1 Marketing Plan 2008-2009 Submitted by Lucretia King June 1, 2008 “Martin Community College: Your Destination for Building a Better Future” Table of Contents Introduction 2 Purpose of the Marketing Plan 2 Overview of North Carolina Community College System (NCCCS) 2 o System Mission and Goals 2, 3 o Policy on Community Service Courses, Cultural and Civic Activities 3 Overview of Martin Community College (MCC) 4 o Brief Summary 4 o College Mission and Goals 4, 5 o Listing of Academic Programs 5 o Enrollment of Academic Programs 5, 6 o External Data Report 6 o Summary of Regional Demographics 6 o General Program and Market Analysis 6 Overview of MCC Marketing/Public Relations (M/PR) Department 7 o Department Mission and Goals 7 o Community Advisors 7 o Marketing Committee 7, 8 Marketing Action Plan 8 o Marketing Audit Summary 8-11 o Objectives and Focus 11 o Strategies; Actions and Tasks 11-17 o Advertising Budget 17, 18 Data Collection and Measurement Tools 18, 19 Attached: Supporting Documents MCC Marketing Department Budget for FY 2009 (Proposed) MCC Calendar of Annual Events (Proposed) Martin Community College 1161 Kehukee Park Road Williamston, NC 27892-8307 Phone 252-792-1521 Fax 252-792-0826 www.martincc.edu
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FY2009 Marketing Plan for Martin Community College (06-01-08)
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Marketing Plan 2008-2009
Submitted by Lucretia King June 1, 2008
“Martin Community College: Your Destination
for Building a Better Future”
Table of Contents
Introduction 2
Purpose of the Marketing Plan 2
Overview of North Carolina Community College System (NCCCS) 2
o System Mission and Goals 2, 3
o Policy on Community Service Courses, Cultural and Civic Activities 3
Overview of Martin Community College (MCC) 4
o Brief Summary 4
o College Mission and Goals 4, 5
o Listing of Academic Programs 5
o Enrollment of Academic Programs 5, 6
o External Data Report 6
o Summary of Regional Demographics 6
o General Program and Market Analysis 6
Overview of MCC Marketing/Public Relations (M/PR) Department 7
o Department Mission and Goals 7
o Community Advisors 7
o Marketing Committee 7, 8
Marketing Action Plan 8
o Marketing Audit Summary 8-11
o Objectives and Focus 11
o Strategies; Actions and Tasks 11-17
o Advertising Budget 17, 18
Data Collection and Measurement Tools 18, 19
Attached: Supporting Documents
MCC Marketing Department Budget for FY 2009 (Proposed)
“MCC: Your Destination for Building a Better Future”
Introduction
Martin Community College (MCC) recognizes the importance of an effective marketing plan to promote the
College, its image, and its resources to the community. The College’s 2008-2009 Marketing Plan is a statement
of how the College will seek to implement its mission and meet the objectives set out in the MCC Strategic Plan
2007-2012.
Purpose of the Marketing Plan
The purpose of this document is to guide the administration, faculty and staff of MCC to effectively market the
College and its services to the community.
The marketing plan established for the July 2008-June 2009 fiscal year reflects some of the best practices used
by our neighboring institutions in North Carolina and throughout the country. Based on industry standards and
recent initiatives, the Marketing and Public Relations (M/PR) department will undertake the task of
implementing an action plan that is linked to the North Carolina Community College System’s mission and goals
and to MCC’s goals and objectives as outlined in the MCC Strategic Plan 2007-2012.
Annual planning and semester scheduling of programs and services, in conjunction with effective marketing
strategies and tactics, increase the probability that MCC will have a competitive edge on its competition with
continued growth and a greater return on its investment. The M/PR department supports the NCCCS and MCC
missions and goals by:
1. Evaluating community profiles;
2. Improving educational market positioning;
3. Enhancing consumer and community perceptions; and
4. Continuously updating communication systems.
Overview of North Carolina Community College System (NCCCS)
Mission of the NCCCS
(As identified in the North Carolina Administrative Code, Title 23 [23 NCAC] 02B .0104; also outlined in Section I,
Pg 3 of NCCCS 2007 Fact Book)
The mission of the North Carolina Community College System is to open the door to high quality, accessible
educational opportunities that minimize barriers to post-secondary education, maximize student success, and
improve the lives and well being of individuals by providing:
(1) education, training and retraining for the workforce, including basic skills and literacy education,
occupational and pre-baccalaureate programs;
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(2) support for economic development through services to and in partnership with business and
industry and in collaboration with the University of North Carolina System and private colleges and
universities; and
(3) services to communities and individuals, which improve the quality of life.
