Transitioning to Integrated Marketing and Communications: A Case Study. Mark A. Heckler, Ph.D. Valparaiso University

Transcription

1 Transitioning to Integrated Marketing and Communications: A Case Study Mark A. Heckler, Ph.D. Valparaiso University

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3 Key Institutional Attributes Comprehensive Masters with Law, DNP Independent Lutheran 4,100 Students on Campus Seven Schools and Colleges Division I Athletics (21 Teams) Robust Visual & Performing Arts Programs Successful Advancement Unit (Most Recent Campaign ended 2009: $238 million) Presidential Transition July 1, 2008

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5 Initial Organization VP for Marketing Decentralized Budget (Athletics, Admission, Advancement, Arts, Law, Colleges) Decentralized Staff Internal Coordinating Committee Chaired by VP

6 Marketing/Communications Audit Board Education and Endorsement External Consultant (Stamats) Materials Collected and Reviewed Campus Visit and Constituent Interviews Draft Report to the President Final Report to Constituent Groups Final Report to the Board Reorganization Plan Announced

7 Revised Organization Interim VP for Integrated Marketing & Communications (IMC) Centralized Budget (Athletics, Admission, Advancement, Arts, Law, Colleges) Centralized Staff National Search for VP for IMC (Business Dean served as search chair) Board Committee Created for IMC

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9 Early Wins (1-3 months) Strong Endorsement from President s Council and Council of Deans Negotiated Budget Agreements Negotiated Staff Agreements Centralized Office Space and Identity Hiring of Experienced VP Board Committee Launched

10 Intermediate Steps (3-12 months) Focus on Visual Brand Renovation and Development of Brand Attributes Quantitative and Qualitative Research- Based Approach Development and Utilization of a War Room for Brand Research and Education Full Board Engagement in Brand Research and War Room Education Session Deployment of Bow-Tie Model for Brand Implementation over 12 Months

11 The Bowtie model #1 ESTABLISH CASE FOR BRAND #3 The Big #2 Bang #4 Tactical #2 #3 #4 BUILDING Build Up Brand SOFT MANAGING CONSENSUS Leadership Development & LAUNCH THE BUILD UP Ensuring brand Unveils Short & Get the ball Dealing with motivators implementation Communications rolling & and success Expected adaptors Planning Mandates Build Up To Brand Critical Mass Change Scott Ochander #5 ACHIEVING CRITICAL MASS

12 Valparaiso University Brand Launch Strategy The Bowtie Brand Soft Launch Case for Brand Renovation Established Research Design System Completed Brand test at LCMS Youth Gathering Athletics Identity Unveiled Finalize Brand Architecture Critical Mass Achieved Brand Mgmt Begins Scott Ochander 01/2010 6/25/10 7/9/10 8/20/10 9/18/10 04/16/11 Milestone 8/21/11

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16 New Identity System

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18 Final Brand Attributes Journey

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22 Intermediate Steps (12-36 months) Refine and Complete Visual Brand Renovation Refine Brand Attributes Secure Domestic and International Trademark and Licensing Manage Brand Internally and Externally Develop Marketing Plans for All Key Areas Integrate Marketing Plans Across University Continued Briefings of and Counsel from Board IMC Committee

23 Intermediate Steps (12-36 months) Develop Crisis Communications Plan Develop Social Media and Digital Media Expertise Revitalize Media Relations Launch Metro-Chicago Advertising Campaign Launch Strategic Plan Launch Campus Master Plan Launch Alumni Relations ecommunity Launch Phase One of Website Renovation

24 Long Range Steps (36-60 months) Succession Planning Expand Internal Communications Capacity Implement Executive Communications Strategy Expand Chicago Metroland Advertising Complete Website Renovation Launch Comprehensive Campaign

25 Lessons Learned Gain Board Endorsement at the Outset Importance of External Audit Determine Institutional Readiness for Brand Renovation and Management Develop Strategy to Manage Staff Transition to Integrated Model Determine President s Role in Process Need for Strengthened Internal Communications to Faculty and Students

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