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Minnesota State Colleges and UniversitiesMarketing and Communications AssessmentJuly 2004
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What are we trying to accomplish?
• Enhanced service to Minnesota
• Informed, motivated employees
• Better recognition of contributions to Minnesota’s vitality
• Expanded financial base
How will this project help?
• Assessment of current capacity and strategies
• Articulation of a one-year action plan
• Development of a longer-term strategic marketing plan
The Assessment: The 4 x 4 Method
• The model
• The strategies
• The language
• The impact
Assessment Process
• Reviewed plans, collateral material, strategies, speeches and other communications tools
• Interviewed over 50 trustees, presidents, chancellor’s staff, faculty, staff and students
• Observed and participated in various meetings
• Advised the chancellor about opportunities
The Model: Indicators
1. Committed leadership2. Precise and actionable plans3. Adequate financial resources4. Appropriate staffing levels/skills
The Model: Findings
• Times have changed; so must the model.• Outstanding leadership who respect each other.• Lack of agreement among leadership about
system vs. colleges/university public positioning • Directional plans without specific goals/objectives• Little collaborative planning/implementation• Inconsistent funding of marketing; no master
plan• Talented staff, who generally work independently• A new development function
The Strategies: Indicators
1. Aligned with the strategic plan2. Targeted by audience3. Pro-active and persistent4. Able to be leveraged/replicated
The Strategies: Findings
• Good people doing good things• Outstanding publications. graphic identity• Excellent project management• Activity, not action• Delivered in campaigns• Not assertive enough• Broad (e.g. “underserved populations”)• Not well-leveraged• Public relations hasn’t been a priority• Employee communications hasn’t been a priority
The Language: Indicators
1. Emphasizes benefits, not features2. Persuades and motivates3. Is simple and easily understood4. Avoids jargon, clichés and
acronyms
The Language: Findings
• Too focused on the system rather than service to the people of Minnesota
• Too focused on two-year colleges/programs
• Good statistics, facts, stories, case studies• Multiple themes, tag lines• Too focused on process and not on
outcomes• Documents are often too long, complicated• Tendency to sound defensive
The Impact: Indicators
1. Measurable2. Visible3. Memorable4. Satisfies leadership/stakeholders
The Impact: Findings
• Chancellor’s work is very well received• Doors have been opened—very important• Impact is hard to measure; metrics are
missing• Hard to judge overall “bang for the buck”• Lack of collaborative planning and
implementation results in dissatisfaction• Hard work doesn’t equate to progress
One vision for the system
All Minnesotans will know and appreciate the contributions
of Minnesota State Colleges and Universities. Decisionmakers will value equally the University of Minnesota
andMinnesota State Colleges and Universities in the same manner. All students will understand they are part of a larger educational enterprise. All graduates and supporters will speak of the system as they speak of
theirfavorite college or university.
To get there, we would need…
• Consistent college and university names• Aligned brand management• 2-3 percent of gross system revenues
dedicated to marketing• 10 years
An alternative vision for the system
The state’s decision makers—in government, business, philanthropy, the communities of color and the volunteer sector—recognize the importance ofMinnesota State Colleges and Universities to thevitality of Minnesota. Their actions support thesystem, its colleges and universities and programs. Their words challenge the system to ever higherlevels of service and quality.
To get there, we will need….
• Clear and shared goals• Compelling messages• Pride• An effective, aligned leadership team • Assertive, targeted, regular strategies• Consistent, engaged relationships• Effective public relations• To think big!
The result?
The right people… hearing the right messages… at the right time to persuade
them… to take the right action… for the right reasons.
Recommendations: The Model
• Add specific goals and objectives to the system’s plan;
include presidents in planning• Secure agreement about marketing the system
vis a vis marketing the colleges and universities• Articulate integrated marketing and PR
objectives to advance the system’s goals• Hire a public/media relations director• Maintain consistent funding for marketing and PR• Revisit naming policy
Recommendations: Strategies
• Balance the power of the system with the influence of the colleges and
universities• Build strategic alliances and relationships • Create news; don’t just announce it • Aggressively pitch stories and op ed pieces; train
spokespeople • Target a small group of influential people (no more than 250)• Leverage—get as much mileage as possible from each initiative• Develop specific strategies for each legislator/government
official• Increase number and distribution of Performance • Develop a system-wide employee communications strategy
Recommendations: Strategies
• Take the system to Minnesota.-Schedule speeches and presentations-Produce a video and small brochure about the system’s
contributions to Minnesota
-Include media interviews, meetings with community leaders,
meetings with faculty and students on every campus visit-Hold board meetings on-campus; create news-Encourage membership on boards and commissions-Integrate the system more fully into college/university marketing-Engage Minnesota leaders more regularly-Locate the Chancellor’s Office in a free-standing building
Recommendations: Strategies
• Launch major events for FY 2005
-September: Chancellor’s State of the System
address in a public meeting -Fall: 4-6 large, regional public meetings to “listen” to
Minnesota; present findings to legislature (builds
on CAC) -Winter: Lobby Day at the Legislature--EVERYBODY
-Spring: System annual meeting; state-wide awards program• Don’t ever, ever, ever quit
Recommendations: Language
• Adopt new message system about service to Minnesota “We educate Minnesota; we make it work.”• Balance messages about certificate/diploma/associate programs with baccalaureate/graduate programs• Use consistent organizational terms (e.g.-Chancellor’s office, colleges and universities)• Emphasize benefits, results, achievements, value, outcomes• Write and speak simply, clearly and persuasively• Be proud—not apologetic or defensive• Seize teachable moments• Remember that shorter is ALWAYS better than longer
Recommendations: Impact
• Invest in results not process• Require staff to quantify contributions to achieving
goals• Add metrics to plans. “We will know we will have
succeeded when….”• Measure outcomes not inputs• Don’t do surveys to evaluate progress; shift energy to targeted actions rather than research• Resolve internal disagreements; don’t let them
fester
Next step….
To develop a FY 2005 system marketing
and communication plan by September
17, 2004
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Public Relations | Reputation Management | Marketing Communications
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