History Note: Adopted by the State Board of Community Colleges, October 1993; revised March 1994, April
1994; reaffirmed January 1998; revised and adopted June 1998; revised and adopted September
2006.
Goals of the State Board of Community Colleges (As outlined in Section I, Pg 5 of NCCCS 2007 Fact Book)
1. Economic and Workforce Development: To support North Carolina businesses, industries and citizens in
growing the North Carolina economy and to enhance the level of workforce technology by preparing competent
workers.
2. Enrollment Management: To meet increasing diverse learners’ needs through innovative non-traditional and
traditional programs.
3. Accountability in the Use of Technology: To assess the effective and efficient use of information technology.
4. Development of Resources: To account for and equitably distribute appropriations and to continuously
analyze and articulate resources necessary to fulfill the North Carolina Community College System mission.
NCCCS Policy on Community Service (As outlined in Section II, Pg 29 of NCCCS 2007 Fact Book)
Community service programs are designed to provide courses, seminars and activities that (1) contribute to the
community’s overall cultural, civic and intellectual growth; and (2) assist adults in the development of new
personal or leisure skills or the upgrading of existing ones.
Community Service Courses—Community Service courses consist of single courses, each complete in itself, that
focus on an individual’s personal or leisure needs.
Cultural and Civic Activities—The cultural and civic, and intellectual growth component of this program meets
community needs through lecture and concert series, art shows, the use of college facilities by community
groups, providing speakers to community organizations, and providing visiting artist activities for college
communities. Visiting artists may be provided an opportunity to work as artists in residence to enhance local
arts resources and promote the various visual, performing and literary arts in communities throughout North
Carolina.
Each college must address community service programs in the colleges’ institutional effectiveness plan, which is
submitted annually to the System Office.
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Overview of Martin Community College
Brief Summary
Martin Community College is a public comprehensive community college conveniently located one mile west of
Williamston, North Carolina – just off Highway 64 (also referred to as 64 By-Pass) in northeastern North
Carolina, approximately two hours east of the capital, Raleigh.
Originally established by the Martin County Board of Education as Martin Technical Institute in September 1967,
the College earned independent status from the county’s school board in June 1969 and was granted
community college status from North Carolina’s General Assembly in June 1975. The College’s name was
officially changed to Martin Community College in July of the following year.
MCC serves residents of Martin County and segments of Bertie and Washington Counties by providing quality,
post-secondary educational instruction based on an open-door admissions policy. This policy enables the
College to offer academic services to adults with a desire and ability to benefit from its courses and programs
regardless of age, gender, ethnic or national origin, religion, or disability.
Mission Statement
Martin Community College’s mission is to provide quality, affordable, and accessible learner-centered
educational programs and services that are responsive to the needs of the communities we serve.
Goals of the College
The College will accomplish its mission by providing the following:
Programs and courses to prepare individuals for technical or vocational careers, to upgrade current job
skills, or to further their education.
A comprehensive core of general education courses for all students.
Continuing education courses to meet individual needs and interests for job advancement, job
placement, and personal development.
A basic skills program that provides adult basic education, high school equivalency, and diploma
completion.
Support services, including counseling, career guidance, job placement, tutoring, and other learning
resources and services, necessary for meeting students' intended educational and/or career objectives.
Programs and services to serve as a stimulus for the social and economic activities necessary to revitalize
local rural communities.
A learning environment where students may develop interpersonal, analytical, communicative,
computational, and reasoning skills necessary for further growth as a lifelong learner, responsible
citizen, and productive worker.
A technologically-advanced environment necessary to enhance learning, create an efficient workplace,
and to prepare students for careers in an increasingly high-tech world.
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Effective and cooperative relationships with the schools, colleges, universities, government agencies,
and employers in the area.
Assistance with local and regional economic development efforts in maintaining, developing, and
recruiting business and industry.
Sound management practices and systematic planning and evaluation to allocate the resources required
to achieve the goals of Martin Community College, and to ensure institutional effectiveness.
