Marketing and Management

Advancing Mission, Message, Marketing and Management
NAIS ANNUAL CONFERENCE March 4, 2000

Presented By: Christina Drouin, Director of Institutional Marketing Saint Andrews School, Boca Raton, FL Scott Looney, Director of Admission & Financial Aid Cranbrook Schools, Bloomfield Hills, MI
Outline
Section 1 - Introduction to Social Marketing
a. Marketing Defined and Differentiated Housekeeping: b. Social Marketing c. Principle of Exchange d. Marketings Components Please ask questionsNine along the way, sometimes
we may them Section 2 - Example Project: Cranbrooks Message put in The Parking Lot and get to them later.
Development
Research Marketing Audit SWOT Message Development
Confidentialityplease share openlythen keep it in this room. You dont need to take a lot of notes, on your diskette are: Section 4 - Setting Marketing Objectives this PowerPoint presentation Section 5 - Targeting a Word document outlining in greater detail the process Section 6 - Strategies of developing your institutional marketing plan Section 7 - Special Promotional Tools an article about demographic trends and projections.
Section 3 - Selecting the Marketing Project
Section 8 - The Marketing Plan Acknowledgments: This presentation has been prepared with admiration and reognition for the Section 9 - Marketing at Work at Your Institution groundbreaking early work of Robert Rubright and Dan McDonald in the marketing of not for profits in the
1970s and in particular their book entitled "Marketing Health and Human Services," which has been instrumental in the formation of my marketing methodology over the years and a touchstone for both
What is Marketing?
Drouin / Looney NAIS 2000

Marketing Defined and Differentiated
Marketing is not communications, public relations, publicity, promotion, advertising, or sales. Marketing is not long range planning. Marketing is a systematic approach to planning the benefits to offer a distinct target market in order to elicit the support or resource the organization desires in return. That makes it a planned system of achieving objectives. Marketing is community-oriented and views the organization as being an integral part of the changing environment. It focuses on bi-lateral communication and exchanges. Marketings arrival on the scene poses questions for the traditional practice of public relations in not-for-profit institutions.
Drouin / Looney NAIS 2000 4

Public Relations Primarily reflects the problems and concerns of management, not the publics that are related to the organization. Public relations concentrates on publications and news.
Marketing Includes these tools of promotion in a wider circle that brings in testing, planning, research, targeting, strategies, and much consultation among the organization and its community of relationships.

Some of your organization's questions about marketing may include the following: 1. Won't marketing create an overwhelming demand for our services? 2. Will marketing change the relationship between our organization and clients, our contributors, our various constituencies? 3. Is marketing ethical in an educational institution? 4. Is marketing cost-effective? 5. Are there other by-products of marketing besides the successful implementation of a specific objective? 6. How big does a school have to be to adopt a marketing approach? 7. What staff capabilities do we need to undertake marketing?

The goal of social marketing is a changed life. Consider the following quotations:
Social marketing is the design, implementation, and control of programs seeking to increase the acceptability of a social idea, cause, or practice in a target group(s).
The art of marketing is the art of brand building. If you are not a brand, you are a commodity. Then price is everything and the low-cost producer is the only winner.
-- Philip Kotler, Professor of Marketing, Kellogg School of Management Northwestern University

The Concept of Exchange Exchange is the foundation of all marketing theory and good marketing practice. It means that the institution or organization and its constituents have nearly equal benefits to bestow on one another. How exchanges are developed and managed is critical to successful marketing programs. The ability to identify what the mode and method of exchange with potential targets should be what distinguishes the marketer from the public relations counterpart and from the ordinary sales campaign.

The Concept of Exchange There are four exchange concepts: The product concept assumes customers will respond favorably to the offering, and therefore believes little marketing is needed. The selling concept believes customers will not buy enough unless they are reached with substantial selling and promotional efforts. The marketing concept believes the main task is to determine what a target groups needs, wants and values are and to adapt the whole organization to delivering the desired satisfactions. The social marketing concept says that consumer satisfaction and long-run consumer and public welfare are the keys to meeting organizational objectives.
Feedback Loop - Year 1
Cranbrook
Alumni
10
Feedback Loop -Year 2
Cranbrook
Alumni
11
Feedback Loop - Year 3
Cranbrook
Alumni
Targeted fundraising based on specific alumni response, ...planned giving, etc 12
Feedback Loop - Year 4 (Cycle begins again)
Cranbrook
Alumni
Fund raising appeals specific to alumni response launched in significant ways 13

Questions 1. Which of these exchange concepts guides your institution? Is it the most productive of the choices? 2. List the features of one of your key services. Turn the features into benefits. 3. Develop a list of exchange opportunities for one of your key services. Use the following grid as a guide.
Target Market
Why Selected
Exchanges
14
Section 1 - Social Marketing System

Marketings Nine Components 1. Research
Needs assessment, polling, process interviews, process competition surveys, internal and external surveys and environmental factors Steps in the preliminary 2. Internal Marketing Audit marketing process Examination of current services and how they are developed, delivered and promoted; how and how well the institution serves the needs and wants of target markets
3. Identification and Selection of Marketing Projects 4. Setting Marketing Objectives 5. Targeting 6. Selecting Marketing Strategies The Plan 7. Creating Special Promotional Tools Dont Start Here! 8. Making Internal Adjustments 9. Evaluation/Recycling
15
Audience Survey
What are the three most important things to know about your school? If you could only say one thing about your school, what would that be? Would most of the other constituencies in your school chose the same one message you chose?
Why Cranbrook Needed a Message
17
Overview of Cranbrook
Cranbrook Schools:
Brookside Lower School (506 students, grades PK-5th) Cranbrook Kingswood Middle School (324 students, grades 6 through 8 -separate gender specific programs) Cranbrook Kingswood Upper School (751 students, grades 9 through 12, day and boarding)
TOTAL ENROLLMENT K - 12 = 1,581 Cranbrook Academy of Art:

