moving toward an integrated marketing communications model_heckler powerpoint
TRANSCRIPT
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Transitioning to IntegratedMarketing and Communications:
A Case Study
Mark A. Heckler, Ph.D.
Valparaiso University
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Key Institutional Attributes
• Comprehensive Masters with Law, DNP
• Independent Lutheran• 4,100 Students on Campus
• Seven Schools and Colleges
• Division I Athletics (21 Teams)• Robust Visual & Performing ArtsPrograms
• Successful Advancement Unit (Most
Recent Campaign ended 2009: $238million)
• Presidential Transition July 1, 2008
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Initial Organization
• VP for Marketing
• Decentralized Budget (Athletics, Admission, Advancement, Arts, Law,Colleges)
• Decentralized Staff
• Internal Coordinating Committee Chairedby VP
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Marketing/Communications Audit
• Board Education and Endorsement• External Consultant (Stamats)
• Materials Collected and Reviewed
• Campus Visit and ConstituentInterviews
• Draft Report to the President
• Final Report to Constituent Groups
• Final Report to the Board• Reorganization Plan Announced
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Revised Organization
• Interim VP for Integrated Marketing &
Communications (IMC)• Centralized Budget (Athletics,
Admission, Advancement, Arts, Law,Colleges)
• Centralized Staff
• National Search for VP for IMC(Business Dean served as search
chair)• Board Committee Created for IMC
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Early Wins (1-3 months)
• Strong Endorsement from President’s
Council and Council of Deans• Negotiated Budget Agreements
• Negotiated Staff Agreements
• Centralized Office Space and Identity• Hiring of Experienced VP
• Board Committee Launched
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Intermediate Steps (3-12 months)
• Focus on Visual Brand Renovation and
Development of Brand Attributes• Quantitative and Qualitative Research-
Based Approach
• Development and Utilization of a “WarRoom” for Brand Research and Education
• Full Board Engagement in Brand Researchand “War Room” Education Session
• Deployment of Bow-Tie Model for BrandImplementation over 12 Months
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#2
Brand
Development &Communications
Planning
#3 The BigBang
Leadership
Unveils&
MandatesBrand
Change
#4 TacticalBuild Up
Short &Expected
Build Up ToCritical Mass
The “Bowtie” model
# 5 A C H I E V I N G C
R I T I C A L
M A S S
# 1 E S T
A B L I S H C
A S E F O R
B R A N D
#3
SOFT
LAUNCHGet the ball
rolling
#2
BUILDING
CONSENSUS
Ensuring brand implementation
success
#4
MANAGING
THE BUILD UP Dealing with motivators
and adaptors
© Scott Ochander
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Valparaiso UniversityBrand Launch Strategy – The Bowtie
C a
s e f o r B r a n d R e n o v a t i o n E s t a b l i s h e d
R e
s e a r c h – D e s i g n S y s t e m C o m p l e t e d
Brand
Soft
Launch
B r a n d t e s t a t L C
M S Y o u t h G a
t h e r i n g
8/20/107/9/106/25/10
F i n a l i z e B
r a n d A r c h i t e c
t u r e
A t h l e t i c s I
d e n t i t y U n v e i l e d
C r i t i c
a l M a s s A c h i e v e d – B r a n d
M g m t B e g i n s
8/21/1104/16/119/18/1001/2010
Milestone
© Scott Ochander
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New Identity System
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Final Brand Attributes
Journey
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Intermediate Steps (12-36 months)
• Refine and Complete Visual Brand
Renovation• Refine Brand Attributes
• Secure Domestic and InternationalTrademark and Licensing
• Manage Brand Internally and Externally
• Develop Marketing Plans for All Key Areas
• Integrate Marketing Plans Across
University
• Continued Briefings of and Counsel fromBoard IMC Committee
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Intermediate Steps (12-36 months)
• Develop Crisis Communications Plan
• Develop Social Media and Digital MediaExpertise
• Revitalize Media Relations
• Launch Metro-Chicago AdvertisingCampaign
• Launch Strategic Plan
• Launch Campus Master Plan
• Launch Alumni Relations eCommunity
• Launch Phase One of Website Renovation
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Long Range Steps (36-60 months)
• Succession Planning
• Expand Internal CommunicationsCapacity
• Implement Executive CommunicationsStrategy
• Expand Chicago Metroland Advertising
• Complete Website Renovation
• Launch Comprehensive Campaign
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Lessons Learned
• Gain Board Endorsement at the Outset
• Importance of External Audit• Determine Institutional Readiness forBrand Renovation and Management
• Develop Strategy to Manage Staff
Transition to Integrated Model
• Determine President’s Role in Process
• Need for Strengthened Internal
Communications to Faculty and Students
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