A diverse, qualified, nurturing, and innovative faculty and staff.
Listing of Academic Programs
Accounting
Air Conditioning, Heating, and Refrigeration
Automotive Systems Technology
Biotechnology
Business Administration/E-Commerce
College Transfer
Computer Information Technology
Commercial Refrigeration Technology
Cosmetology Instructor
Cosmetology
Dental Assisting
Early Childhood Associate
Electrical/Electronics Technology
Equine Technology
General Education
General Occupational Technology
Industrial Systems Technology
Medical Assisting
Medical Office Administration
Office Systems Technology
Physical Therapist Assistant
Web Technologies
Enrollment of Academic Programs (As noted in the MCC Strategic Plan 2007-2012) Enrollment data were reviewed on a five-year trend from 2002/03 to 2006/07. On average 48.5% of students
during the fall and spring semesters during the five-year trend received Pell Grants and 50.5% were enrolled
part-time. MCC was the first college experience for approximately 74% of students.
Reviewing enrollment data by headcount and FTE (Full time Equivalent), curriculum enrollment increased by 4%
headcount and decreased by 13% FTE from 2002/03 to 2006/07. Continuing education enrollment increased by
6% headcount from 2002/03 to 2006/07 and decreased by 13% FTE.
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During the 2002/03 academic year, several industrial plants in the service area experienced closings and layoffs.
Therefore, MCC experienced peak enrollment in a few curriculum areas as a result of categorical aid for
displaced workers enrolled in those specific programs. This early peak affects the trend results reported in our
analysis although the extent of impact is unclear. Those programs most affected were: Accounting, Commercial
Refrigeration Technology, Electrical/Electronics, General Occupation Technology, Industrial Systems Technology,
Medical Assisting, and Office Systems Technology.
External Data Report (As noted in the MCC Strategic Plan 2007-2012) MCC serves Martin, Bertie and Washington counties. Over 50% of students currently enrolled are residents of
Martin County, 22% are from Bertie County, and 9% are from Washington County. Williamston, NC hosts the
main campus in Martin County. Bertie County hosts a center for continuing education courses and some
curriculum courses in Windsor, NC. Washington County hosts a site for Basic Skills programs in Roper, NC.
MCC’s mission statement reflects two primary functions that are inseparable – quality services for students and
responsiveness to our community. Our community includes all three counties, although the extent of programs
approved to offer in each county varies by degrees.
Summary of Regional Demographics (As noted in the MCC Strategic Plan 2007-2012) All three counties have experienced slight declines in population from 2000 to 2006: Washington (-3.6%), Bertie
(-3.4%) and Martin (-4.7%). African Americans/Blacks constitute a majority of the population in Washington and
Bertie Counties, 50.2% and 62.7% respectively, and 44.8% of the Martin County population. Persons of Hispanic
or Latino origin make up less than 3% of the population in any of the three counties (Washington, 2.7%; Bertie,
1.3%; and Martin, 2.3%). Unemployment rates in all three counties are slightly higher than the statewide
average, but have remained relatively stable with Washington having the highest rate at 7.2% in July 2007,
followed by Bertie (6.3%) and then Martin (6.2%).
General Program and Market Analysis (As noted in the MCC Strategic Plan 2007-2012) MCC’s service area is rural and natural with expanding fields for agriculture and equine industries and an
increasing interest in biotechnology solutions. There are growing populations of retired citizens and tourists.
The small towns and a small college offer a nurturing environment for education. Health care, retail, and small
service-oriented industries are also growing. Internal opportunities respond to the community as the high
school dual enrollment program continues to gain momentum. Other growing programs in curriculum and
continuing education focus on health, teaching, and technology industries: Dental Assisting, Early Childhood
o Task 3: Coordinate promotion of 2+2 Bachelor’s degree programs with partners (ECSU, ECU).
o Task 4: Produce an information packet for spring recruitment season (to include a college
viewbook with a return postcard and promotion/giveaway item as a reward).
Action D: Market programs for retraining adult learners.
o Task 1: Feature senior citizens and adult learners in new institutional photography (for use on
website and in printed marketing materials).
o Task 2: Communicate the benefits of earning degrees and training credentials – earning
potential, employment opportunities, convenient location of hometown institution, lower
tuition and fees – in advertisements targeting adult learners.
o Task 3: Promote MCC’s continuing education, online, and transfer classes in prominent place
within class schedules and on College’s website.