A graduate school for the fine arts with 150 students Rated #3 in US for Fine arts graduate programs by US News and World
Cranbrook Museum & Library of Art Cranbrook Institute of Science

second largest science museum in E. Michigan, over 300,000 visitors per year recently completed a $27 million renovation and expansion 18
Mission Statement
Cranbrook Schools are independent, day and boarding, college preparatory schools. They seek to prepare young men and women from diverse backgrounds to develop intellectually, morally and physically; to move into higher education with competence and confidence; and to appreciate the arts. The Schools also strive to instill in their students a strong sense of social responsibility and the ability to contribute in an increasingly 19 complex world.
Mission Statement
Cranbrook Schools are independent1, day and boarding, college preparatory2 schools. They seek to prepare young men and women from diverse backgrounds3 to develop intellectually4, morally5 and physically6; to move into higher education with competence7 and confidence8; and to appreciate the arts9. The Schools also strive to instill in their students a strong sense of social responsibility11 and the ability to contribute in an increasingly complex world12.
Mission is not Message

Cranbrook Schools mission statement did not adequately state what made the school unique and was too broadly defined to be effective. Dont confuse mission with identity. Mission statements tend to be about being intellectually rigorous, responsive, caring, energetic and ethical. These statements reflect the wish rather than the reality. The reality is that schools already have an identity. Carol Cheney
From Managing Institutional Identity The Next Marketing Handbook for Independent Schools NAIS, 1994
21
Administrative Team Survey

1) What are/is Cranbrook Schools? 2) What three main points would you suggest we use to promote Cranbrook Schools to the outside world? 3) Is/Are Cranbrook Schools one school with many divisions or a collection of several schools?
What are/is Cranbrook Schools?

(30 different answers from 15 administrators) Intellectual growth Emotional growth An Island of Culture Unique and Unequalled Independent Divisions Nurturing Leadership Development Creative Multi-Dimensional Private Fulfilling Developmental Needs Boarding and Day Students Curiosity Character development Understanding Society and the World Stunning setting History/Tradition Community Artistic Development Moral Development Encourage Risk Taking Instill Love of Learning Respect of Others K - 12th grades Diverse Ever-changing Nationally recognized Competitive 23 Complex Organization
What three main points would you suggest we use to promote Cranbrook Schools to the outside world? (37
different answers from 15 administrators)
Excellence (9) Diversity (5) Aesthetic/Artistic (4) Remarkable Campus (4) Rigorous College Prep (3) Moral/Character Development (2) Diverse Opportunities (2) Nurturing Teachers (2) Self expression options Passionately involved
Inclusive (non elitist) Cohesive Community Independent Learning Respect for all members of society Boarding School Traditions Technology Leadership Development Whole Child focus Internationalism 24
Is/Are Cranbrook Schools one school with many divisions or a collection of several schools?
All but two members of the administrative team said that Cranbrook Schools was one school with many divisions. However, one administrator said Cranbrook was five schools, one said it was three. The administrative team could not agree about how many divisions were found at Cranbrook. They were split between 3, 4 and 5 divisions. If Cranbrook Schools is one school then...
25
why are the Title and Mission Statement plural?
Mission Statement:
Cranbrook Schools are independent, day and boarding, college preparatory schools. They seek to prepare young men and women from diverse backgrounds to develop intellectually, morally and physically; to move into higher education with competence and confidence; and to appreciate the arts. The Schools also strive to instill in their students a strong sense of social responsibility and the ability to contribute in an increasingly complex world.
The Need for a Simple Message While every good school has myriad successes and areas of strength, to craft an external institutional image Cranbrook should consistently broadcast the same few messages in nearly every external communication. These messages should be sent out loudly and clearly. Over time, and with significant repetition, we will begin to hear our external constituencies attach these few points to Cranbrooks name like a slogan. At that point, the battle is nearly won. Clarity of message and repetition is essential.
1996 Admission and Marketing Plan for Cranbrook Schools
27
Schools that do not consistently project their identity are vulnerable to incomplete and conflicting images, rumor, myth and lack of visibility.
Carol Cheney From Managing Institutional Identity The Next Marketing Handbook for Independent Schools NAIS, 1994
28
Creation of the Message Task Force (MTF)
29
Strategic Plan
The Head of School with the Long Range Planning committee of the Board launched a strategic planning process The MTF was given their official charge as a function of the strategic plan development
30
The Charge
Policy Goal: By 2004, Cranbrook Schools will have in place a clear, concise and effective external message that will be used to communicate its core values, unique qualities and commitment to individual excellence. Rationales:
Effective marketing of the Schools message will increase giving, improve student quality, enrollment and retention, and increase volunteerism. Effectively communicating the quality and character of Cranbrook Schools will enhance college admissions.
Action Strategies
Develop an external message and test its impact. Create a coordinated set of marketing materials. Create a process of coordination among areas with external outreach. Establish and review mechanisms for the dissemination of the message. Director of Admission will monitor adherence to the established message.
MTF Membership
Director of Admission & Financial Aid (Committee Chair) Director of Schools (ex Officio) Head of Lower School Business Manager Director of Technology Public Relations Manager - Schools Director of Summer Programs Director of Multicultural Programs Director of Development Associate Director of Development (Alumni Affairs) Associate Director of Athletics Board Member (Chair of Schools subcommittee, past parent) Board Member (Head of Mothers Council, current parent) Board Member (current parent)
32
Communications Audit
Message Development Process
Identifying what messages (if any) that are being sent in the various publications mailed from the school.
Discovery - Market Research (External) (Ideally on the front end)

Learning about the existing perceptions of our constituents
Holding up the Mirror (Internal) -Identifying the schools...

