Download AP-39 Implementing Marketing Segmentation Audit Recommendations

The Higher Learning Commission Action Project Directory
Morgan Community College
Project Details
Title
Implementing Marketing Segmentation Audit Rec ommendations
Category
2 - Meeting Student and Other Key Stakeholder Needs
Status IN REVIEW
Updated 10-05-2015
Timeline
Rev iew ed
Planned Proj ect Kickoff 08-15-2014
Created 11-13-2014
Target Completion 08-15-2015
Version 1
1:
PROJECT SUMMARY
A:
The purpose of this project is to implement the changes to the marketing plan that w ere the outcome of last year’s marketing
segmentation audit project (AP-36). (The purpose of the previous project w as to determine new student groups to target for
educational offerings and services.) The objectives for the 2014-15 marketing plan are:
• to consistently brand MCC and its affiliates
• to expand the w ays w e communicate to the MCC service area
• to update and increase usability of MCC’s w ebsite
The project w ill involve the College President, Director of Marketing, the Integrated Marketing Committee, Center staff (i.e. campus
branches), the Director of Institutional Effectiveness, and Student Services.
The project is expected to have an impact on the college's marketing processes, communication processes, and data tracking
processes. Fundamental changes to the processes are not expected; rather, the expectation is for improved results in generating
brand recognition, communicating w ith potential students via print media and w ebsite, and the tracking of
student response/enrollment.
2:
PROJECT RATIONALE
A:
During the 2013-14 academic year, MCC outsourced a marketing segmentation audit through Clarus Corporation – a marketing
consulting firm in Alliance, Nebraska. The purpose of the Market Segmentation Audit w as to define target markets (potential students)
w ithin the MCC service area, identify market needs, and then proactively provide service—w hether programs or additional
opportunities—to meet the needs of potential students.
The complete Clarus report, more than 90 pages, w as analyzed by President’s Staff members at their annual June retreat. The report’s
recommendations w ere thoughtfully considered in developing the 2014-15 Marketing plan.
The focus of this action project is the implementation of three recommendations from this report:
Consistency in branding across the college
Expanding the w ays w e communicate to the MCC service area, specifically by producing Spanish language and/or
bilingual promotional materials
Website redesign for greater usability
3:
PROJECT GOALS AND DELIVERABLES
A:
Project Steps and Tim eline
Present Identity Standards to all staff
August 2014
Begin updating marketing materials as needed
September 2014
Survey student’s use of current w ebsite
October 2014
Create accessibility plan for w ebsite
December 2014
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Begin redesign template for w ebsite
January 2015
Develop Spanish only & bilingual mail campaigns
Implement campaigns
January 2015
February 2015
Begin tracking response/enrollment from campaigns
February 2015
Survey staff & faculty’s use of current w ebsite
March 2015
Gather feedback on redesign template for w ebsite
Begin rebuild of w ebsite
April 2015
June 2015
4:
INSTITUTIONAL INVOLVEMENT
A:
The Director of Communications & Marketing, Integrated Marketing Committee, Student Services, and Center staff w ill all be involved in
the implementation of the new branding standards and the development and distribution of Spanish and bi-lingual promotional
materials. The Director of Institutional Effectiveness w ill be involved in the development, administration and evaluation of student and
faculty surveys. The Webmaster w ill be involved in w ebsite redesign.
Students and MCC staff w ill be involved in w ebsite redesign via surveys of current w ebsite usage.
5:
PROJECT CONTROL
A:
Progress can be monitored by adherence to the above timeline (item #3)
Measures to be evaluated include:
development and implementation of new branding standards
completion and distribution of target promotional materials
design, administration, and evaluation of surveys
benchmark data on current w ebsite usage (tracking w ebsite users, analyzing their time spent on the site and on w hich
pages)
completion of w ebsite redesign
comparison of w ebsite usage after redesign to current benchmark data
change in FTE among target segment (year to year comparison)
6:
A:
ANTICIPATED CHALLENGES TO PROJECT SUCCESS
Existing materials w ill have to be translated into Spanish; the college w ill have to recruit and pay for translator(s), w hether
internal or external.
New identity standards w ill require remaking of existing promotional materials and shape design of future materials.
Website redesign w ill be shaped by the results of the surveys of student, staff, and faculty usage of the current w ebsite.
If proven effective, financial cost of Spanish only and bi-lingual promotional materials w ould become an ongoing budget item.
7:
ADDITIONAL INFORMATION
A:
We have no further information at this time.
Project Update
1:
A:
CURRENT PROJECT STATUS SUMMARY
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A:
General Project Status: Completed
Orginial Start Date: 8-15-2014
Original End Date: 8-15-2015
Actual End Date: 8-15-2015
Status of the project: This project had mixed results w ith many goals being completed. One major interuption to the project w as a
mandate to meet new accessibility compliance standards. This mandate impacted the ability to implement some activities since the
new manadate must be completed before completing some of the w ebsite redesign aspects. This also impacted activities such as
staff and faculty usage and impresisons of the w ebsite. Other aspects such as the Indentiy Standards w ere drafted but continue to
face challenges w ith ongoing requests for revisions. Such revisions w ill likely be an ongoing process.
