1. Sharing “lessons learned:” Creating an Online Brand: from Buy-in to Execution (an integrated marketing approach) Jeanette DeDiemar, Ph.D. Executive Director, Integrated marketing & communications Jamie Ceman Assistant Director, multichannel marketing

2. Our focus for the next 45 minutes Defining integrated marketing & communications Establishing the need for an online brand Managing change & creating buy-in Transformation of how the web supports recruitment, retention and outreach mission Take-aways Q & A

3. Defining integrated marketing A customer-centric, data-driven method of communicating with consumers. The management of all organized communications to build positive relationships with customers and other stakeholders – stresses marketing to the individual by understanding needs, motivators, attitudes and behaviors.* *Journal of Integrated Marketing Communications (JIMC) Medill -- Dept. of Integrated Marketing Communications (IMC)

4. Shifting campus focus cost convenience communication customer price place promotion product Source: jimc.medill.northwestern.edu/JIMCWebsite/site.htm

5. Rationale for an integrated strategy Higher education is a noisy, competitive marketplace Competition for resources impacts strategies and initiatives Inconsistent messaging impacts recruitment, retention & outreach Mismanagement /no management of your reputation – the result: others will manage for you

6. UW Oshkosh’s integrated marketing and communications strategy strategic, comprehensive, outcomes-focused and authentic

7. Benchmarks Will the public’s awareness, accessibility and appreciation of the university improve since we began? Will the financial condition of the college or university improve since we implemented an integrated marketing and communications strategy? Will the quality of specific marketing goals significantly improve since we committed to integrated marketing and communications? Will the university’s enrollment size, mix and targets be reached?

8. What we needed to do Align messaging to support mission, values, governing ideas and strategic initiatives Create a clear/clearer vision for institutional image and reputation Establish a robust, contemporary and memorable visual, content and internet-based identity Educate campus and shift organizational culture Communicate (externally and internally) Establish an integrated, consistent, online brand

9. The process Evolve traditional university relations model Realign resources Enhance unit skills Enhance customer service Infrastructure Assess university image and identity Evaluate resources Develop creative expressions Enhance resources Brand development Operations Launched integrated effort Aligned w/mission & goals Monitor and assess Continue to develop

10. Traditional infrastructure (pre-integration) University Relations Media relations PublicationsDesignPhotography

11. Realigned, enhanced collaborations Integrated marketing & communications News & public information Photography/ Videography Photography/ Videography Media relations Multi-channel marketing Design Strategic communications External relations Alumni relations Training & resources COLLABORATORS CHAMPIONS (embedded) Document Services Reeve Union Center for Business Success Gruenhagen Conference Center Career Services Residence Life Intranet Development Team CHANCELLOR

12. Creative expression: the message must be credible

13. Communicating university identity (multichannel) Advancement External relations StudentsAdministrationFacultyAdmissions Collateral (print, events, DM, photography, videography) New media Media Relations Online brand impact

14. The need for an online brand

15. The process Communicating the “need” Understanding “buy-in” Leveraging support of senior leadership Ensuring transparency, unity and opportunities for feedback and participationunity Establishing benchmarks Delivering a few “quick wins”– but focused on the long-term

16. Universe of opinions Senior Leadership Student Leadership Administration Faculty Grassroots

17. Strategic balance COMMUNICATION PARTICIPATION

19. Implementation Research, assessment, goal setting Alignment recruitment, retention, outreach goals Trend analysis Content evaluation & creation IMC & Units Technology evaluation Functional needs assessment CMS setup/Intranet feasibility Development phase IMC, IT & Units Navigation & visual design Site navigation Messaging Design, content, imagery, etc. IMC & Units Training Content & program Custom programming Design implementation IMC & Units Review & testing Content review Site testing Audience testing/focus groups (external & internal) IMC, IT & Units “Go live” Communication campaign Soft launch Redirections User group training IMC, IT & Units

20. Deliverables

21. Strategic enhancements: communications

23. Internet presence

25. Self-service option

26. Alumni communications Realigned existing resources Strategic communications Enhanced geographic engagement opportunities and life-long relationships Expanded geographic focus Social media

31. Brand review Phased adoption for three months Mandatory June 1, 2010 Communications campaign Support of leadership and shared governance Online process

32. Brand review process

33. Before

34. Recruitment marketing

36. Before

42. Results Experiencing record enrollments Increased alumni engagement Impacted public and private support Enhanced significantly media relations Alignment of identity and image Ability to “manage” institutional reputation Sense of pride

43. The numbers tell the story Goal: focus the university’s website on increasing traffic from relevant external audiences and directing visitors to appropriate call-to-actions. Measurable outcomes (May 2009 versus May 2010): Increased New Visitors almost 10% Reduced Bounce Rate by 20% Increased Time on Site 10% Increased Traffic from Referring Sites (Primarily Facebook by 140% Conversion Tracking to be implemented over the next 12-18 months Prospective Student Recruitment Funnel (Awareness, Inquiry, Application, Enrollment)

44. Take aways Remind campus community: “we chose and committed” to our integrated model Create a culture of transparency, openness Focus on the vision Be proactive Prepare for push-back Don’t underestimate the power of an integrated strategy including web Build a skilled team Don’t be afraid of feedback Recognize the reality Promote the “shared” success Remember the effectiveness of authenticity

45. Linked in group For additional questions search LinkedIN for: eRecruitment Web Forum

46. dediemarj@uwosh.edu uwosh.edu 920.424.3358 or 920 809 8868 cemanj@uwosh.edu uwosh.edu 920.424.0821