Marketing Communication Plan: Non-CBPP UAA Students

MARKETING COMMUNICATION PLAN

NON-CBPP UAA STUDENTS

DATE November 30, 2015

Submitted by:

Loren Lau

Krystal Parker

Shannon Rasic

Marketing Communication Plan: Non-CBPP UAA Students 2

TABLE OF CONTENTS

EXECUTIVE SUMMARY___________________________________________________________3

BACKGROUND_________________________________________________________________4

SITUATION ANALYSIS____________________________________________________________4

SWOT ANALYSIS________________________________________________________________4

Strengths Explanation:________________________________________________________________5

Weaknesses Explanation:_____________________________________________________________5

Opportunities Explanation:____________________________________________________________5

Threats Explanation:_________________________________________________________________5

SWOT GRID:________________________________________________________________________6

CORE PROBLEM/OPPORTUNITY___________________________________________________6

OBJECTIVE____________________________________________________________________6

AUDIENCE(S)__________________________________________________________________7

MESSAGE_____________________________________________________________________8

Taglines:___________________________________________________________________________8

STRATEGIES AND TACTICS________________________________________________________8

RECOMMENDATIONS__________________________________________________________10

CONCLUSION_________________________________________________________________11

REFERENCES__________________________________________________________________12

APPENDICIES_________________________________________________________________13

Marketing Communication Plan: Non-CBPP UAA Students 3

EXECUTIVE SUMMARY

The College of Business and Public Policy (CBPP) has been experiencing a lack of awareness around campus from non-CBPP UAA students. After assessing the current market situation we have gathered a list of recommendations for the college on ways it can improve awareness both on and off campus. The main objective is to increase awareness but we are hopeful that this strategy will result in more participation and enrollment in the college.

The CBPP program could be useful to any student at UAA. Knowledge in business, finance, accounting, computer systems, logistics, and supply chain management could assist someone in personal gains and any future career. For example, it would be useful to a medical student who is interested in opening their own practice or an engineer who has worked his/her way up into a management position. For these reasons CBPP offers a variety of programs and degrees to meet everyone’s needs, including: associate, minors, and majors.

CBPP has a lot to offer aside from just courses, there are clubs, activities, leadership fellows programs, internships, financial aid assistance, job opportunities, and advising. All of the programs that CBPP offers could be beneficial to just about any student; even if their main focus is not business.

After assessing the current market situation and researching our audience we have put together relevant information that must be considered before implementing this strategy. Included in this marketing plan is:

Background information Situational Analysis SWOT Analysis Core Problem/Opportunity Audience Analysis Message and Objective Strategies and Tactics Recommendations

The plan is to reach out to and attract non-CBPP UAA students through social media marketing. The increased awareness will result in more students enrolling at CBPP, which will result in a stronger and more educated workforce in Alaska. This strategy will also result in a stronger image of CBPP within the UAA community.

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BACKGROUND

CBPP is one of the University of Alaska Anchorage colleges. CBPP has a primary focus in business but offers a variety of other courses. The average CBPP student is a white 27-year-old female. According to a Forbes article (2014) UAA has approximately 17,363 students attending, 16,000 of those are undergraduate. Out of those students 41% are male and 59% are female. The attendance levels are 47% full time and 53% part-time (“America’s Top Colleges,” Forbes, 2014, n.p). UAA is a commuter college, approximately 94% of the students live off campus. UAA also attracts many nontraditional students. These demographics are touched on more during the audience analysis section. During our research we texted 10 Non-CBPP UAA students (see Appendix 1). We asked them if they knew what CBPP stood for; all 10 said no. After explaining what CBPP was, we asked if they thought any of the business programs would be beneficial to them; all of them said yes. This showed us that our predictions were right, not enough UAA students know what CBPP is and how it could benefit them.

SITUATION ANALYSIS

CBPP has done very little to reach out to non-CBPP UAA students. The college currently has a Facebook and Instagram page but hardly posts. If they do post, it is not successfully engaging the target audience. Both social media platforms have less than 50 followers and currently there is nothing being done to attract new followers. This means that the undecided students are deciding on a major without being informed about CBPP and what it can offer them. The only online tool to inform the students on the college is CBPPs page on the UAA website.

