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Running Head: INTEGRATED MARKETING COMMUNICATION PLAN - ACCOUNTING
Integrated Marketing Communications Plan – Accounting
Professor Bharat Sud
MCS*3620
Mitchell Reisler – 0662093
Greg Fitzgerald – 0717594
Jonathon Segal – 0723487
Adam Levitt - 0709814
Integrated Marketing Communication Plan – Accounting
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Table of Contents
Table of Contents ............................................................................................................................. 1
Introduction ...................................................................................................................................... 2
Situation Analysis............................................................................................................................. 2
Market Analysis ........................................................................................................................... 2
Market Size and Growth........................................................................................................... 2
Regional Market ....................................................................................................................... 2
Market Segment Analysis ........................................................................................................ 3
Seasonal Analysis ..................................................................................................................... 4
Market Environment..................................................................................................................... 4
Customer Analysis ....................................................................................................................... 5
Competitor Analysis ..................................................................................................................... 5
SWOT............................................................................................................................................... 8
Integrated Marketing Communications Plan .................................................................................. 10
Marketing Objectives: Business Goals....................................................................................... 10
Marketing Strategies: ................................................................................................................. 11
Basis for Segmentation/Target Market: ................................................................................. 11
Positioning: ............................................................................................................................. 12
Competitive Approach: .......................................................................................................... 12
Target Audience: ........................................................................................................................ 12
Proposed Budget: ....................................................................................................................... 13
Communication Objectives ........................................................................................................ 13
Creative Objective ...................................................................................................................... 14
Creative Strategy ........................................................................................................................ 14
Creative Execution: .................................................................................................................... 15
Testimonials: .......................................................................................................................... 15
Slogans: .................................................................................................................................. 15
Media Strategy ........................................................................................................................... 16
Media Execution......................................................................................................................... 16
Interactive Online Communications:...................................................................................... 17
Experiential Marketing: Sponsorships ................................................................................... 17
Traditional Media: Print ......................................................................................................... 18
Flowchart/Media Schedule ......................................................................................................... 18
Plan Assessment and Evaluation .................................................................................................... 19
Conclusion ...................................................................................................................................... 20
Bibliography ................................................................................................................................... 21
Appendix ........................................................................................................................................ 22
Exhibit 1 –Front Brochure .......................................................................................................... 22
Exhibit 2 – Inside Brochure........................................................................................................ 22
Exhibit 3 – Print Ad.................................................................................................................... 23
Exhibit 4 – Facebook Page ......................................................................................................... 23
Exhibit 5 – Twitter Page ............................................................................................................. 24
Exhibit 6 – Blocking Chart and Schedule .................................................................................. 24
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Introduction
Throughout this paper an integrated marketing communications plan will be designed in
order to achieve an overall goal of increased enrollment in the University of Guelph Accounting
program. Through analysis of the internal and external markets, competition, customer’s, and the
current state of the program, a specified and integrated media plan will be designed. Further, a
proposed method of analysis will be included in order to guarantee success.
Situation Analysis
Market Analysis
Market Size and Growth
Though tuition has progressively increased In Canada over the last few years, enrollment
in Universities has continued to grow with undergraduate degrees becoming a requirement for
most entry-level jobs, especially in accounting. This in turn fuels the increase in enrollment
across universities in Canada. As of 2010, 755 000 students were enrolled in an undergraduate
program in a Canadian university (AUCC, 2011). For the Accounting program at the University
of Guelph, this is good news, as this trend will continue to improve as students wish to pursue
careers after their post-secondary education. The University of Guelph accounting program is
capitalizing on this market growth by planning to increase student enrollment from 500 currently,
to 800-900 students in the next 3 years.
Regional Market
The University of Guelph is located in Southern Ontario, and offers a small market appeal
to students from small market towns. The University of Guelph is not CGA or CA accredited, but
is CMA accredited, and this offers students the opportunity to manage a business, which is ideal
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for small market business owners. Within the University of Guelph accounting, majority of
students are from surrounding small market cities, in Southern Ontario. The potential for an
increase in students from the GTA to attend the University of Guelph with an improvement of oncampus recruitment by the big four accounting firms is a future growing trend that must be
looked at.
