined Marketing Communications and Public
    Affairs into integrated unit (2006)
  • Office of University Communications

Online _at_ http//www.csueastbay.edu/communications
/identityguide/
21
Building a Strategic Brand for CSUEB How CSUEB
Approached Building its Brand
  • The Office of University Communications provides
    CSUEB brand leadership.
  • Mission Increase awareness of CSUEB, shape
    University image, and advance CSUEB objectives
    among all constituencies via integrated,
    strategic communications
  • Role Develop strategies, create standards, and
    produce communications in support of CSUEB
    priorities and initiatives, including
    enrollment, fundraising, public relations
  • Work  Public and Media Relations
  •  Enrollment/Recruitment Marketing
    Communications and Publications
  • Development (Fundraising) Communications,
    Publications, and Marketing
  • Employee and Alumni Communications and
    Publications
  •  Advertising, Awareness, and Advocacy Campaigns
  •  University Branding, Brand Marketing, Design,
    and Publication Services

22
Building a Strategic Brand for CSUEB Whats
Required to Extend, Strengthen and Sustain our
Brand?
  • We recognize that for the CSUEB brand to succeed,
    the University must
  • Be funded, operated and led to deliver on
    its brand promise
  • Have an organizational framework to align brand
    aspirations with strategic plans
  • Create a new planning process tying resources to
    objectives, goals and brand
  • Foster a campus culture of brand confidence,
    pride and shared vision of future
  • Institutionalize its brand with every "touch
    point"/experience reinforcing the brand promise

23
Positioning CSUEB Communicating our
Distinctiveness
24
Building a Strategic Brand for CSUEB The CSUEB
Brand Foundation Our Positioning
  • Positioning Concept/Summary What Sets us Apart
  • CSUEB is a student-centered institution. While
    faculty scholarship is prized, teaching and
    student interaction are our primary mission.
    Beginning with prospective students' first
    experience on campus and continuing through their
    relationship with the University as alumni, CSUEB
    programs and services are designed to meet
    student needs as effectively and efficiently as
    possible. Moreover, with low fees, small classes,
    convenient locations, generous financial aid, and
    a overarching focus on student success, Cal State
    East Bay makes high quality higher education
    truly accessible to students of all backgrounds.

25
Building a Strategic Brand for CSUEB The CSUEB
Brand Foundation Our Positioning
  • Positioning Statement
  • California State University, East Bay supports
    the quest of students of all backgrounds to
    discover and develop their personal potential and
    career paths.

26
Building a Strategic Brand for CSUEB The CSUEB
Brand Foundation Our Positioning
  • CSUEB Qualities (Evoke Words)
  • Personal
    Professional Achievable

27
Building a Strategic Brand for CSUEB The CSUEB
Brand Foundation Our Positioning
  • Creative Execution (Tag Line)
  • Cal State East Bay.
  • Where All Your Possibilities Come Into View.

28
Building a Strategic Brand for CSUEB The CSUEB
Brand Foundation Our Positioning
  • Put another way
  • Cal State East Bay offers
  • a professionally focused, academically rich,
    multicultural learning experience
  • that combines the personalized learning
    environment of small, private college,
  • with the value and resources of a major state
    institution.

Also see http//www.csueastbay.edu/communications/
identityguide/UniversityPositioning.html
29
CSUEB Branding Positioning Vision,
Messages, and Strategies
30
Building a Strategic Brand for CSUEB Brand Vision
  • Brand Vision
  • CSUEB can distinguish itself and achieve a
    position of choice by
  • Assuming an earnest, active, and highly visible
    regional stewardship role
  • Aligning its offerings with changing regional
    community and workforce needs
  • Adopting expanded and new models and modes of
    access, teaching, and learning
  • Brand Strategy
  • By growing enrollment and private financial
    support through a position of choice, CSUEB can
    not only meet regional education and workforce
    needs, but also grow its resource base, enabling
    it to
  • Achieve a new margin of excellence through
    academic innovation
  • Provide optimal conditions for student success
  • Offer the quality of student services, support,
    and outreach required for truly broad access

31
Building a Strategic Brand for CSUEB
Brand-Supported Enrollment Objectives
  • Key Objectives
  • Grow enrollment by 3 - 4 annually from 13,000
    (current) to 25,000 (capacity)
  • Manage and rebalance enrollment
  • Focus on first-time freshmen
  • Increase lower division/upper division student
    ratio from 3268 to 4060
  • Increase local, core market penetration (urban
    East Bay/non-traditional students)
  • Build new markets (suburban East Bay and
    out-of-area/traditional students)

32
Building a Strategic Brand for CSUEB Key
Brand-Vision and Strategic Communications Themes
  • CSUEB's core mission and vision is to be the
    regions high-access university of choice.
  • Broad access with a commitment to student
    achievement is a hallmark of CSUEB.
  • At CSUEB, high access does not diminish but
    rather enhances and supports quality.
  • CSUEB is the East Bay's CSU, committed to
    regional engagement and stewardship.
  • CSUEB works for the East Bay, helping ensure its
    social, economic, and cultural vibrancy
  • CSUEB student profile is as dynamic and diverse
    as the communities we serve.
  • CSUEB is changing its programs and outreach to
    serve changing community needs.
  • CSUEB is known for beautiful campuses with
    beautiful views warm, welcoming, and inspiring
    settings for learning, personal discovery,
    growth, and friendship.