Since there is a lack of followers, our main challenge is to gain more followers. We have developed a strategy to solve this issue and it will be discussed later in our strategies and tactics section. A difficulty we are concerned with is finding and maintaining interest from our audience. College students are constantly flooded with information from other colleges, clubs, events, and more. We are hoping to post just enough to entertain them while at the same time informing them.

SWOT ANALYSIS

Part of assessing CBPPs current market situation included looking in depth into what strengths, weaknesses, opportunities, and threats the college has. Our plan is to craft our strategy by building on our strengths and addressing weaknesses while considering all opportunities that we have.

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Strengths Explanation: CBPP has many great things to offer, such as: excellent faculty, a student advising center, connections to the community, clubs, internships, a leadership fellows program, scholarships, and alumni programs. All of these qualities help prepare CBPP students for entering the workforce. CBPP is a highly accredited university by national standards which makes the college’s quality of education acceptable and reputable to future employers.

Another appealing quality that CBPP can promote is that knowledge of business can be useful to just about anyone. It can assist someone with personal finance, accounting, and management decisions. It can also be useful for anyone that works their way into a management position or wants to open their own company.

Weaknesses Explanation: CBPP’s main weakness is its lack of awareness throughout UAA and the community. During our research when we texted the 10 UAA students that were not a part of CBPP and asked them if they knew what CBPP stood for, not one of them knew. Students are not informed enough on the variety of majors and minors that CBPP offers and the impact it could have on their professional and personal life. Another weakness CBPP has is that nothing has been done in the past to reach out to those undecided or other non-CBPP students. This weakness also can be used to our advantage because it leaves us with a clean slate to implement our marketing plan. Lastly, a weakness we face is the limited ability and time to reach out to those students. Reaching out to college students is a difficulty in its own but it is harder because UAA is a very spread out, commuter type of campus. Undecided students usually do not stay undecided for very long, so our window to influence these students may be limited.

Opportunities Explanation: There are several opportunities that involve using social media to enhance the amount of people CBPP is able to reach. When people “share” or “like” our page others that have not yet “liked” us can view the content we are posting. This increases our reach exponentially. The weakness mentioned above about the lack of an effort to reach out to students in the past is an opportunity for us to implement our new strategy without needing to refurbish an old one. Another opportunity for CBPP is that it could be the first college to market to these undecided students. Currently none of our competitors are marketing to these students or offering introductory courses. Lastly, the new Leadership Fellows Program would be a great opportunity to attract new students because it is appealing to college students to have the chance to work with a successful business professional. CBPP can use all the clubs, fellows programs, and the student advising center to join forces and market the college as a whole instead of as separate entities of CBPP.

Threats Explanation: Our direct competitors are the biggest threat to CBPP, they tend to attract a lot of undecided students and offer courses that are somewhat similar to us. The other obstacle we face is trying to get students to listen to us and read what we are trying to say. Finding a method to reach and interest them without over posting or creating “flyer

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blur” will be a challenge. But we think that by regulating posts and observing reactions by the followers we can find what interests them the most.

SWOT GRID:

Strengths: Very diverse courses Intro to business course Useful for personal business

decisions Variety of programs Excellent faculty, student

advising center, connections to the community, clubs, internships, leadership fellows program, scholarships, and alumni programs

Involved in the business community

Knowledgeable faculty

Weaknesses: Lack of awareness Nothing has been done in the past Not many ways to reach out to students Limited time The perception on business majors

Opportunities: No need to refurbish an old

strategy Competitors don’t currently

offer introductory courses Leadership fellows Promote the SAC more

Threats: Similar course offered by direct competitors Indirect competitors, other colleges Engaging students Finding a method to reach and interest Avoid flyer blur Avoid sending the wrong message

CORE PROBLEM/OPPORTUNITY

Our core problem is the lack of awareness about CBPP from other non-CBPP students; increasing the amount of awareness could result in more enrollment and a better reputation for CBPP both on and off campus.

OBJECTIVE

The objective of this initiative is to assess the current market situation and provide recommendations to CBPP on ways they can increase participation and awareness in the college from non-CBPP UAA students through social media marketing.