Market Segment Analysis
Within the university accounting program market, there are two segments: a business
degree with an accounting major, similar to The University of Guelph Bachelor of Commerce
Accounting, and an accounting degree, similar to Waterloo Bachelor of Accounting. Accounting
degree programs are very specific and focus directly on accounting as a career, as opposed to an
accounting major that provides a business background within that career. Business programs with
an accounting focus provide students with a variety of courses that make them well rounded. For
example, Accounting students in an accounting degree program will not be exposed to marketing
or management, but perhaps a little finance and economics. With business degree programs,
accounting students are exposed to a variety of courses such as marketing, management, finance,
human resources and economics, giving them a more complete set of skills that will prepare them
for a more successful career. To differentiate from competitors, UoG Accounting has added the
option of co-op or exchange for its students’, which provides them the opportunity to improve the
quality of their education. In association with a faculty that consists entirely of professionally
designated accountants, the University of Guelph accounting program offers a dynamic program
for students.
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Seasonal Analysis
Seasonally, students become aware of schools by doing research in their final year of high
school (grade 12). In terms of promotional and marketing material, it makes the most sense to
promote between October and January, as that is the period where students research, apply, and
accept university offers. With regards to The University of Guelph and because of the youth of
the program, and minimal amount of faculty, it only offers accounting on a set schedule basis
starting in the fall semester.
Market Environment
The current trends that will have the most significant impact on the results of the IMC
plan are the increasing use of interactive mediums by the population as opposed to traditional
media, as well as the rate at which tuition is increasing as compared to current inflation rates.
The majority of young Canadians, ages 12 to 29, spend more engaging in the realm of
interactive media as opposed to traditional media, such as television or radio. (Tuckwell, 2011)
This age bracket includes our target market of sixteen to eighteen year old high school students
with a seventy-five percent and above average; this technological trend along with our IMC plan
being largely based around the internet will allow us the reach a larger percentage of our target
market through individual mediums, and will facilitate our goal of increasing awareness around
this program and enhancing its image.
Another current trend that will factor into the results of the IMC plan is the rate at which
tuition is rising within Ontario. Under a national scope, tuition is rising at a rate of 6.2% annually
since 1990, with Ontario’s average tuition standing at $7,513 a year, the highest in the country.
(Beltrame, 2012) This rise in tuition is a province-wide trend, meaning that no individual school
benefits unless they have the funding to provide students with a wide range of scholarships or
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bursaries. However, this trend can be seen as detrimental to the accounting program as these high
tuition rates will restrict a large amount of graduating students from attending university, thus
shrinking the market size and increasing competition. This economic trend has the potential
severely limit the growth in enrollment aimed to achieve with this plan.
Customer Analysis
The University of Guelph Accounting (UoG Accounting) programs’ primary users are
potential students, current students, and parents of potential and current students. Potential
students are high-school students looking to learn about accounting programs in Ontario, or are
researching schools where they would like to apply. Current students are those who are already
enrolled in UoG Accounting’s program, or are looking to change majors within the school. As
parents tend be a primary influence on the decisions made by students in regards to the school
they will attend, as well as, usually, provide the financial input necessary for their children to
attend a university, The University of Guelph Accounting targets them with their marketing
plans.
Currently, students within the target market are loyal to proven, fully accredited, programs
that provide them the opportunity for success. This includes schools such as Laurier, McMaster,
Waterloo, and Brock. Once in a program, however, students are loyal to the school they go to,
and become advocates of the program. Currently, because of the youth of the UoG Accounting,
their customer loyalty within the market is in the recognition phase, with hopes of an increase in
brand awareness and loyalty in the future as a result of a new marketing plan.
Competitor Analysis
Guelph College of Management and Economics (CME) Accounting has 3 key
competitor’s who they compete with for the high quality students they are trying to attract:
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Laurier School of Business and Economics, McMaster Degroote School of Business, and Brock
Goodman School of Business. All of these schools have a longer history, then our two year
accounting program, and have a larger budget in order to promote their program and attract
potential students, while increasing the awareness students have of them in the market, and the
perceptions they hold.