Action E: Enlist others to participate in recruiting activities and representing MCC at selected community
activities (job fairs, annual festivals, etc.) to maintain a promotional presence in the region.
o Task 1: Recruit, educate, and train 2-3 students to be “ambassadors,” representing MCC during
on- and off- campus activities (similar to programs at Pitt CC, Bladen CC, Central Carolina CC, and
Piedmont CC to name a few). *(Also listed under Goal #3, Action C.)
o Task 2: Recruit faculty members from all departments to participate in recruiting activities.
o Task 3: Work with Admissions director/recruiter to create and distribute yearly travel/visit
schedule list (with number of high school visits, major job fairs, college fairs, targeted programs,
etc.) – to include list of participants for each visit. *(Also listed under Action B of this strategy.)
Action F: Establish placement relationships with potential employers for MCC graduates and interns.
o Task 1: Create a list of local and regional employers interested in hiring MCC grads; define which
types of positions the employers are likely to hire; create a process for promoting the job
opportunities to potential and current students; schedule regular times (in spring) for employers
to interview potential hires on campus.
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o Task 2: Develop and maintain a list of internships available with businesses/organizations; work
with partners to create new internship opportunities; track graduate placement rates, incomes,
etc.
Strategy 3: Establish Martin Community College as a center for community enrichment.
Action A: Increase number of cultural/global awareness events on campus for students and the public.
o Task 1: Partner with MCC and public libraries, MCC Bookstore, area high schools and/or family
literacy agencies to organize a service area-/community- wide “common book” reading program
(similar to the “Big Read” program of Catawba Valley Community College, the “One Book, One
Community” program of Baton Rouge Community College, and other such freshmen summer
reading projects at UNC-Chapel Hill, Appalachian State, and now East Carolina University).
o Task 2: Work with MCC Globalization and Cultural Diversity committee to expand “Lunch ‘n
Listen” program in February to year-long series of cultural/ethnic celebrations during national
months of recognition (such as Women’s History month celebration in March).
o Task 3: Partner with arts councils (in “service area” counties) to locate and host visiting artists,
musicians, performers and their work for display/presentation on College’s campus.
Action B: Increase number of new opportunities for public events and specialized services on campus.
o Task 1: Host a higher education “info session” for parents and their middle/high school students
to educate and encourage families to plan early for college.
o Task 2: Partner with area ESC offices, businesses, and other agencies to organize, promote and
host a fall job/career fair on College’s main campus.
o Task 3: Identify and approach potential funding sources (non-profits, foundations, businesses,
government agencies, etc.) to sponsor cultural activities in exchange for prominent listing on
event program, flyers, and advertisements.
Goal #3: Responding to the Community
Obj. #2 – Identify and respond to emerging community needs.
Strategy: Continue ongoing community conversations and economic development partnerships.
Action A: Increase the number of community conversations and forums
o Task 1: Partner with chambers of commerce, Ruritan club, and other civic organizations to host
events such as Martin Chamber’s “Business After-Hours” social on MCC campuses/centers.
o Task 2: Host guest speakers on topics related to MCC’s “common book” reading program.
*(Referred to in Task 3 of Action B for Goal #2, Strategy 3.)
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o Task 3: Host a community leader’s brunch to share community college successes, seek advice,
and gather public feedback on services/programs College provides.
o Task 4: Work with MCC Library, SGA, and local arts councils to develop “MCC at the Movies!”
program for presentation and discussion of classic/foreign/independent films and educational
documentaries related to current events, regional history, and/or “common book” topics.
o Task 5: Market the college as a community-focused institution and public venue.
Action B: Increase the number of participants in community conversations and forums
o Task 1: Create an MCC “speaker’s bureau” of experts in areas of local interest to speak in public.
o Task 2: Organize an annual “community day” during National Community College Month (April)
for service area residents to visit MCC campuses/learning centers, learn about programs and
services offered, and participate in hands-on activities led by students, staff, and faculty.
o Task 3: Expand awareness and promotion of MCC’s “Lunch ‘n Listen” series.