1) ...competitive marketing advantages 2) ...competitive marketing disadvantages 3) ...market realities
Winnowing down the possible message points Identifying Leverage (what matters) Perception points Develop several concept positioning statements Test concept positioning statements on various constituencies Adopt an external message Develop a communication plan (dissemination) 33 Develop a maintenance plan
Marketing Audit
Considerations Documents Constituencies of the Organization Services Competition Management Functions Promotional Tools New Business Mechanisms Cost, Tuition and Fees
34
Marketing Audit
SAMPLE: Internal Marketing Audit Documents Mission statement Charter Short range or long range master plan Publicity or public relations plan Marketing plans for individual projects Organizational goals and objectives Marketing objectives
35
Marketing Audit
Constituencies of the Organization List in priority order main publics, groups, targets, markets, or constituents Specify how your school communicates with each group Specify how each group communicates its needs to your school Estimate the attitude of each key public or market to your school List those surveyed, polled or sampled in the past two years and how results were used What publics or markets do you want to know more about? List those with which there are known barriers to communication List referral sources How do you get feedback? Are you satisfied with your feedback system? How is feedback used?
36
Marketing Audit
Services List your programs/services Does each reflect the purpose of the institution as stated in the mission? Any new programs/services started in the past five years? If yes, how are they being accepted? Have any failed? Which programs or services bring the most revenue? Which bring the least? Which are the most popular? Which are least understood?
37
Marketing Audit
Competition List including size and type of school, governance, programs/services, service area, tuition/fees Describe the one institution thought to be the chief competitor How do you learn about the competition?
38
Marketing Audit
Management Functions Do you have an official spokesperson? Alternate spokesperson? Public relations director? Marketing director? Board public relations committee? Board marketing committee? Head of School sympathetic to marketing? Has the board discussed marketing?
39
Marketing Audit
Promotional Tools Written media relations policy? Basic brochure that explains most of the programs/services? Internal newsletter? Which publics receive it? External publication or newsletter? Which publics receive? Electronic marketing? (e-marketingwebsite) Which publics or markets generally do not receive your external publication? Direct mail operation? For fund raising? For information distribution? Regular media release program? Clipping service? Radio PSAs? Which benefits are highlighted? TV PSAs? Which benefits are highlighted? Videotape? Which target groups view? Does the video reflect the needs of the targetDrouin groups or NAIS the wishes of the organization? / Looney 2000 40
Marketing Audit
Promotional Tools (Continued) Annual report? To which publics is it directed? Are any representatives of any public or market consulted while preparing the annual report? Speakers bureau? Serving which target markets? With what main messages? Print advertising? To which markets? Which benefits of the institution are mentioned? Do the ads bring in inquiries? How do you know? How many in the past 12 months? Community seminars, lectures, symposia? What are the general themes or directions of media releases? Student achievements, new personnel, new services, new equipment, revised policies and procedures, announcements of special events, donor recognition, classroom activities, feature stories, photo opportunities? How do you determine how well your purposes, objectives, problems, mission andDrouin news distribution policy are understood 41 / Looney NAIS 2000 by the news media?
Marketing Audit
New Business Mechanisms How does the institution acquire enrollment inquiries for its various programs/services? How does the institution interface with the business and corporate community? the foundation community? How does the institution acquire donors for its various giving opportunities? How does the institution interface with members of its constituencies who do not support the institution? How does the institution acquire volunteers?
42
Marketing Audit
Costs, Tuition and Fees of the Organization Compared to similar institutions, are your institution's charges the same, higher, lower? How about psychic costs? How do you characterize family attitudes toward tuition structure? (acceptable, unacceptable, no feelings either way?) Toward the annual fund? How do you communicate the main points of tuition and fees to key publics and markets? How do you communicate the main points of fund raising programs and activities to key markets and publics? How often in the past two years have you raised tuition and fees? How was this increase, if any, communicated?
43
Communications Audit
Review nearly all printed and word processed standard external communication Two pileswith or without message Review for consistency of message
44
Research
I. External Environment
A. Geodemographics B. National Population Projections C. Trends in Education
II. External Environment: III. The Competition
The Private Independent School Sector
45
Research
Environment I. External Environment
A. Geodemographics
National Population Trends
State Population Trend - Florida Geographic Mobility School Enrollment Educational Attainment Households and Families Marital Status and Living Arrangements Child Care Arrangements Labor Force and Occupation Money Income The Black Population The Hispanic Population The Asian Pacific Islander Population
Research
Environment
I. External Environment
B. National Population Projections
Projections illustrate possible courses of growth
The US population is growing larger The US population growth rate is slowing The US population will be older than it is now The US Hispanic population is becoming more diverse by race and origin
C. Trends in Education
National US Dept. of Educations Initiative 2000 State and Local Socio-Cultural US Department of Educations Family Involvement Partnership for Learning Technology Technology: Tools for Transforming Teaching and Learning -- A Background Paper for the Goals 2000: 47 Satellite Town Meeting, October 19, 1993
Research
Environment II. External Environment:
The Private Independent School Sector
1. Industry Demographics 2. Legal 3. Financial 4. Demographic and Psychographic Profile 5. International Market Profile and Trends 6. Multicultural Markets 7. Independent vs. Private Schools 8. Industry SWOT 9. Traditional Primary Market Segments
48
Research
Environment III. The Competition
Name, address, date opened, nature of business Chairman/CEO names and backgrounds/volunteer Board members Names/titles/immediate past positions of key administrative staff Licenses, certifications? Where are students being recruited from? Your own service area, a new service area? A combination? What programs are offered? Do any programs differ from your own? If yes, how? Any points of differentiation that help it attract students? What are the costs and charges in comparison with yours? Socioeconomic, psychic advantages the competitor has over your org. What disadvantages does the competitor face in the community? 49 What are the competitor's main marketing targets? List the competitor's marketing tools and how they are used
Research
Questions 1. Who is top of mind in your primary trading area?
2. If you are not competing on price, what other attributes are you competing on? (access; service quality; reputation; location; staff accessibility, depth, attitudes, experience, expertise; promotional tools; admission policies)?
3. What challenges does a competitor face from your school/organization? From other competitors in the area? 4. If your competitor were to make a major marketing change in the next several months, to which markets or targets would your rival shift? 5. What does your institution need to do to protect itself from 50 existing or new competition, both immediately and long range?
Cranbrook Schools Enrollment 1988 - 1998 vs.