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AUDIENCE(S)

There are two different audiences we are targeting with this marketing plan, undecided Millennials and students ages 35 plus. There is no exact number as to how many UAA students are undecided but UAA has approximately 16,000 undergraduate students attending. Of those enrolled 58% are white, around 6% are Alaska Native, 6% are Asian, and 7% are Hispanic. The attendance levels are 47% full-time and 53% part-time. UAA is a commuter college, according to a study done in 2011 by the University, 94% of students commute to campus. These undecided students are a portion of each of these percentages (“America’s Top Colleges,” Forbes, 2014, n.p.) (Division of Student Development, 2011, n.p.).

The main UAA campus is located in Anchorage, the most populous city in Alaska. Currently 41% (301,010) of the state’s population resides in Anchorage. Of this population 66% are white, 8% Alaska Native, and 9% Asian. The median income in this city is $36,214 (U.S. Census Bureau, 2015).

To split these demographics into groups we could separate it based on undecided students and their attendance levels. Some of the part-time students aren’t looking to completely immerse themselves into the college because of thigs like work, children, and other commitments. A research study done by ICEF Monitor looked at the changing characteristics in college students. Their study found that most college students say that they go to college to get the training and skills required to get a job and better pay (ICEF Monitor, 2012, n.p.). This tells us where the priorities of the undecided students are, we could use this as a strategy for striking an interest in them about why they should take classes with CBPP and how it could help them gain skills and potentially a higher strategy.

Another thing to consider is that these undecided students consist of Millennials, people born between early 1980s and early 2000s. They are predicted to be the most educated, tech-savvy, and globally minded generation. An article by Post Planner surveyed Millennials and found that 59% use social media to find information and the 35 plus group is not far behind at 47% (Scott Ayers, 2013, n.p.). This tells us that social media is one of our biggest outlets for reaching both Millennials and the 35 plus non-CBPP UAA students.

To elaborate more on the 35 plus audience we have found that they may be less optimistic because they are returning to school because of reasons like: difficulty finding a job, discharge from the military, or to increase their salary. For the fall 2014 semester 48.5% of UAA CBPP students were older than 25. Of those approximately 12% are over 40 (Student Information, 2014, n.p.).

An article written by The Washington Post found that only one-third of college students fit the traditional description, which is a white teenager entering college right after high school, no children, and no full-time job. They found that 40% of students are older than 25. More than

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one-third attend classes part-time and nearly 20% work full-time. Colleges are starting to market more towards non-traditional students like veterans, mothers, and exchange students. UAA is a good example of a very diverse school when it comes to lifestyle, age, and family size. (Jenna Johnson, 2013, n.p.)

Both of our audiences value education, reputation, money, benefits, location, opportunity, and financial aid. In Alaska there is a limited number of colleges to choose from; reasons they may choose UAA is because of its location in relation to their job or family. They also have the common interest in social media and can be found sharing photos and information on their lives and with the developments in technology this is being done on more outlets at a faster rate.

MESSAGE

“The College of Business and Public Policy offers a unique and affordable experience to all Non-CBPP UAA students and creates opportunities for placing graduates into careers. Enrolling and becoming a part of the CBPP community will benefit both your professional and personal life.”

Taglines: “Get Down to Business”

“Alaska’s Future Leaders”

“CBPP- Preparing Alaska’s Future Workforce”

STRATEGIES AND TACTICS

After assessing the current market situation we have established a set of strategies and tactics that we believe will not only increase the awareness of CBPP from non-CBPP UAA students but will also increase participation and enrollment at CBPP.

Strategy: To improve CBPP’s social media presence on Facebook and Instagram.

Tactic:

We will communicate through printed media (i.e., flyers) around campus.

Flyer will state free food, where it can be found, and why they should like CBPP

on social media

The appointed social media chair will create the flyers. Members of CBPP clubs

can participate in distributing the flyers and serving food. An increase in CBPP

Marketing Communication Plan: Non-CBPP UAA Students 9

students is beneficial to the clubs as well because it could potentially bring in

more members.

Free food will be offered during the second week of each semester, starting in

spring 2016 and flyers will go out one week prior.

Tactic:

Utilizing social media platforms (i.e., Facebook and Instagram)

We will communicate to current “followers” of the CBPP page, we will post an

online flyer asking them to “share” the post in order to get free food.

The appointed social media chair of CBPP will be responsible for creating and

posting the flyer.

Posts will begin one week prior to the free food.

Strategy: Increase the amount of participation in events and on social media outlets.

