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Committee on Branding and Marketing Draft Recommendations
Submitted June 18, 2009
Introduction
Charge
The Branding and Marketing Committee was charged with establishing a strategy to
strengthen the University’s image and boost its recognition quotient. The Committee was
asked to determine the current image of the campus and identify the key strengths and
qualities that distinguish it from other colleges. This information will serve as the basis
for building a consistent and effective messaging and branding program as well as
informing marketing activities overall. As part of its charge, the Committee was asked to
identify the strengths and weaknesses of current marketing activities in order to enhance
those efforts.
Approach
Over the past four months, several meetings were held. After some initial brainstorming
about audiences, campus goals and current messages, as well as a look at existing data,
the Committee broke into two subcommittees, one to focus on establishing a plan to come
up with overarching messages to brand the campus, the other to focus on how to best
deliver the messages. A review of existing data about the campus’s image was conducted,
including an overview of current marketing undertaken by Public Affairs, Athletics and
Continuing Studies, Corporate and Distance Education. Additionally, each committee
member surveyed colleagues in his/her department or college.
Image Analysis: The Campus
Introduction
While several characteristics of the campus emerged as clear strengths or weaknesses,
other characteristics showed up in both categories. This is significant because it is a
reflection of the size and complexity of the campus, the range of perceptions about any one
characteristic and differences in opinion about priorities.
In addition, marketing UMass Lowell involves several target audiences, from prospective
to current students (graduate, undergraduate, continuing and online); alumni; donors;
corporate, government, and community leaders; the media; members of the UMass system;
opinion leaders in higher education; and more. Which characteristics are important to
which audiences? How do the different audiences feel about any one characteristic of the
campus? To which audiences should the campus tailor overarching messages?
Also, the campus’s history – merging from two institutions which operated separately for
over 80 years before becoming part of the UMass system in 1991– also complicates
perceptions about UMass Lowell by both internal and external audiences. What are the
core mission, values and character of UMass Lowell? What should they be? The answer,
still, is: it depends who is asked.
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These complexities sparked discussion about whether the current image of the campus
and the development of messages can be determined solely by members of the campus
community, who are unlikely to see the campus in a clear, objective light.
Some strengths and weaknesses emerged, as noted in the following section, along with a
list of those characteristics that found their way into both columns and why.
Strengths
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The quality of many academic programs is high and well known.
The comprehensive nature of the campus provides many offerings and opportunities
for students.
Campus life is becoming more vibrant. Students attend athletic events in greater
numbers, the number of students living on campus is increasing and there are more
and better activities going on throughout the academic year.
Tuition and fees, combined with the quality of offerings, make a UMass Lowell
education a good value.
Membership in the UMass system helps with name recognition and credibility.
The mid-sized University offers the resources of a large institution and the comforts
of a small one.
Ethnic, cultural and age diversity among the student population is a plus.
Winning athletics teams boost name recognition for the University as a whole. As
teams have become more successful, especially with the Division 1 ice hockey team
playing in Hockey East, the campus image has benefitted.
There are improved facilities across the campus. The Campus Recreation Center is
one example, but other improvements are more subtle – high tech classrooms,
individual labs and cutting edge equipment like the Nursing Simulation Laboratory
with SIMman.
Weaknesses
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An urban campus in the City of Lowell is still perceived to be a negative.
Some believe the University’s only strong programs are in engineering and science,
possibly because of their status over the last 100 years in the community and
regional industry.
UMass Lowell is still seen as a safety school.
Some aspects of campus life are not appealing. The perceived lack of weekend
activities, lack of a late-night venue for socializing and eating, and lack of shared
study/team project spaces are frequently noted by students.
There has not been a new academic building on campus in more than 30 years,
resulting in older buildings that suffer from “deferred maintenance” due to funding
problems.
The campus needs to increase its ethnic and cultural diversity (which is underrepresented in some groups) among faculty, staff and students.
Despite being a public university, only one-third of UMass Lowell’s budget comes
from the state.
SWOT Analysis: Current Marketing Efforts
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Strengths
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Quality of and cohesiveness of printed materials, banners and other professionally
produced marketing materials – from Fox Hall signage to the view book to the staff
phone book
The website is well designed and functional with successful integration of all firstlevel Web pages into the content management system for a consistent look. A pilot
project in search engine optimization and pay-per-click advertising is underway.