Gross Domestic Product* in 1992 constant dollars and vs. Population of School Age Children* in the U.S.
Recession & Low Population
1600 1550 1500 1450 1400 1350 1300 1250 1200 1150 1100 92
Enroll
88
89
90
91
93
Pop.
94
G.D.P
95
96
97
98
*School Age Children Population and GDP indexed to same range as Cranbrook Enrollment
Average and Median Household Incomes for Cranbrooks Top Ten Day Student Communities vs. Michigan and U.S. norms.
200,000
Average Median
150,000
100,000
50,000
Franklin
Detroit
Clarkston
Bloom. Hills
West Bloom
Birmingham
Farmington
Rochester
Orchard Lake
Michigan
Troy
U.S.
52
Resources on the Net

Type demographics (your city name) in any internet search engine (Yahoo, Altavista, Netscape, Explorer, etc) and you will see a host of sites that offer limited free demographic reports. Some of the best are:
United States Census Bureau homepage (www.census.gov) the entire census is available and easy to navigate with clickable states and county maps. The Right Site - Easy Analytic Software homepage. (www.easidemographics.com) offers up to 10 free customized reports. American Demographics Webpage: (http://www.demographic.com) many of their great articles are available. USAData homepage (www.usadata.com) offers free demographic reports on over 100 major metro areas. Premier Insights homepage (www.premierinsights.com) offers free demographic reports by fax of a 1.5 mile radius of any major road intersection. Information Decision Systems homepage, (www.infods.com) American City Business Journal homepage, (www.amcity.com/journals/demographics) 53
Market Research Techniques

There were three phases of research: 1) Discovery External survey and interviews 2) Hold up the Mirror - MTF winnowing process 3) Leverage perception concept testing Series of one-on-one interviews with prospective students in the inquiry pool, prospective parents, current parents, past parents, alumni-potential donors, IECA consultants, faculty and administrators. Telephone surveying of distance, hard to gather constituents, boarding candidates and distant alumni. Approximately 150 different people were interviewed in person or over the phone
Positives:

Discovery Research Results
Unmatched campus with unique college like atmosphere Prestigious (if not the highest level) general reputation Very high level (if not the highest) academics Championship hockey programs Generous financial aid Midwestern through and through Major step up from public schools (resources / personal attention) Well choreographed communications Wrong location for competing with private school perceived as the best (N. E.) Insufficient name recognition to compete nationally Dominant Day population Too costly Financial Aid is complicated Application is complicated Follow up is poor after acceptance 55 Too high an Asian population
Negatives:
S.W.O.T.
Strengths, Weaknesses, Opportunities and Threats
This systematic approach to learning about internal operations, coupled with a study of the external environment, gives the marketer a clear picture of the strengths and weaknesses inside the institution, and opportunities and threats outside the institution (SWOT). SWOT yields a balance sheet of assets and liabilities.
Questions: In your opinion, what are your institutions strengths and weaknesses? What are the external opportunities and threats? Would senior administration have a similar view? Would primary internal Drouin user /markets agree? Looney NAIS 2000 Primary external target markets agree?
56
S.W.O.T.
Strengths, Weaknesses, Opportunities and Threats
At any given moment, every organization is at risk from at least one of the following marketing risk situations. This marketing risk situation is often the point of origin of marketing projects.
Decline Static Inadequate growth in market share Sudden change Maintenance New product introduction Unusual action or inaction by the competition
Holding Up the Mirror

Identify Cranbrooks competitive market advantages Identify Cranbrooks competitive market disadvantages Review the market realities, external factors which would effect the message.
58
Competitive Advantages
Create independent thinkers Profound aesthetic acculturation Nurture the individual Breadth of offerings Kind/Caring environment Free standing Science building Opportunities for self expression Inspire self confidence Internationalism Superior education Offerings of CEC Focus on whole student Pervasive quality A.P. results Balance in academics, art and athletics Build leaders Create critical thinkers New swim pool Amazing campus Reward risk taking Build character Safe haven for intelligent risks Promote diversity Boarding program Gender specific education Stability of Faculty Small class size
59
Competitive Disadvantages
Cost vs. worthvery expensive Too large Too complex Perceived as elitist, just a school for rich kids Convoluted growth history of Cranbrook schools Too many different arms of CEC marketing Less structure and no formal dress leads to the perception that Cranbrook is less academic Some facilities undersized for current student numbers Some deferred maintenance still a problem Perhaps perceived as Art school only 60
External Factors
(Threats and Opportunities)
Stability of the economy Financial Aid changes in colleges Baby Boom echo demography Technology Charter Schools Ineffective Public Schools The growth of the greater Cranbrook Educational Community Tuition and affordability Open enrollment in public schools Vouchers More heterogeneous population Continued wait-lists 61 Better image of schools administration
Winnowing the Message Points

Held a series of meetings to prioritize each of the advantages and disadvantages. Prioritized by rating each point in terms of: 1) Importance (to include in the message)
2) Performance (how well Cranbrook already

gets this point out to the world)
Narrow the list of possible message points down to five or lessideally one.
Nurture Tolerance Thinkers Aesthetic Buffet Facilities Elitism Price
Importance Performance
63
Nurture Tolerance Cost/Worth
Opportunities
Thinkers Buffet
Successes
Importance
Elitism Aesthetic
Emerging Opportunities
Overkills
Poor Facilities
Low
Performance
High
64
MTF Final Recommendations