Laurier School of Business and Economics:
The Laurier School of Business and Economics focuses their marketing communications
on the fact that they are a fully accredited business school, being accredited by the CA, CMA,
and CGA, and their strong relationships with these designations. (Laurier, 2012) Further, they
ensure, throughout all communications, that viewers know that they are the largest “Business
School” co-op program in the province. (Laurier, 2012) In terms of an online presence, Laurier
has a student association Facebook and Twitter page, both integrated with school colours and
themes, and sponsored by the Big 4 accounting firms and the CMA, providing students the
association between Laurier and the major market opportunities they can provide. Further, in
order to integrate the students into their online presence, Laurier offers online written testimonials
from past students, current professors, and industry professionals, which all students and
prospective students can read, as well as a career advising blog. Outside of their major online
presence, Laurier also hosts and sponsors case competitions throughout the year in order to
associate their name with accounting firms and designations. (Laurier, 2012) This is a way for
Laurier to create a lasting memory of their school, integrating the Big 4, and professional
designations with their target market, and current students. Laurier does not have a major
traditional media campaign, but does provide brochures to prospective students at case
competitions and University fairs, providing full detail of their program and what they offer. Due
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to the mass amount of marketing Laurier does through experiential, and online marketing, it is
evident that their marketing budget is exponentially higher than the University of Guelph’s
McMaster Degroote School of Business:
Similar to the Laurier School of Business and Economics, The Degroote School of
Business bases their marketing communications on the fact that they are a fully accredited
business school but, unlike Laurier, their communication also focuses on the fact that they offer
an exchange program for accounting students. Online, McMaster offers online video testimonials,
as well as a Facebook page, which provides information and answers questions asked by parents,
students, prospective students, etc. Further, through partnerships and associations, The Degroote
School of Business has partnered, and made it known through communications, with CPAexcel, a
company who provides CPA testing preparation exams to partner schools, helping increase
student’s perception of McMaster as a school who offers a quality education. In terms of
experiential marketing, Degroote offers a major presence in event marketing, and event
sponsorships. Once a year, they host the Fast Pace to the Case competition, which is sponsored
by all Big 4 organizations, and the major 3 professional designations; The ICAO, CMA, and
CGA. (McMaster, 2012) Further, the judges that are placed in this case competition are
professionals from the Big 4, allowing student participants an opportunity to make a name for
themselves in hopes for post-graduate positions. Further, outside of hosting case competitions,
McMaster Accounting students also participate in many cases around Ontario such as the KPMG
Ace the Case competition. (McMaster, 2012)
Brock Goodman School of Business:
On par with other competitive schools, The Goodman School of Business is a fully
accredited business school, which offers a co-op option. Their online presence includes a series of
webinars hosted by current students and professors, discussing the CMA, and CA options, as well
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as The Goodman School of Business and their integration with the accounting industry. Further,
Brock provides an online viral marketing video campaign called “Brock Stories” (Brock, 2012)
where professionals who work at the school, or have graduated from the school share their
experience and different stories while at the school. This is a large form of a testimonial and lasts
around 5:00 minutes, providing prospective students the chance to relate to highly qualified
professionals. In terms of experiential marketing, The Goodman School of Business hosts oncampus recruiting nights such as the CA night, as well as the Brock University Accounting
conference which is sponsored by the ICAO (CA) designation and provides a lasting memory
between Brock and the largest accounting designation available. In terms of traditional media,
Brock, similar to all other programs, offers a brochure for their accounting program and co-op
program, outlining all relevant information
All competitors are extremely competitive and penetrate the market in order to be leaders
in the market. Into the future, this will not change as each accounting competitor The University
of Guelph has strives to be the leader in the market, and that is done through active market
penetration and a large marketing budget.
SWOT
UoG Accounting has several strengths, most importantly is the exceptional placement rate
they offer students. UoG Accounting has a track record of 90%+ placement rate for careers
within 6-months of graduation in their respective field. (Currie, personal communication, 2012)
Further, all faculty members have a professional designation and therefore offer the experience of
having real-world training in the designation students wish to receive. The accounting program
offers students the opportunity to graduate in one semester less than key competitor’s such as
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Laurier, while providing them an increased opportunity to take multiple electives and specialize
in an area outside of accounting.
The biggest weakness that the UoG Accounting experiences is the amount of faculty per
students. Currently, there are 7 staff per 550 enrolled students (Currie, personal communication,
2012), representing a .012 staff per student ratio. In comparison to key competitors, UoG
Accounting is only CMA accredited, while key competitors are fully accredited. Further, because
of the youth of the program, the University has a difficult time recruiting students, as there is no
defined position in the target’s mind about what the program offers, and a resulting lack of
general awareness.
