(2006) Building a Pyramid: Working Towards an Integrated Identity

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(January 2006) A perspective on the process of integration for marketing and communications. Covered the mechanics and basic rules to deliver long term value.

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<ul><li> 1. </li></ul> <p> 2. Summary </p> <ul><li>A perspective on the process of integration </li></ul> <ul><li>Cover some of the mechanics and basic rules to deliver long term value</li></ul> <p> 3. Quick Audience Survey </p> <ul><li>How many involved in: </li></ul> <ul><li>Administration </li></ul> <ul><li>Advancement </li></ul> <ul><li>Alumni Relations </li></ul> <ul><li>Affiliated with Higher Ed (Consultants, etc.)</li></ul> <ul><li>Communications &amp; Marketing </li></ul> <ul><li>Financial Aid </li></ul> <ul><li>Instruction </li></ul> <ul><li>Student Services </li></ul> <p> 4. The (First) Clich </p> <ul><li>The only stupid question is. </li></ul> <p> 5. The (Second) Clich </p> <ul><li>WashingtonApples </li></ul> <ul><li>FloridaOranges </li></ul> <p> 6. Todays Mantra </p> <ul><li>Even if your messages are not integrated </li></ul> <ul><li>the perception of your institution is. </li></ul> <p> 7. What is Integrated Marketing Communications? </p> <ul><li>A management concept that is designed tomake all aspects of marketing communicationsuch as advertising, sales promotion, public relations, and direct marketingwork together as a unified force , rather than permitting each to work in isolation . </li></ul> <ul><li>http://marketing.about.com/cs/glossaryofterms/l/bldef_imc.htm </li></ul> <p> 8. Quick Question </p> <ul><li>Anyone involved in such a process? </li></ul> <p> 9. What is Integration? </p> <ul><li>Integration = fusion, combination </li></ul> <ul><li>Integration single, monolithic entity </li></ul> <p> 10. An Eye-Q Test 11. 12. 13. 14. 15. 16. 17. 18. Institution: Integrated Environment </p> <ul><li>Projects cross organizational layers and responsibilities </li></ul> <ul><li>Integrated Environmentis a result of institutional c ulture </li></ul> <p> 19. (Another Mantra) The Cross-currents of Success </p> <ul><li>Strategic success starts from the top down operational success flows the other way </li></ul> <p> 20. Organizing a Policy </p> <ul><li>Policies Policing Policies Traffic Rules</li></ul> <ul><li>Ensure asmooth flowof operational processes </li></ul> <p> 21. Building a Policy </p> <ul><li>Avoid do and donts built in isolation </li></ul> <ul><li>Use an interactive process with recognition of responsibilities and priorities </li></ul> <ul><li>Engage administration in development and all layers for feedback and testing </li></ul> <ul><li>Flexibility and creativity is key for integrated results </li></ul> <p> 22. IM is key to IM </p> <ul><li>Internal Marketing helps develop </li></ul> <ul><li>Integrated Marketing </li></ul> <ul><li>Volunteer instruction, employee groups </li></ul> <ul><li>Be proactive </li></ul> <ul><li>Listen </li></ul> <p> 23. Policies : Quality Control </p> <ul><li>Quality Control is/should be the foundation of a policy</li></ul> <ul><li>QC notorious for operational bottlenecks </li></ul> <ul><li>Bottlenecks may be fatal </li></ul> <p> 24. QC : Build resources </p> <ul><li>Easily accessible comprehensive resources help: </li></ul> <ul><li>UMKC www.umkc.edu/brand </li></ul> <ul><li>UC www.uc.edu/branding </li></ul> <p> 25. QC : Suggestions </p> <ul><li>Beyond style guides and manuals: </li></ul> <ul><li>A session as a part of orientation</li></ul> <ul><li>Brown bag lunches </li></ul> <ul><li>Project management processes </li></ul> <ul><li>Calendar for cyclical projects </li></ul> <ul><li>Build awareness and participation earlier into the process </li></ul> <p> 26. Audience </p> <ul><li>Integration need not compete with segmentation</li></ul> <ul><li>Evaluate Audiences from the lifecycle perspective </li></ul> <p> 27. 28. 29. IM and the Lifecycle </p> <ul><li>Focus beyond the target stage of the cycle </li></ul> <ul><li>Address the preceding &amp; following stages </li></ul> <p> 30. 31. A Relay Marathon or a Marathon Relay</p> <ul><li>Use areas of overlap to develop cross-functional projects </li></ul> <ul><li>Move towards a relationship development model to deliver long term value </li></ul> <ul><li>Examples: Alumni at Career Fairs and Mentoring Networks </li></ul> <p> 32. Messages &amp; Channels</p> <ul><li>Beyond sprinkling URLs and splashing logos </li></ul> <ul><li>Understand the status of the relationship and work to advance it </li></ul> <ul><li>Integrated messages are a result of integrated processes </li></ul> <ul><li>Home work and preparation pays off! </li></ul> <p> 33. Messages &amp; Channels</p> <ul><li>Channels such as the Web are ideal for integration and repurposing content </li></ul> <ul><li>Examples: Admitted student sites and connecting scholarships to programs </li></ul> <p> 34. Admitted Students Howard Payne University 35. www.myhpu.com Close up 36. www.miami.edu/futurecanes 37. Northwest College Programs Page 38. Programs Page Close Up www.northwestcollege.edu 39. Parting Tips</p> <ul><li>All projects are local </li></ul> <ul><li>Split focus: long and short term approaches help </li></ul> <ul><li>Resistance is a reality: use it as a feedback tool and tuning device </li></ul> <ul><li>Remember it is a marathon (its easier after 20 miles) </li></ul> <ul><li>The pyramids were not build in a day! </li></ul> <p> 40. Thank You!</p> <ul><li>Any ???? </li></ul> <ul><li>[email_address] </li></ul> <ul><li>www.hasth.com/DSS </li></ul>

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