Develop/Nurture the Individual: Build confidence in students. Support individual development. Fostering independence. Create thoughtful students. Students tend to become composed and self-confident. Creative, Critical and Independent Thinkers: Challenge minds. Avoid rote learning. Teach imagination. Independence and creativity is seen in nearly every aspect of program. Accepting/Kind/Tolerant Community: People at Cranbrook are unusually open minded, tolerant of differences in opinion, background, thought, approach. The unusual is accepted. Not just a place for wealthy students. Particularly thoughtful people. Buffet of offerings: Cranbrook schools has a myriad of choices and opportunities, and students can pursue things to great depth. Can easily support both the Math genius and the great painter, musician, etc. Help to develop in students a wide range of skills and interests. Required to participate. We help to create active kidsdoers. Aesthetic Acculturation: Students who spend time at Cranbrook cannot help but learn an appreciation of art, nature, beauty, history, architecture, etcThis culturally and aesthetically enriched environment seems to have a profound effect on our 65 alumni, faculty, parents and students.
Testing the Message

The message must be, not only an accurate reflection of the school, but also something that resonates with each of the critical Cranbrook Schools constituencies.
The ultimate goal is finding a single description which is both appealing and convincing to our markets. By testing the ideas first, we will have a much better chance of success with whatever positioning strategy we choose.
Mark Edwards
Cranbrook. The only college preparatory approach that is single sex when it should be and coed when it can be.
Pursuing an education at Cranbrook is like growing up in a large family. In the early years from kindergarten to fifth grade, boys and girl play and learn together, free from the gender concerns they will inevitably grow into. As they approach puberty, classes are sequestered on separate campuses; boys with boys, girls with girls. Experience shows that this is the best way to encourage concentration on curriculum. Later as they inevitably grow out of the turmoil of early adolescence, we bring the sexes back together in coed classes in ninth grade -- (although we still keep the boys and girls separate in ninth and tenth grade humanity classes) to prepare them for coed college experience.
Cranbrook. The only college preparatory approach that is single sex when it should be and coed when it can be.
Cranbrook. Where nurturing creativity is the key to the learning process.

Cranbrook is a 300 acre work of art, with grounds and buildings honored by the Register of National Historic Landmarks. And from the beginning, Cranbrook has been unique in the way we use the arts from the earliest age to encourage creative, critical and independent thinking. The Cranbrook faculty is committed to tapping into the students creativity as a powerful means of developing the disciplines that will be required in college. Cranbrook is a family of schools from pre-kindergarten through Graduate programs in the Fine Arts that offers the broadest possible range of academic, artistic and athletic options.
Cranbrook. Where nurturing creativity is the key to the learning process.
68
Cranbrook. We believe that in todays competitive environment, preparation for college should be comprehensive and challenging.
Cranbrook is more than a school. Cranbrook is a family of schools prekindergarten, middle and upper - offering a uniquely comprehensive college preparatory education. At every level youll find a superb teaching and learning community that cherishes and challenges the individual, that encourages creative, critical and independent thinking, that offers the broadest possible range of study, artistic and athletic options. With college admission as important and as challenging as it is, your child should have the most comprehensive, most challenging preparation possible.
Cranbrook. We believe that in todays competitive environment, preparation for college should be comprehensive and challenging.
Message Development Process Communications Audit Discovery - External Market Research Holding up the Mirror - Internal Market Research Winnowing down the possible message points Identifying Leverage (what matters) Perception points Develop several concept positioning statements Test concept positioning statements on various constituencies Adopt an external message Develop a communication plan (dissemination) Develop a maintenance plan
Break
71
Social Marketing System

3. Identification and Selection of Marketing Projects 4. Setting Marketing Objectives 5. Targeting 6. Selecting Marketing Strategies The Plan 7. Creating Special Promotional Tools 8. Making Internal Adjustments 9. Evaluation/Recycling
72
Marketing Risk Situations

73
State of the Institution

1) Just added a new Lower School in 1999-2000 New Product Introduction 2) Donor gives $5 mil for Center for Diversity in Sudden Change Education 3) Drop in Boarding Enrollments Decline 4) Overall new enrollments and admission activity Maintenance strong and steady for last 5 years 5) Closest competitor is adding a Lower school in Unusual Action by Competition 2001-2002 6) Although already financially successful, the Static summer camp program could accommodate 30% more students. 7) Insufficient growth in underrepresented groups Inadequate Growth in Market Share 8) Multi-national financial services company Sudden Change moving Global Headquarters to your areabringing many new families with children

Question: Identify your institutions prominent marketing risk situation.

Risk Static Inadequate Growth in Market Share Sudden Change Maintenance New Product Introduction Unusual Action by Competition Decline Vote
Question: Identify your institutions prominent marketing risk situation.

