"It's Time for Higher Ed Marketing to Grow Up"
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"It's Time for Higher Ed Marketing to Grow Up" Joselyn Zivin, PhD Vice President of Marketing and Communications National Louis University Marketing Higher Education SIG November 29, 2009 National Louis University
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"It's Time for Higher Ed Marketing to Grow Up"
- 1. It’s Time for Higher Education Marketing to Grow Up Joselyn Zivin, VP Marketing and Communications November 2012
- 2. 2 My Points today • What’s “troubling” for higher education is good for higher education marketers • Industry and market expertise is our best capital • We need to tackle major issues in how we work • We’re ready to make the new case for professional value
- 3. 3 BEFORE: THE (NONPROFIT) HIGHER ED “MARKETER’S” WORK Internal Internal Cultivation Cultivation Telling the Telling the Enrollment Enrollment Story Story Promotions Promotions
- 4. 4 WHAT’S CHANGED? THE MARKET! • Growing public skepticism about higher ed value proposition – cost, relevance, ROI • Government scrutiny proofs of claim • New demographics • Alternative modalities for learning and credentialing INSTITUTION = The Marketer’s Work AL INSULARITY
- 5. 5 TODAY: THE (NONPROFIT) HIGHER ED MARKETER’S WORK Market Strategy Market Strategy Making the Making the Prospect Prospect Case Case Cultivation Cultivation Internal Internal Collaboration Collaboration
- 6. IT’S NOT ABOUT US
- 7. PROVE IT
- 8. IT’S NOT ABOUT US: PART II
- 9. THE “P” WORD
- 11. 11 Exercise • You can reallocate 25% of your your department’s/client’s resources (time, money, or both) “We will do less ___________” “We will do more ___________” “The main obstacle to doing more of it is __________” “We will address that obstacle by ________” • Share ideas at your table – identify common themes • Report out
Hinweis der Redaktion
- Thanks to Mary Katherine Krause and Mark Sterne, and the Chicago AMA Higher Ed Sig group. About NLU: proud of serving non-tradiitonal students. History. Five campuses in Chicago plus online, WI and Fl campuses. Profile of average undergraduate student.
- My own background; why you might want to listen to me. Academic then marketing consultant now current role. Have sat in all the seats. DON’ T DWELL ON THIS SLIDE!!
- When I joined field in 1999. Still largely the case up to a few years ago. INSIDE OUT WITH INTERNAL ASSUMPTIONS ABOUT “WHAT MATTERS.” Lots of time spent explaining why it was important to “market” (convince others on their own terms) what we were doing. Lots of time spent respecting shared governance. Built many months and dollars into that part. Lots of time pitching stories of institutional work that “people need to know about.” SITTING DUCK NOTION OF STUDENTS. SELECT THEM OUT. OF COURSE YOUNG PEOPLE WOULD WANT TO GO TO COLLEGE.
- GOOD FOR STUDENTS, NOT JUST MARKETERS! DEMOGRAPHICS; UNPRECEDENTED NUMBER OF 25+ STUDENTS. “TRADITIONAL STUDENT” – STRAIGHT FROM H.S., RESIDENTIAL, NOT ECONOMICALLY SELF-DEPENDENT, SINGLE, ETC. ABOUT 13%. NUMBERS OF 18-24 YEAR OLDS DROPPING AFTER BOOM BOOM. WHY YOU ARE SEEING TRAD INSTITUTIONS GOING AFTER THIS NEW TRADITIONAL.
- Instead of internal cultivation – selling in the value of an external pov – we are collaborating with our academic colleagues and others to address external concerns Instead of “telling the story” we are making the case Instead of “finding sitting ducks” we are building the value proposition for prospects over a lifetime Most importantly we are in some cases radically revisiting what we should be offering to whom, where, at what price – and HOW We KNOW!
- FIRST PRINCIPLE OF MARKETING, BUT NEW TO TRAD HIGHER ED External translation = respond to the environment, cast value and stories in its terms MARKETERS MUST BE THE Mouthpiece OF TARGET AUDIENCES: know everything about your audience. know what people want and need, and the work they assign to your institution Data miners: Does our institution know relatively accurately where else its students consider and where they attend instead? Do we know the sociodemography of our students?
- WHAT EXTERNAL WORLD IS ASKING FOR: PROOF OF CLAIM CONSUMERS EXPECT IT GOVERNMENT DEMANDING IT MARKETERS ’ reputation should be built on it. Resourcefulness in finding data – FREE SOURCES: Data to create a profile of who are students are, where they come from, what they do.Using Banner, National Student Clearinghouse, Noel-Levitz.
- BRANDING: GOOD THAT WE HAVE GONE BEYOND LOGO, BUT WONDER IF WE WEREN ’T MAYBE BETTER OFF THERE. RESPECTFULLY SUGGEST THAT WE STOP WITH THE HUNT FOR DISTINCTION FOR NOW. DO WHAT YOU DO WELL AND FAITHFULLY AND SUCCESS WILL FOLLOW. TYPICAL BRANDING INITIATIVE AS ITS NOW PRACTICED – INVENTORY INTERNAL VALUES, 70% INSIDE AND BUY-IN. VERIFY WITH “RANK ORDER” SURVEYS WITH EXTERNAL AUDIENCES. HUGE HOMOGENEITY AROUND BASIC SHARED VALUES – “WE DO RESEACH TO SOLVE THE WORLD’S PROBLEMS,” OR “LIBERAL ARTS EDUCATION THAT MATTERS FOR LIFE” THEN DO A BIG BRANDING CAMPAIGN WHERE WE PROUDLY SHOW OFF OUR CLAIM WITH PICTURES OF OUR FACULTY LOOKING SINCERE.
- Market Strategy is about what we do for whom, how, why, and why we know it’ s a good idea for us . A program can be a great idea, but not for us) Essentially means that external perspective must be built into product design. Not an academic prerogative anymore. Respectfully participate. I ’m involved with this. Key insight: used our overlap competitor set by program type to delineate who our actual competitors are likely to be. (Labor demand, enrollment growth)
- Tactics and technologies do matter, if they align with strategy and audience NONTRAD STUDNTS: info source on which they most heavily rely on online catalogs (over institutional website, conversations with enrollment reps, etc.). Social media and youtube videos are at the bottom of their list – less than 10 percent. Not saying this won ’t change or should ignore. SHOUT OUT TO CHENI: Will experiment, if thinks its worth trying. But relentless in evaluating and small scale testing. Doesn ’t fall in love with tactics. 15 second of fame for Groupon