Strategic initiatives: This project originated out of the results of a previous project w hich conducted an external survey of MCC's
marketing strategies. The project w as also indirectly related to MCC's strategic initiative to provide more targeted marketing for MCC's
diverse populaiton base.
2:
ORIGINAL PROJECT GOALS AND DELIVERABLES
A:
• Present Identity Standards to all staff August 2014 - Postponed. Redrafting per Morgan Leadership Team (MLT).
• Begin updating marketing materials as needed September 2014 - Completed.
• Survey student’s use of current w ebsite October 2014 - Completed.
• Create accessibility plan for w ebsite December 2014 - Completed.
• Begin redesign template for w ebsite January 2015 - Postponed due to accessibility compliance modifications.
• Develop Spanish only & bilingual mail campaigns January 2015 - Completed.
• Implement campaigns February 2015 - Completed.
• Begin tracking response/enrollment from campaigns February 2015 - Completed.
• Survey staff & faculty’s use of current w ebsite March 2015 - Not complete.
• Gather feedback on redesign template for w ebsite April 2015 - Not complete.
• Begin rebuild of w ebsite June 2015 - Postponed due to accessibility compliance modifications.
• Begin rebuild of w ebsite June 2015 - Completed
3:
ACCOMPLISHMENTS OVER THE PAST YEAR
A:
Presented Identity Standards to President’s staff for approval; Integrated Marketing Committee w ill continue to revise brand hierarchy
per the College’s Management Leadership Team’s request. All new marketing materials are complying to new standards An
accessibility plan has been created for the w ebsite Spanish radio ads and mailing campaigns have been initiated Tracking
response/enrollment from campaigns w ill begin for Spring 2016 semester Students have participated in various surveying of current
w ebsite; additional feedback from staff and faculty w ill be sought after initial template has been created for new w ebsite. Rebuilding
of w ebsite has been delayed due to new accessibility standards and training. Completion has been rescheduled for spring 2016.
4:
INSTITUTIONAL INVOLVEMENT
A:
Integrated Marketing Committee (a cross-college group w hose charge is to ensure that all marketing strategies are relevant,
consistent, and cost effective over time.); President’s staff (Center Directors, VP’s, IR, Marketing, Foundation, and President);
Management Leadership Team (President and VP’s); and students. The Director of College Communications and Marketing chairs the
Integrated Marketing Committee. Progress and feedback w as shared at President staff meetings, as w ell as committee members w ould
report back to their divisions/departments. Final decisions w ere made by the College’s Management Leadership Team. Additional
meetings w ere held w ith key divisions/departments to discuss modifications and changes, as w ell as to gain feedback. The project
maintained a priority for the Marketing Department as it w as part of the year’s marketing plan and employee goals.
5:
EFFECTIVE PRACTICES
A:
Positive feedback from new advertising campaign is coming in. As registration for the fall semester begins in April, due to early
registration, accurate feedback w as not able to be obtained for fall. Initiatives are in place to begin collecting data for the spring
semester. Initial branding meetings w ere met w ith trepidation, how ever, the more involved in the process folks got, the more
passionate staff and faculty became about understanding and promoting the college in a new frame of light. Student feedback for the
w ebsite redesign has been informative; giving new perspective of how students are now looking for information online.
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6:
ANTICIPATED CHALLENGES TO PROJECT SUCCESS
A:
The delay in starting the w ebsite has been met w ith mixed feelings. While w e need time to clearly understand the new regulations and
requirements, as w ell as be able to teach faculty and staff how to comply, the summer offers a lighter schedule to w ork on more
complex projects. Priorities w ill need to be set, and some w ork w ill need to be delayed to make time for rebuilding the College’s
w ebsite. The initial feedback from management over the last six months had been positive, so it w as discouraging to hear that College
leadership did not like the final proposal that the Integrated Marketing Committee had presented for branding. Though regular feedback
had been provided, it w as clear that there w as a lack of understanding of the direction taken and that the explanation had been lost.
Integrated Marketing w ill start over w ith the process, and somehow include MLT more immediately in the discussion so they
understand the rational.
7:
PLANNED NEXT STEPS AND TIMELINE
A:
MLT did not approve the final recommendations for the college’s brand hierarchy for marketing. The Integrated Marketing Committee w ill
continue to w ork on these components of our brand standards to ensure by-in from all levels. A sub-committee is already w orking to
collect demographic data to create a better understanding of w hom potential students are across our service area. The Director of
College Communications and Marketing w ill continue to lead the charge on this project. It is still active as a department and employee
goal.
8:
ADDITIONAL INFORMATION, QUESTIONS, OR CONCERNS
A:
None at this time.
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