33
Building a Strategic Brand for CSUEB CSUEB
Brand-Building Messages and Strategies
  • Focus message on academic experience benefits
    students value
  • Emphasize reputation for small classes/personal
    attention
  • Emphasize choice of more than 100 fields of study
    (majors, minors, options)
  • Note strong, professional school-to-career
    character with service-learning opportunities
  • Take advantage of good characterizations of
    faculty in classroom
  • Discuss how faculty serve as mentors, advisors,
    and career launchers
  • Showcase achievers/success stories to prove
    quality/goals met
  • Illustrate quality and student satisfaction via
  • Princeton Review Best Western College
    designation (2005, 2006, 2007, 2008)
  • Princeton Review Best Business School
    designation (2006, 2007)
  • US News World Report designation as Top-Tier"
    master's-granting university in West

34
Building a Strategic Brand for CSUEB CSUEB
Brand-Building Messages and Strategies
  • Highlight distinctive CSUEB Freshman-Year
    Experience
  • Point to Freshman Learning Communities proven
    results
  • Better Learning higher GPAs, high retention,
    more reliable 4-year graduation
  • Lumina Foundation and Syracuse University call it
    a National Model
  • New freshman year social and academic programs
  • Guaranteed classes and priority housing for
    first-time freshmen
  • Discuss changes, growth, momentum at CSUEB
  • New Business Technology Center
  • Student union expansion
  • New student housing and dining commons
  • New one-stop student services building
  • Emphasize up-to-date, in-demand offerings
    including new/revamped majors

35
Building a Strategic Brand for CSUEB CSUEB
Brand-Building Messages and Strategies
  • Leverage awareness of CSU and professional
    readiness reputation
  • Leverage awareness of CSU and value/cost
    reputation
  • Note major CSUEB advantage quarter
    system/year-round learning
  • Fast, flexible, with ability to accelerate
    learning or set own pace
  • Emphasize location, location, location
  • Convenient/nearby attractive to local,
    non-traditional students
  • Bay Area/northern CA location attractive to
    out-of-area traditional students
  • Midway between San Francisco/Silicon Valley
    close to jobs, entertainment, culture
  • Offer proof-points for commitment to access and
    achievability
  • Guaranteed admissions to all who meet CSU
    eligibility criteria
  • Wide range of students support and services
    including tutoring and mentoring
  • More than 37 million in financial aid awarded
    annually

36
Putting the CSUEB Brand to Work An
Integrative and Collaborative Endeavor
37
Building a Strategic Brand for CSUEB Putting our
Brand to Work
  • University executives strongly support CSUEB
    branding and strategic communications.
  • Integrated Marketing Communications Committee
    sets brand and positioning standards.
  • Division/unit heads support and encourage brand
    consistency.
  • Office of University Communications oversees
    CSUEB branding and communications.
  • Planning Enrollment Management Division deploys
    CSUEB brand and is major client of UCom.
  • CSUEB annually invests more than 1 million in
    combined strategic communications including
    marketing, pr, publications, advertising,
    promotion, and events across all units.

38
Building a Strategic Brand for CSUEB Putting our
Brand to Work
  • Channels used by CSUEB to Communicate Brand and
    Position
  • Publications (csueastbay.edu/communications/market
    ing_pub.html)
  • Advertising
  • Print
  • Transit/Outdoor
  • Radio TV (www.csueastbay.edu/communications/TV_R
    adio/)
  • Web/Internet/e-Marketing (www.csueastbay.edu)
  • Direct Marketing
  • Media Relations/Public Affairs/News
    (news.csueastbay.edu/index.php)
  • Events
  • Speeches
  • Word of Mouth

39
Building a Strategic Brand for CSUEB 360 Brand
Communications
  • Prospective Students
  • Influencers
  • Current Students
  • Alumni
  • Donors
  • Community
  • Faculty Staff
  • Friends
  • Voters
  • Legislators

? ? ? ? ? ? ? ? ? ?
40
For more information Presentation
online at http//www.csueastbay.positioning_prime
r
Jay Colombatto Executive Director Office of University Communications California State University, East Bay WA 908 510.885.4678 jay.colombatto_at_csueastbay.edu Dan Bellone Marketing Communications Manager Office of University Communications California State University, East Bay WA 433 510.885.2766 dan.bellone_at_csueastbay.edu
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