Tactic:

Utilizing social media platforms (i.e., Facebook and Instagram)

Posts will be 2-3 times a week during the middle of the day. Some posts will be

humorous memes that are appropriate and college related. The rest of the posts

will announce upcoming events.

Club member presidents and social media chairs will post event information. It

will be approved by the appointed social media chair of CBPP.

Each CBPP club will be able to post one time a week.

Tactic:

Utilizing social media platforms (i.e., Facebook and Instagram)

We will acknowledge successful CBPP students on social media so that it will

make the Facebook page look more personable. People will “share” the post if

they see it’s their friend or family member with the acknowledgment.

Any CBPP staff or club members may suggest recognition of a student to the

appointed social media chair of CBPP.

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Acknowledgment posts may occur around 2-3 times a month throughout the

school year.

Strategy: Get students to meet with student advising and look into what program or course best fits their needs.

Tactic:

Utilizing social media platforms (i.e., Facebook and Instagram)

Communication will be through a Facebook or Instagram post that asks the

students to meet with SAC and find out what program would benefit them.

The appointed social media chair of CBPP will work with SAC to write the

message.

Posts will begin one month prior to registration times.

Tactic:

Printed media (i.e., flyers)

The CBPP social media chair will create a flyer that encourages students to meet

with SAC and it will list the benefits of joining the college.

The CBPP social media chair will be responsible for creating and distributing the

flyers.

Flyers will be dispersed one month prior to registration times.

* Example Flyer and Facebook Post (See Appendix 2)

RECOMMENDATIONS

In order for this marketing communication plan to be successful CBPP must complete the following recommendations.

Recommendation: Hire a social media chair for CBPP

Rationale: A social media chair should be hired by the college to assess and regulate the marketing being done online. Clubs, staff, and the SAC can rely on the social media chair to get the information out to the audiences. This person may be employed by the college or simply a

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teacher’s aide position. It is important to have someone whose main job is to post appropriate information online because without it social media may get neglected and no progress will be made.

Recommendation: Monthly progress reports

Rationale: To see how this marketing plan is working the dean or associate dean should request monthly progress reports from the social media chair. That way they can see if there’s improvement by tracking the number of “followers” and participation online. Looking into enrollment numbers will also give us insight into whether other non-CBPP students are interested in CBPP.

Recommendation: Annual or semiannual surveys to non-CBPP UAA students

Rationale: Another way to assess the progress of this initiative is to go out and ask students what they know about CBPP. If we can see improvement our plan is working.

CONCLUSION

CBPP may not currently have a strong presence in the minds of UAA students but we believe our recommendations can change that. By strengthening the content on CBPP’s Facebook and Instagram we are utilizing cheap marketing platforms and communicating to a much larger audience. CBPP is a great college and should get the attention and recognition that it deserves. Implementing these strategies are not costly and will have great returns for the college. These students have already chosen to be a part of UAA all that is left is to bring them into the CBPP community.

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REFERENCES

Anchorage Municipality QuickFacts from the US Census Bureau. (n.d.). Retrieved November 26, 2015

B, G., & Ronan, G. B. (2005, November 29). College freshmen face major dilemma. Retrieved October 14, 2015

College of Arts & Sciences (CAS). (n.d.). Retrieved October 7, 2015

College of Business and Public Policy (CBPP) - UAA. (n.d.). Retrieved October 1, 2015

College of Engineering. (n.d.). Retrieved October 7, 2015,

Facebook logo. (n.d.). Retrieved October 7, 2015

How to Reach the Millennial Generation with Social Media. (2013). Retrieved November 26, 2015.

Income Data for Alaska and U.S. (n.d.). Retrieved November 9, 2015.

New insights on characteristics of US college students - ICEF Monitor - Market intelligence for international student recruitment. (2012, December 12). Retrieved November 7, 2015.

Student Information - Fall 2014 Opening. (2014). Retrieved November 26, 2015.

SWOT Analysis: Strengths, Weaknesses, Opportunities, and Threats. (n.d.). Retrieved October 7, 2015

What Is a SWOT Analysis? - Bplans Blog. (2008, October 4). Retrieved October 7, 2015

Who Are UAAs Students? (2011). Retrieved November 2, 2015.

UAA 2013 Fall Closing Enrollment Report.Retrieved October 14, 2015,

University of Alaska, Anchorage. (2014). Retrieved November 2, 2015.

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APPENDICIESAppendix 1

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Appendix 2