Within the external market, there are many case competitions hosted by various schools,
professional firms, and designations, which provide an opportunity UoG Accounting to increase
awareness, and perceptions held in the market. The program can either host or sponsor case
competitions which will have a direct influence on the perceptions student’s have in relation to
The University of Guelph. Currently only two of the big four accounting firms, PwC and KPMG,
recruit at the University of Guelph, which provides Guelph the opportunity to further build their
brand by attracting all four firms to recruit on campus. Further, as noted above, The University of
Guelph is only CMA accredited, and still have 550 students enrolled. By taking advantage of the
opportunity for CGA and CA approval, the University can attract higher quality students, as postgraduate opportunities increase through a fully accredited program.
As noted above, there are many accounting programs offered within Ontario, with Laurier
School of Business and Economics, McMaster Degroote School of Business, and Brock
Goodman School of Business, representing the biggest threat. The University of Guelph offers an
accounting focus within an overall commerce degree, and therefore, programs around Canada
who also offer an accounting focus, within a business degree are more of a threat to our target
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market. Within the external market, there is a trend towards an increase in tuition prices, as
mentioned above, and can prove to be a threat to students who do not have the available funds to
attend a program that costs too much. Further, because of the current economic instability, the
competition within the market is fierce and can force students to focus on a degree that can
provide a greater opportunity for post-graduate placement. Currently there are talks between the
professional accounting designations, The ICAO, CGA, CMA, to combine all designations and
become the CPA. The industry does not know the effect that this can have on university programs
and therefore could potentially remove the CMA accreditation that the The University of Guelph
currently has and due to the uncertainty that this can have it provides a threat that The University
of Guelph must stay on top of.
The IMC program will focus on highlighting the major strengths of the program, which
includes the phenomenal placement rate within 6-months post graduation, and the highly
qualified faculty. Further, the IMC plan will attempt to create a stable position in the minds of
consumers, and differentiate from competition in order to combat weaknesses within the
program. The opportunity for industry participation in case competitions, and developing
relationships with industry designations and major firms will be taken advantage of in order to
further combat the lack of awareness within the program. By differentiating from major
competitors, their threat within the market will diminish.
Integrated Marketing Communications Plan
Marketing Objectives: Business Goals
The marketing objective to be accomplished is the increase of student enrollment from
500 students, currently, to 700 students within one year’s time, representing a 40% growth. This
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in turn will result in a return of $4M in sales to the CME. Because the program is only 2-years
old, and currently in a growth phase, the goal is to reach maximum potential and market share,
which is currently 900 students within two years. The goal being presented is on a one-year
timeline, which is why the goal is 700 students, as apposed to 900. Further, by increasing
enrollment, the overall awareness of the program enhances leading to the potential for more staff,
higher quality students, and a greater awareness within the geographic market The University of
Guelph represents.
Marketing Strategies:
Basis for Segmentation/Target Market:
The market that the IMC plan will target is 16-18 year old male and female high-school
students who average 75%+. Further, the plan will be targeted across Ontario, with key markets
in Southern Ontario. The target students are dedicated to their career, future and education, and
are planning to achieve a post-secondary education. With the price of education growing, this
plan will target families whose income allow them to afford a post-secondary education.
Currently, many student’s do not have a familiarity with the University of Guelph accounting,
and thus this marketing plan must target student’s who are in the recognition phase of loyalty,
with the aim of this plan to grow their recognition into a preference, and a acceptable alternative
when choosing schools.
The rationale behind targeting students who recognize our brand but do not consider it an
acceptable alternative is that if we are already an alternative, students will most likely come to
Guelph and take a tour, learning about all of the things we offer. If the plan can get students to the
phase where they are willing to come and learn more, we have a higher chance of retaining them
as students.
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Positioning:
The position that this IMC plan will place in the minds of the target is that of The
University of Guelph Accounting providing a high-quality education, and providing students the
opportunity be accomplished in their careers post-graduation. In order to accomplish this, the
positioning strategy statement to be used throughout the campaign is as follows: UoG Accounting
provides a high-quality education and delivers students the opportunity to accomplish their
dreams.