Section 3- Prioritizing Marketing Risk Opportunities / Selecting the Marketing Project

Ten Criteria for Marketing Opportunity/Project Selection High Medium Relevancy to organizational objectives o o Severity of the problem o o o Support from funders o o o Benefits to organization o o o Benefits to target groups o o o Practicality of achievement o o o Visibility of project o o Investment of staff time o o o Financial investment o o o Future trade value o o Initial project/opportunity ranking: 1 2 3 4 5 6 10 High Drouin / Looney NAIS 2000 Low o
9 Low 77
Section 3- Selecting the Marketing Project

Six Steps in The Preliminary Marketing Process
1. Discuss with staff the nature of the project and the marketplace 2. List preliminary project objectives 3. Identify barriers to success 4. Detail opportunities that might exist 5. Establish a general category of targets 6. Outline an initial approach or workplan for the project
78
Section 4 - Setting Marketing Objectives

Objectives must degenerate into work or else they are just dreams. Peter Drucker Setting objectives in marketing is a process built around three factors: 1. Hierarchy 2. Work assignments 3. Accountability Seven Steps to Successful Objective Setting in Marketing 1. Write them down 2. Adopt them formally 3. Make them measurable 4. Make someone accountable 5. Be specific 6. Make sure theyre attainable 7. Rank them by priority Write a separate set of objectives for each service or bundle of services. Done successfully, this is essentially the work-plan for your
Section 4 - Setting Marketing Objectives

Overall Marketing Objective: By the end of the next fiscal year we will establish an Institutional Marketing Department which, with the support of the Board of Trustees, will take a leadership role in the overall marketing effort of the institution, developing and facilitating the implementation of one or two marketing projects.
Objective A:
Objective B: Objective C: Objective D: Objective E: Objective F:
Create an infrastructure to support marketing efforts A-1 Establish a Board Committee on Institutional Marketing a-1 Set criteria for committee selection a-2 Identify and invite candidates a-3 Draft the Committees charter with Head and proposed Board Committee members a-4 Present position paper to Board A-2 Establish working relationship with head A-3 Build relationships with administrative team Acquire a budget Develop the marketing team Collaborate on how the marketing process can work best here Select one or two key marketing projects Implement marketing process
Section 5 - Targeting
Organizations are not able to serve whole markets effectively. The organization is wise to choose a segment or segments to serve and differentiate its marketing programs for those different markets. What is it that makes groups within the target market different from one another? What is it that each of these target groups (or organizations or individuals) wants? Each target group has a special influence on the institutions ability to operate in the most effective manner. Markets are: 1. Identifiable 2. Homogeneous 3. Measurable 4. Reachable
Segmentation Process
Segmentation is a must as part of a differentiated marketing strategy. Here are the basic steps: 1. List the markets you see as important to segment. 2. Prioritize the relative importance of each in the total scheme of organizational objectives. 3. Each market in turn consists of distinguishable market segments. Choose a limited number to serve and differentiate marketing programs accordingly.
82
Using this procedure, a slice of the segmentation pie for a high price/high value independent college preparatory school located in an affluent area of growing young families opening a new K-5 division might look like this:
1. Isolate 2. Segment
in
Families with school-age children Families with school-age children who live in gated communities geographic target market areas
Families with school-age in gated communities in areas and are alumnus,
3. Break down into targets children who live target geographic acquainted with a trustee, parent of alum, or current parent 4. Develop strategies
Direct marketing strategies based on referrals and relationshipbuilding events such as neighborhood coffees, oneon-one
Section 6 - Strategies strategies are the creative end of marketing and the most exciting
part for many.
Growth Strategies
The first level of growth opportunity analysis uncovers opportunities present in the current product/service market activity. For most institutions opportunities in this grid are always the most cost-effective places to begin and can be accomplished through three main marketing strategies.
84
Three Intensive Growth Opportunities
Market Development Markets
(Diversification)
Market Penetration
Product Development
Present
Products
New
85
Section 6 - Strategies
Growth Strategy: Market Penetration Seeks increased sales for present services in present markets through more aggressive marketing efforts. Key Tactics: - Increase unit of purchase - Suggest new uses for the product - Offer price incentives for increased use - Increase efforts to attract competitors' customers - Step up promotion - Improve brand differentiation - Increase efforts to attract non-users - Increase service trial through offering samples and incentives - Pricing up or down - Advertise new uses
Growth Strategy: Market Development Seeks to attract other market segments Key Tactics - Open additional units through regional expansion - Attract other market segments by developing product versions that appeal to these segments - Enter other channels of distribution - Advertise in other media - Build new relationships
87
Growth Strategy: Product Development Seeks to increase sales by improved services for present markets Key Tactics: - Develop new service features by attempting to adapt, modify, magnify, minimize, substitute, rearrange, reverse or combine existing features - Create different versions of the same product - Develop additional models and/or sizes
Section 7 - Special Promotional Tools

It is universally accepted that intangible services are promoted on the basis of a very simple idea: benefits to the consumer. The marketing plan gives communications its direction. Promotional tools are used to direct messages to target markets. Traditionally, the management of promotional tools has been in the hands of public relations. With the marketing headset, these tools are not a mirror of administration but a reflection of the attitudes and needs of those who use or will use the service or buy the product and are selectively and strategically developed to do that. Marketing research and strategies developed to reach targets will cause promotional tools to practically write themselves.
Traditionally there have been four promotional channels: Sales Promotion
Publicity Selling
Advertising
Personal

Communications Continuum
Awareness Comprehension Conviction Action
90
Awareness Publicity Selling 10,11
Comprehension
Conviction
Action Personal 1,2,3,4,5,6,7
Advertising 12,13
Promotion 8,9,10
Marketing Communications Hierarchy 1. One-to-one, face-to-face conversation 2. Small group discussion or meeting 3. Person speaking before a large group 4. Telephone conversation between two persons, webpage-dynamic 5. Hand-written personal note 6. Typewritten, personal letter not generated by a word processor 7. Computer-generated "personal" letter, e-mail, etc. 8. Mass-produced, non-personal letter 9. Brochure or pamphlet sent out as a direct-mail piece 10. Article in institutional newsletter, magazines, tabloids, webpagestatic, etc. 11. News carried in popular press (newspapers, radio, television, 91

Questions 1. Do your promotional tools reflect your marketing plan? 2. Are your key promotional tools a mirror of administration or a reflection of the attitudes and needs of your target market segments?
92

Saint Andrews Faculty Ad Campaign Cranbrook Message Brochure
93
Break Out Groups- By Risk Group Brainstorm strategies and tactics for your group. Select a recorder and reporter for your group. Each group will have 3 minutes to report the results of their brainstorming session. Exchange contact information with group membersyou all have similar issues.
94
Section 8 - The Marketing Plan

I. Problems and Opportunities II. Marketing Objectives for the Project A. Overall Objective EXAMPLE: The school wishes to expand the volume of its business by generating sufficient applications for a new lower school to meet financial projections of break-even within two years of opening. B. Primary Objectives 1. X (Develop communications programs to support lead generation and lead management) 2. Y (Develop a lead management program that will generate 300 qualified leads by first quarter FY 99-2000) 3. Z (Develop a lead generation program that will generate 300 qualified leads by first quarter FY 99-2000)
95

II. Marketing Objectives for the Project (Continued) C. Subobjectives for each primary objective 1. X a. b. c. 2. Y a. b. c. 3. Z a. b. c.

