Integrated Marketing, Communications and Engagement. February 13, 2013

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1 Integrated Marketing, Communications and Engagement February 13, 2013

2 What is integrated marketing and communications and why is it important? An integrated marketing and communications plan is: -- comprehensive, -- coordinated, -- institution-wide and aligned. It communicates an organization s values, benefits and core messages to targeted audiences in: -- noticeable, -- understandable, -- measurable, -- prioritized, -- and responsive ways.

3 What is integrated marketing and communications and why is it important? An integrated marketing and communications plan should address all aspects of communications and marketing: -- advertising and marketing, -- public relations, news communications and media relations, -- social media, -- internal communications, -- licensing and -- events. Today and tomorrow, integrated marketing and communications also should emphasize engagement: -- We cannot purchase enough advertising. -- We cannot do enough news releases.

4 History of integrated marketing and communications at Oregon State In 2008, Lipman Hearne was hired to help create a strategy for Oregon State. Approximately, 2,000 people were involved. The IMC plan was delivered in February Plan was written to serve the University for three to five years.

5 Highlights and accomplishments Developed extensive brand identity guidelines for OSU. Developed Brand Tool Kit with templates for posters, fliers, ads, invitations, etc. Redesigned the OSU homepage and brought brand consistency to college websites. Redesigned all OSU admissions materials with new brand messaging. Led to creation of an Executive Marketing Cabinet made up of university leaders. Executed the Powered by Orange campaign to raise brand awareness and alumni engagement in Portland and beyond. The University identified development of an Industry Partnership program as a priority. A marketing plan has been developed in support of all University- Industry Partnership efforts being conducted by Oregon State.

6 Where are we now? A sense of opportunity, urgency and need. Lack of messaging alignment across campus. Several hundred campus communicators serve elements of Oregon State. Need to update the original plan and capture unrealized outcomes. Fully build on gains related to the original, including investments, leveraged media, partnerships. Overcome weaknesses and threats associated with not having prioritized, outcome-based, and invested in strategies and tactics. Need to actively support achievement of OSU s strategic plan. Capture maximum opportunity and benefit from OSU s 150 th anniversary. Help support the success and initiatives of the OSU Foundation, OSU Alumni Association, campus partners, academic colleges and OSU Athletics.

7 Where are we headed? Utilize university-wide complementary and seamless branding and messaging. Clearly and dynamically describe Oregon State s unique promise and benefit. Integrate marketing, communications and engagement efforts across strategic University endeavors. Leverage investments and achieve individual and shared, complementary results. Support and build on the success of initiatives by OSU partners. Emphasize leadership, excellence, innovation as additional layers. Portray Oregon State as a 21 st Century land grant University for the world. Enable the university s de-centralized structure to more successfully promote individual goals and aspirations, while also broadly serving the University. Prioritize, implement and invest in measurable, outcome-based, audience-based strategies.

8 How will we get there? Achieve outcomes. STRATEGIC IMPERATIVE ONE: Increase awareness of how Oregon State s leadership addresses essential state, national and international issues. STRATEGIC IMPERATIVE TWO: Grow recognition of Oregon State as a vibrant community of excellence and diversity that attracts and enriches the success of high-achieving and motivated students, faculty, staff and alumni. STRATEGIC IMPERATIVE THREE: Increase knowledge of how Oregon State s innovation and excellence in organizational leadership, research and scholarship fosters and sustains economic progress, a healthy planet and wellness. STRATEGIC IMPERATIVE FOUR: Enhance internal communications among the Oregon State community to foster personal connections, professional effectiveness, and engagement in the mission of the University.

9 Outcomes STRATEGIC IMPERATIVE FIVE: Utilize metrics to assess and demonstrate Oregon State s accomplishments to fully support and align with the achievement of the University s strategic plan. STRATEGIC IMPERATIVE SIX: Build knowledge and involvement among ambassadors, stakeholders and resource providers to celebrate, engage in and support the achievements and goals of the University and its many partners.

10 Brand statement -- draft Oregon State University is an authentic community of accomplishment whose excellence, innovation and leadership shape a healthy planet, wellness and economic progress.

11 Core Prompts -- draft Premier public research university World-class faculty and accomplished students America's natural resources university Drives innovation through technology partnerships Enhances health, wellness and prosperity An inclusive community like no other

12 Integrated Marketing and Communications Strategy Mission VISION Imperative Imperative Imperative Imperative Imperative

13 Next Steps Complete one-on-one interviews to gain input. Meet with core campus communicators. Meet with Foundation Board and Alumni Association executive committee. Refine brand statement, core prompts and imperatives following input. Test brand statement and core prompts messaging with focus groups. Complete fine-tuning. Report back to Executive Marketing Cabinet, President s Cabinet, Provost s Council and other Oregon State partners.

14 Next Steps -- today Gain your feedback and input. Consider following questions: Is this the right strategic approach? Are these the right priorities? Is this plan something that you will endorse? How will you communicate the value of this effort to your staff, peers, others? How do you see yourself and your staff participating? What level of resources time, energy, focus, finances should be dedicated, and by whom, to achieve this strategy?

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