Competitive Approach:
UoG Accounting provides students the opportunity to learn from dedicated faculty who
are all certified professionals within the industry. Further, dynamic teaching and small class sizes
allow the students to succeed in not only large, but small market firms. The opportunity that UoG
Accounting provides is an impressive 90%+ placement rate post graduation within students
respective fields. (Currie, personal communication, 2012)
Target Audience:
The target audience is an extension of the target market, where the target market is made
up of high-school students aged 16-18, the target audience are those students plus any potential
influencers to the decisions these students make such as parents and guidance counselors. At the
age being targeted, a student’s primary influencers, during a decision process are their parents, as
well as their primary means of finance. For this reason, although the plan targets the student’s
who The University of Guelph accounting would like to see apply to the school, the audience that
will receive the communications will be not only the students, but the people who help influence
their decision. We want parents and guidance councilors to be advocates for Guelph accounting,
and truly help push this program.
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Proposed Budget:
Currently, The University of Guelph Accounting budget is at approximately $5,000,
which is used primarily for the development and distribution of program brochures, as stated by
Elliot Currie. This number is subject to variations at the discretion of the board of governors of
the CME. Although $5,000 is the current budget, in order for UoG Accounting to capitalize on
their goals of increase enrollment, and perceptions held, an approximate proposed budget of
$27,000 is needed. This number was found by creating a marketing campaign that prioritizes the
marketing expenditures used by projected cost and effectiveness per dollar. The communications
plan will include the following material in prioritized order; online interactive marketing in the
form of Facebook, Twitter, and a touch-up to the current UoG Accounting page, the creation and
distribution of brochures, as noted above, experiential marketing through sponsorships of case
competitions and attending university fairs, and, if possible, the placement of an advertisement in
Maclean’s magazine. If this campaign is able to raise the budget needed to accomplish all
components of the communications plan, the objectives outlined will be completed, and a new
position will be placed in the minds of the target market and audience.
Communication Objectives
The intended objectives of the marketing communications plan is to enhance the programs
image, alter perceptions held in the market, differentiate UoG Accounting from key competitors,
and increase brand awareness. By enhancing the brand image and awareness, and changing
perceptions, the prospective students being targeted will be given the opportunity to associate the
University of Guelph with being a quality school. Further, by differentiating from the
competition, prospective students will include The University of Guelph in their set of possible
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alternatives. The ability to achieve these objectives has a direct correlation to the increasing
enrollment that the school aims to achieve.
Creative Objective
To communicate UoG Accounting as a high quality school that provides post-graduate
opportunities, a benefit statement and support claim will be implemented:
Key benefit statement: University of Guelph Accounting creates the leaders of tomorrow
and provides the opportunities necessary to succeed in a changing world
Supporting claim: 90%+ placement rate within 6-months of graduation
Creative Strategy
The creative strategy that will be implemented throughout the communications plan will
consist of messages that include a straightforward tone, and factual appeal. This means that all
communications designed will remain short and to the point, including facts that will
communicate the desired position noted above. The goal behind the communications plan is the
ability to communicate a new message, and create a new position in the target’s mind. By using a
factual and straightforward appeal, the communications plan is able to grab the audience’s
attention, and by simply illustrating UoG Accountings differentiating aspects, the opportunity for
increased awareness grows. This in turn will increase viewer retention and the effectiveness of
the ad. Further, the central theme that will be employed throughout the communications is that of
leadership and opportunity. Throughout all marketing endeavors, the target audience should
know, and have a feeling, that The University of Guelph creates leaders, and provides
opportunities for future success. This will be implemented by using facts relating to the
opportunities it provides, a colour scheme that represents opportunity, and the factual appeal that
will be used.
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Creative Execution:
The message to be presented targets UoG Accounting’s ability to create leaders, and
provide opportunities. This message will be created using, as noted above, a factual appeal, a
theme of opportunities and leaders, and a straightforward tone. In order to successfully present
this message, a combination of testimonials, and slogans will be used.
The campaign will include one print ad, one brochure, one event sponsorship, and the
development of two social media platforms.
Testimonials:
Due to the youth of the accounting program, it is important that students and professors
provide first hand information about what this program can do for prospective students. It is
possible that student’s perceive, because of its youth, that this accounting program cannot provide
the education and opportunities that they would like to receive. Testimonial’s can be a way to
debunk this myth by offering credible, and factual, information while combating this weakness.
Slogans:
The use of slogans will be implemented in order to supplement the tone and appeal being
used - straightforward and factual. Further, the slogan will encompass the central theme as
mentioned above. By being short, and catchy, a slogan provides an increased opportunity of
retention within the target market. The slogan to be used throughout the campaign will be:
“Leaders create opportunities, we create leaders”. This slogan directly correlates to the central
theme, and tone, as well as the differentiating aspects UoG Accounting wants to position
themselves with, providing opportunities for future success. Further, this slogan also integrates
with the overall CME vision of creating leaders in a sustainable world.