III. Marketing Targets for the Marketing Project A. Identify (primary only if one year or less) B. Why selected C. Exchange IV. Marketing Strategies for The Project (List main strategies in general terms (market penetration, market development, product development, or diversification) A. Main Strategies 1. Market penetration*: Through various programs designed to reach trustees, parents, alumni and other referral sources... 2. Market development**: 3. Product development***: B. Strategy development by target group Identify type of strategy by * code 1. Target group a 2. Target group b 97 3. Target group c

IV. Marketing Strategies for The Project (Continued) C. Promotional Tools List (examples) 1. Letter from headmaster inviting referrals 2. Letter from Communications Office offering targeted information 3. Email messages 4. Lower school web page on web site 5. Talkpiece for neighborhood coffees 6. Curriculum package 7. Admission package 8. Dinner with headmaster 9. Neighborhood coffees 10. Ad Campaign (Saint Andrews Lower School Ad) VI. Monitoring Marketing Plan A. Proposal to measure effectiveness of each objective
98
Section 9 - The Structure

The Institutional Marketing Committee
The Institutional Marketing Committee has a critical role in the success of marketing in the organization. It can and should:
1. Offer comments on organizational marketing goals and objectives 2. Approve projected marketing objectives submitted by administration 3. Respond to invitations to contribute ideas and direction to the preliminary marketing process and initial marketing plans 4. Assist in writing parts of the marketing plan 5. Counsel the marketing director when requested 6. Ask for the counsel and advice from the staff marketer 7. Inform the board about marketing programs of competition 8. Participate in market research 9. Visit similar schools in other areas to assess their marketing approach 10. Advocate marketings presence within the school 11. Participate in marketing project evaluations

The Head of School
The Head can positively influence the marketing effort at your institution by taking the following action steps:
1. By forwarding updated short- and long-range plans and other documents 2. By including marketing in top administrative councils 3. By providing rough sketches and outlines of marketing challenges, problems and hypothetical solutions 4. By endorsing plans for marketing research and participating in the preliminary marketing process 5. By meeting regularly with the marketer to work out problems in research, market access or planning 6. By endorsing a triad arrangement among marketing, development and admission 7. By providing marketing entree to the Board of Trustees 8. By advocating the principles of marketing before the Board and its committees 9. By assisting in carrying out strategies 10. By participating constructively in the continuing evaluation and recycling of 100each plan

The Marketing Project Team
Issues Tasks and responsibilities Leadership Team assignment Financing Specific charge Authority Consultation and support services Timetable
101

Suggested Steps in the Marketing Process
1. Convene the marketing team 2. Review, revise and agree on approaches from initial project analysis including timetable 3. Define primary objective of project; detail secondary objectives; review against curren objectives and policies 4. Discuss and agree on strategies 5. Identify key target dates for project 6. Identify all possible problems and opportunities related to the project 7. Review research activities 8. Initiate and conduct special research projects as required 9. Concentrate on identifying targets, analyzing and ranking their importance 10. Identify exchanges and sources of influence that are related to targets 11. Review targets and place in proper sequence 12. Identify internal adjustments needed with operations 13. Hold progress meetings 14. Decide on tools that must be developed; arrange for their production 15. Produce written marketing plan 16. Evaluate effect of strategies at key dates; be prepared to determine measurable
Review - Social Marketing System

3. Identification and Selection of Marketing Projects 4. Setting Marketing Objectives 5. Targeting 6. Selecting Marketing Strategies The Plan 7. Creating Special Promotional Tools Dont Start Here! 8. Making Internal Adjustments 9. Evaluation/Recycling
103
To Reach the Us
To Reach Christina:
E-mail: Phone: Fax: Mail: christina.drouin@saintandrewsschool.net or drouin@bellsouth.net 561-852-5100 ext. 378 561-852-5173 Christina Drouin Director of Institutional Marketing Saint Andrews School 3900 Jog Road Boca Raton, FL 33434 slooney@cranbrook.edu 248-645-3409 248-645-3025 D. Scott Looney Director of Admission & Financial Aid Cranbrook Schools -Office of Admission 1221 N. Woodward Ave. Bloomfield Hills, MI 48304
To Reach Scott:
E-mail: Phone: Fax: Mail:
104
The End
105
Questions 1. Think of one priority target market for one of your services or programs. Work through the following chart to see if your school is maximizing its value to the target group. What are the exchanges? Are they relatively equally balanced? Priority Target Market Why Selected Exchange
106
For Copies of this Presentation Hard Copies = free Download from www.isacs.org Zip Disks = $20
Leave your business card or: E-mail: slooney@cranbrook.edu Phone: 248-645-3409 Fax: 248-645-3025 Mail: D. Scott Looney Director of Admission & Financial Aid Cranbrook Schools -Office of Admission 1221 N. Woodward Ave. Bloomfield Hills, MI 48304 Drouin / Looney NAIS 2000
107

