Date post: | 26-Jun-2015 |
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Using Evidence to Influence Strategic Decision Making
in an Omni Channel World:
Image courtesy of Matt Grum
Strategic Marketing and Digital Strategy
underpinning External Relations
Image courtesy of Matt Grum
The invitation to join the Russell Group of leading research-based institutions in 2012 confirmed just how far York had come in a relatively short time… A former winner of University of the Year titles from both The Sunday Times and Times Higher Education, York is a genuinely world-class university… Entrance requirements are high and the dropout rate of less than five per cent is among the lowest in the country… The Times and Sunday Times University League Tables, 2014
“
”
A WORLD-CLASS UNIVERSITY
Structure and governance 28 Academic Departments plus Centres
Support departments
– Registrar’s and Planning, Estates and Campus Services, Commercial Services, Finance, External Relations, Academic Registry, HR, Information, Research and Enterprise
Senior Management Group (SMG) is made up of both Heads of Support Departments and Pro-Vice Chancellors with portfolios:
– Students
– Teaching and Learning, Information
– Research
– Estates and Strategic Projects
– Business and Community
New VC and New Strategies
University Strategy
Research Strategy
Teaching and Learning Strategy
DARO
International Relations Community
Engagement
Strategic Marketing
Student Recruitment
Corporate relations
Admissions
Developing a market-led approach
August 2012
Introduction of fees
Competitors investing heavily in marketing
Dropping in the league tables
Poor destination data
Applications down in some departments
Why change?
A redesign project was born…
New design; colours, typography, imagery
Enhanced experience; global navigation, introduction of cluster pages
Responsive design
Release in
iterations
Measure success
Respond to user
behaviour
Project principles
1 2 3 4 5 6 7 8 9 10
Alignment with University Strategy
To understand the University strategy, and how we contribute to this overarching vision To establish overarching goals and priorities for External Relations To foster greater collaboration across External Relations– how can we work better together towards success?
Implementation Challenges
• Programme Reviews aligned to marketability
• Tackling poor performance
• Investment choices • Refining our brand • Diversifying our
income • Where to grow and
where to shrink
Why do we need to change?
Data Analysis and Interpretation
Identify Challenges
Integrated Work-
streams
Evidenced-based decision making
Underpinned by strong digital, print and strategic marketing tools
WHAT WOULD SUCCESS LOOK LIKE?
Distinctive Brand
Back in Top 10
Increased and
Diversified Income
Staff and Student
brand ambassadors
Partnerships and
Collaborations
EXTERNAL RELATIONS – AN ENGINE FOR CHANGE
Change will not come if we wait for some other person or some other time. We are the ones we've been
waiting for. We are the change that we seek Barack Obama