Refer to figure __ to view the slogan in an ad, and online.
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Media Strategy
The target market used is fairly defined and thus will be targeted using a profile-matching
media strategy, in which the communications will be placed in mediums which targets the same
demographic and thus the target market will effectively be exposed to the advertisement and
message communicated through the IMC plan. . By using the creative strategy and media strategy
simultaneously, a synergistic effect is created and the right message is communicated to the target
market through the proper channels. The geographic coverage to be implemented will be through
the use of key market coverage. Because the target market, and majority of student’s that attend
UoG reside in Ontario, and more specifically, southern Ontario, it makes most sense to target
based on that specific market. It doesn’t make sense to target geographic locations nationally, as
minimal, if any, students studying at the UoG are from locations outside of Ontario (Currie,
personal communication, 2012). A seasonal media schedule will be used to implement this plan
because of the timeline when student’s research, apply, and accept school applications. In terms
of time of the year, this will take place from approximately November to January. Although there
will be marketing communications implemented all year long, to build awareness and answer
questions, the bulk of the communications will take place during the application season. The
engagement that will be integrated within this plan will be medium to high thanks to the
development of two social media platforms, and will be used to alter perceptions, develop
personal relationships, and increase awareness.
Media Execution
The media outlets that will be used within this communications plan will include, and is
prioritized as follows: online, experiential, and print media.
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Interactive Online Communications:
The objective of the implementation of online interactive communications through the
introduction of two social media networks is increasing awareness, changing perceptions, and
engaging the target market. These objectives will be achieved through the creation of two social
media pages, Facebook and Twitter, which will be integrated together with the central theme of
leadership and opportunity at the forefront. The two pages will be used in order to provide a
personalized atmosphere where the target audience can receive specified answers to their
questions, and an in turn make an easier decision about post-secondary education. Please refer to
exhibits 4 and 5 for a snapshot of the proposed platforms, and their integration with CME and this
communication plan. Further, with a modernized UoG Accounting website, the target audience
will be able to learn more, and view online video testimonials from faculty, and students. For the
proposed budget for the maintenance of these mediums, please refer to exhibit 6.
Experiential Marketing: Sponsorships
The objective of the use of experiential marketing is to build an association between UoG
Accounting and the opportunities it can provide. By associating UoG Accounting with
accounting designations, or major accounting firms, an association is developed, which can lead
to a change of perceptions within the market. UoG Accounting will sponsor a case competition
hosted by PwC, one of the big four major accounting firms, in October, (Ridder, 2011) during the
peak season of school application and research. By sponsoring this case competition, UoG
Accounting will have the opportunity to place a banner in association with PwC, at the event,
thus increasing its awareness, and its position in consumers mind.
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Traditional Media: Print
The objective behind using traditional media in form of print media is altering
perceptions, creating a greater awareness of the program, and differentiating from the
competition. Print Media, in magazines and brochures, provides the opportunity to draw viewers
attention with a vivid display, as well as provide all necessary information directly to the target
audience. Please refer to exhibit 1 and 2. This form of media is directly correlated to the appeal
and tone that the campaign is offering, factual and straightforward, as it provides enough copy
space to include the relevant information needed. Brochures outlining all relevant information
about the program, professors, and courses will be distributed all year long. Further, if possible, a
colour ad will be placed in Maclean’s On-Campus edition in November to entice readers to learn
more about the program, facilitating the profile-matching strategy. Please refer to exhibit 3 for a
proposed print ad, as well as exhibit 6 to view the proposed budget requirements.
Flowchart/Media Schedule
UoG Accounting is able to reach their target market at peak periods by using a seasonal
media schedule. Throughout the year there will be certain media promotions used to increase
awareness, such as Facebook, Twitter, and the distribution of program brochures, with a total cost
of $5,000. In order to maintain the two social media sites, a student will be hired without a
monetary compensation, but instead an opportunity to work hand in hand with a professor in the
program, and build new relationships. However, because the ultimate goal is to increase
enrollment, during school research and application season, October to January, the amount of
media used will be bolstered. In September, UoG Accounting will attend the university fair
costing approximately $5,000, and in October, UoG Accounting will sponsor a case competition,
which will also cost $5,000. In November, ideally, an ad should be placed in the On-Campus
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edition of Maclean’s magazine at a cost of $11,580. In total, this communications plan will cost
approximately $26,580. Refer to exhibit 6 for more information.