The goal of social marketing is a changed life. Consider the following quotations: By the recognition that effective marketing requires a consumer orientation instead of a product orientation, marketing has tied its economic activity to a higher social purpose.
-- Philip Kotler, Professor of marketing, Kellogg School of Management Northwestern University
Social marketing. says Kotler, is the design, implementation, and control of programs seeking to increase the acceptability of a social idea, cause, or practice in a target group(s). It utilizes market segmentation, consumer research, concept development, communications, facilitation, incentives, and the exchange theory to maximize target group response. Marketing can be used to bring products, services, organizations, persons, places, or social causes to the attention of a market.The art of marketing is the art of brand building. If you are not a brand, you are a commodity. Then price

Questions 1. What is your understanding of marketing? How does it differ from public relations, promotion, advertising, sales? 2. What do you think is the understanding of marketing at your institution/organization? How close to an actionable working definition is this? 3. What can you do to encourage a marketing mindset at your institution/organization? 4. Must the public relations effort be adjusted at your institution/organization to incorporate a marketing focus? If yes, how? If not, why not?
In older, larger more complex schools, the disparate interests of individuals and departments often compete for influence. Unless the schools identity is managed thoughtfully, long term mission and ethos may be engulfed or overshadowed by turf battles.
Carol Cheney From Managing Institutional Identity The Next Marketing Handbook for Independent Schools NAIS, 1994
110
Country Day Academy

(K-12, Day school of 950 students, located in the Midwest)
At CDA, we stress self-reliance, respect and diversity in a learning community. We believe in educating the whole child, with a strong emphasis on character development and spiritual growth. We offer gifted and talented young people the opportunity to develop their creative abilities in a wholesome community under the guidance of an exemplary faculty. A progressive, hands-on academic program and variety of exciting activities help to improve student achievement. CDA is an innovative and technologically rich educational environment. At CDA we hope to lead students to embrace wisdom.
Your task: Create for CDA a clear, concise and effective external message.
Disseminating the Message

New message vehicles will be created in all the various offices with external outreach. Consistency and Repetition To ensure consistency the chair of the MTF will review all written and audio-visual communication which leaves Cranbrook Schools (with the exception of specific letters). To ensure repetition, the MTF will be convened once each semester to review how much, and it what ways, the message is being disseminated.
112
Nurture Tolerance Thinkers Aesthetic Buffet Facilities Elitism Price
4 Importance Performance
113
Organizations choose from among three key marketing strategies when it comes to targeting: 1. Undifferentiated than 2. Concentrated The institution focuses on what all members of the market have in common rather what is different. The organization decides to divide the market into meaningful segments and then concentrate its major marketing effort on one. The organization decides to operate in two or more segments of the market and to design separate products/services/programs for
just 3. Differentiated
each.

Marketing and Management

Diunggah oleh

Informasi Dokumen

Deskripsi Asli:

Hak Cipta

Format Tersedia

Bagikan dokumen Ini

Bagikan atau Tanam Dokumen

Opsi Berbagi

Apakah menurut Anda dokumen ini bermanfaat?

Apakah konten ini tidak pantas?

Hak Cipta:

Format Tersedia

Marketing and Management

Diunggah oleh

Hak Cipta:

Format Tersedia

Advancing Mission, Message, Marketing and Management

NAIS ANNUAL CONFERENCE March 4, 2000

Drouin / Looney NAIS 2000

Section 1 - Introduction to Social Marketing

Section 1 - Introduction to Social Marketing

Drouin / Looney NAIS 2000

Section 1 - Introduction to Social Marketing

Section 1 - Introduction to Social Marketing

Drouin / Looney NAIS 2000

Section 1 - Introduction to Social Marketing

Drouin / Looney NAIS 2000

Section 1 - Introduction to Social Marketing

Feedback Loop - Year 1

Drouin / Looney NAIS 2000

Feedback Loop -Year 2

Drouin / Looney NAIS 2000

Feedback Loop - Year 3

Targeted fundraising based on specific alumni response, ...planned giving, etc 12

Feedback Loop - Year 4 (Cycle begins again)

Fund raising appeals specific to alumni response launched in significant ways 13

Section 1 - Introduction to Social Marketing

Drouin / Looney NAIS 2000

Section 1 - Social Marketing System

Why Cranbrook Needed a Message

Drouin / Looney NAIS 2000

TOTAL ENROLLMENT K - 12 = 1,581 Cranbrook Academy of Art:

Cranbrook Museum & Library of Art Cranbrook Institute of Science

Mission is not Message

Administrative Team Survey

What are/is Cranbrook Schools?

why are the Title and Mission Statement plural?

Drouin / Looney NAIS 2000

Drouin / Looney NAIS 2000

Creation of the Message Task Force (MTF)

Drouin / Looney NAIS 2000

Drouin / Looney NAIS 2000

Message Development Process

Discovery - Market Research (External) (Ideally on the front end)

Holding up the Mirror (Internal) -Identifying the schools...

Drouin / Looney NAIS 2000

Drouin / Looney NAIS 2000

Drouin / Looney NAIS 2000

Drouin / Looney NAIS 2000

Drouin / Looney NAIS 2000

Drouin / Looney NAIS 2000

Drouin / Looney NAIS 2000

Drouin / Looney NAIS 2000

Drouin / Looney NAIS 2000

II. External Environment: III. The Competition

The Private Independent School Sector

Drouin / Looney NAIS 2000

Drouin / Looney NAIS 2000

Cranbrook Schools Enrollment 1988 - 1998 vs.

Recession & Low Population

Resources on the Net

Market Research Techniques

Discovery Research Results

Holding Up the Mirror

Drouin / Looney NAIS 2000

Drouin / Looney NAIS 2000

Winnowing the Message Points

2) Performance (how well Cranbrook already

Nurture Tolerance Thinkers Aesthetic Buffet Facilities Elitism Price