Marketing is expanding into new media: blogging, video on web, Facebook,
YouTube, Twitter, etc.
Partnering between Public Affairs and CSCDE on billboards has resulted in
improved visibility for CSCDE and University-wide programs than either entity
could have attained separately.
More marketing campaigns, such as “Gotta Be Here,” are being conducted as
partnerships among Public Affairs and other offices, such as Student Affairs,
Admissions and Athletics.
The University has produced more advertising, primarily radio and print,
particularly before important events or key recruitment periods.
The UMass system marketing, particularly TV advertising, helps the campus.
Weaknesses
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Marketing data are needed (focus groups, market research) to build a more
effective, data-driven marketing strategy.
 Lack of a consistent message or set of messages
 All members of the campus community need to consider themselves
advocates/representatives of the campus among all audiences.
 There is a need for consistent budgeting to plan multi-year strategies and hit bigger
ticket items, such as advertising.
 All communications to outside audiences should adhere to centrally controlled
standards.
 Better communications with internal audiences would enhance overall marketing.
 Perception that UMass Lowell is a branch or satellite campus to Amherst
 Lack of sufficient maps/directions/signs on and off campus
Opportunities
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Funding for marketing is better and more consistent.
Marketing is a growing administrative priority.
Marketing is more centralized on campus than in the past, allowing for more
effective strategy and programs.
The creation this year of the graphic identity standards guide will help brand the
campus.
Leverage television advertising produced by the President’s Office.
Threats
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The troubled economy, coupled with declining high school graduation rates, poses
risks for state budget funding, fundraising and recruitment.
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Ramped up competition from other institutions threatens to erode traditional
student pool.
Recommendations (All of which could begin or continue in FY10.)
1. Develop a marketing and branding strategy across all programs and departments to
communicate a clear, concise image of UMass Lowell to all audiences. This strategy
should be based on market research, including data such as focus groups and web
surveys. Messages should be developed along with a strategic plan for delivery.
2. Ensure that faculty and staff members recognize their responsibility to know the
campus’s messages and deliver them consistently. As the brand strategy is
developed, the internal audience should be familiar with the messages and
understand the importance of helping to deliver them.
3. Electronic communications have become critical to message delivery. The
University’s website should be enhanced with a redesign and a new content
management system, along with more Web 2.0 features such as audio, video and
blogging. Message delivery should be expanded in new media platforms such as
Facebook, Twitter, Flickr, etc.
4. The campus must project a consistent look in its promotional materials, including
appropriate use of the University and Riverhawk logos. The new identity standards
guide established this year needs to be implemented across campus. All
departments and offices should be equipped with materials needed for successful
marketing.
5. Develop strategies that will help raise the University’s profile and improve its
rankings in U.S. News and World Report and elsewhere. This effort may include
marketing specific on-going or new academic programs, recruitment of high caliber
students and faculty, and consistent outreach to key constituencies. This campaign
would dovetail with other efforts to improve the University’s image overall.
6. Messages about UMass Lowell should be delivered on a regular basis to diverse
national and international audiences. Increasingly, it is important to develop
international partnerships and to attract students, faculty and staff from across the
nation and around the world to remain a campus relevant to the global
marketplace. All marketing materials should reflect diversity in their content.
7. Expand high-visibility advertising such as billboards, television, radio and targeted
publications. Use of these message delivery systems in the past year has been
successful. They should be coordinated with development of the brand strategy.
8. Increase positive attention to the campus through a continued aggressive media
relations program to reach print, broadcast and web-based media. Without
decreasing attention to local media, strategies for attracting high profile or national
media such as The Chronicle of Higher Education and others should be developed
and implemented.
9. Signature events such as Commencement, the Chancellor’s Inauguration and major
fundraisers can be used to draw positive attention to the University and assist in
image-building. Bringing in compelling speakers or guests, garnering media
attention, highlighting large donors and attracting a wider range of attendees
should result in more awareness of the campus and its messages.
10. Expand outreach to those who mentor and assist prospective students in decisionmaking. Prospective students look to parents, teachers, guidance counselors and
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other adults to help make a college choice. The University must be more targeted
and aggressive in getting out communications to those audiences.
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