Plan Assessment and Evaluation
The integrated marketing communications plan that we have developed will produce
positive results that will effectively combat our programs current weaknesses and threats, as well
as take advantage of the mentioned strengths and opportunities. The tone of the proposed
advertisements is straightforward and factual, which will facilitate the demonstration of the
programs strengths and capitalization of their opportunities. If the overall marketing objective of
increasing enrollment is achieved, the probability of more full time staff positions being approved
will increase, thus combating the programs main weakness of being understaffed.
Traditional Media-Print
In order to evaluate the ads that were developed to implement in this plan, a Starchreadership test will be applied. We will apply this test to both our recommended MacLean’s’ ad
as well as The University of Guelph’s brochure that is currently distributed to those interested in
the accounting program. This post recognition test will measure the proposed ads capability of
capturing the viewer’s attention. Due to the tone of our advertisements being factual and
straightforward, the ad’s do not require the ability to maintain or keep viewers interested. If
viewers are aware of the ad, they will read the minimal and factual information provided. If our
proposed mediums of print advertisements fail to meet the requirement of this test, than the ads
will be altered and re-tested in order to fulfill successful requirements.
Interactive Media-Online
The measurement of success in regards to the Facebook page that will be implemented
will be based around likes of the page. Our criteria of success will be set at 750 likes of the page,
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Integrated Marketing Communication Plan – Accounting
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which is based around the current level of enrollment in the program and potential applicants to
follow.
Our level of success for the implementation of a Twitter page will be set at 30% of our
like on Facebook, which totals 225. When compared to the Facebook page, we do not expect as
significant of a following due to popularity levels of this medium amongst our target market.
In regards to the implementation of an updated website for the universities accounting
program, and its integration with the College of Management of Economics’ new vision, our
criteria for success will be based on visits and stickiness. It is expected that 800 unique visitors
per month will visit the updated website, as well as an average time spent on the site to be five
minutes. The time spent on the website will be minimized due to the sites straightforward and
factual appeal.
Experiential Marketing-Sponsorship
In order to measure the success of our sponsorship, pre and post event market research
will need to be conducted. This research will inform us of whether or not the event was
successful in increasing our brand awareness, enhancing our programs image, and making an
association between The University of Guelph and the professional association. If the event is
unsuccessful there is no remedy, it has to be looked at as a sunk cost.
Conclusion
If UoG Accounting is able to implement this communications plan they will successfully
accomplish their goals. Through the integration of various print media, online interactive
communications, and experiential marketing, the target audience will experience an increase in
awareness, a change in perceptions, and differentiate UoG Accounting from key competitors. By
accomplishing these communication goals, enrollment will increase as well.
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Bibliography
AUCC (2011) Annual Report. Trends in Higher Education, 1.
Beltrame, J. (2012, Sept. 11) Tuition Fees Rising Faster than Incomes and Inflation.
Canadian Press. Retrieved from http://oncampus.macleans.ca/education/2012/09/11/
tuition-fees-rising-faster-than-incomes-and- inflation/
Brock University (2012) Accounting program. Retrieved from http://www.brocku.ca/co-op
/accounting-program
Brock University (2012) Brock Stories. Retrieved from http://stories.brockubeta.ca/faculty/
goodman-school-of-business
Laurier (2012) Professional Designations. Retrieved from http://www.wlu.ca/page.php?
grp_id=356&p=7130
McMaster University (2012) Accounting and Financial management Services. Retrieved from
http://www.degroote.mcmaster.ca/ug/outlines/Accounting.html
Tuckwell, K.J. (2011) Integrated Marketing Communications: Strategic Planning
Perspectives(3rd ed.). Toronto: Pearson Education
Ridder, C. (2011, September 30). Pwc case competition. Retrieved from
http://blogs.mccombs.utexas.edu/leadership/2011/09/30/pwc-case-competition/
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Appendix
Exhibit 1 –Front Brochure
Exhibit 2 – Inside Brochure
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Exhibit 3 – Print Ad
Exhibit 4 – Facebook Page
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Integrated Marketing Communication Plan – Accounting
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Exhibit 5 – Twitter Page
Exhibit 6 – Blocking Chart and Schedule
Blocking)Chart)
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24