Action C: Increase student involvement in community service
o Task 1: Recruit, educate, and train 2-3 students to be “ambassadors,” representing MCC during
on- and off- campus activities (similar to programs at Pitt CC, Bladen CC, Central Carolina CC, and
Piedmont CC to name a few). *(Also listed under Action E of Goal #2, Strategy 2.)
o Task 2: Work with SGA and other approved student organizations to increase promotion and
student support of community service projects such as Spring Blood Drive and holiday projects.
Goal #4: Enhancing the organization
Obj. #2 – Develop and improve an open internal communication system
Strategy 1: Collaboratively develop and implement strategies to increase internal networking and
communications among staff, faculty, President’s Council and the president (i.e. roundtable with the President,
regular staff/faculty meetings, newsletters, college-wide calendar, etc.)
Action A: Develop and promote a “one college” identity (and philosophy) within MCC’s multi-
campus/learning center environment.
o Task 1: Create a comprehensive calendar of annual (student and community-focused) events.
o Task 2: Develop a monthly newsletter (in line with College’s former weekly newsletter “In the
Know”) to educate MCC’s constituent groups about campus events, important dates, and
student recruitment and retention efforts to increase staff/faculty awareness on campus.
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o Task 3: Design/order and distribute professional name badges, MCC clothing gear to create a
unified appearance by faculty, staff, and student representatives when traveling/speaking
publicly on behalf of College.
o Task 4: Regularly update website “news and information” content and images, to include
electronic versions of event calendar, monthly student/staff newsletter, press releases, etc.
Action B: Assist campus groups in creating professional-quality communications pieces by providing
promotional support to campus constituents.
o Task 1: Create a style manual with guidelines for appropriate use of MCC electronic logos and
images to present a consistent, uniformed, and professional image of the College.
o Task 2: Provide printed materials and advertising support for student success grant
initiatives/programs, Small Business Center, Washington County Family and Roper Learning
Centers, etc.
o Task 3: Develop a standard procedure and form for requesting press releases, news articles,
and/or advertising and promotional materials for a program, service, or event.
E. Advertising Budget
Marketing Department Budget
The Marketing and Public Relations (M/PR) department budget supports the College’s strategic plan in the areas
of professional services, printing, advertising, and special projects. It is designed to meet MCC’s marketing goals,
to improve and expand upon the College’s promotional activities, and to enhance enrollment through improved
positioning in the education marketplace of eastern North Carolina.
The proposed budget represents a streamlined system of advertising for MCC which will be more targeted in its
purpose, resulting in wiser spending practices and greater discounts for the advertising services provided by
chosen vendors. A combination of emotive (or poignant) advertising, image branding, and market positioning
will be used by the M/PR department to support the College’s need for an improved public image in its service
area and an increased presence as an academic resource in the community.
Allocations for program-specific needs will unfold throughout the fiscal year. Meetings with faculty and
administrative leaders on campus will result in targeted spending on specific programs by the implementation of
program-specific advertising and direct mail campaigns to identified markets.
MCC’s market areas (as outlined on PAGAS, Inc. website):
Market Area: Williamston (WLMS)
Zip Code City, State Households
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27825 EVERETTS, NC 205
27840 *HAMILTON, NC 353
27841 HASSELL, NC 107
27846 *JAMESVILLE, NC 1,467
27861 PARMELE, NC 84
27871 *ROBERSONVILLE, NC 2,134
27892 *WILLIAMSTON, NC 6,181
Total Households 10,531
Market Area: Plymouth (PLYM)
Zip Code City, State Households
27824 *ENGELHARD, NC 734
27826 FAIRFIELD, NC 313
27875 SCRANTON, NC 266
27925 *COLUMBIA, NC 1,869
27928 *CRESWELL, NC 993
27953 *MANNS HARBOR, NC 459
27962 *PLYMOUTH, NC 3,143
27970 *ROPER, NC 1,756
27978 *STUMPY POINT, NC 89
27983 *WINDSOR, NC 3,497
Total Households 13,119
Yearly Advertising Contracts
Inner Banks Media, LLC ($8100/yr) – 24 commercial spots for 2 weeks during fall and spring registration
periods, 2 live on-location broadcasts, and 50 “interview-style” spots for 6 months
WNCT-TV 9 ($2250/ea x 2 = $4500/yr) – 32 commercial spots (16/registration period) for fall & spring
Down East Magazine ($325/ea x 4 = $1300/yr) – 4 ads during yr w/ blanket PO
*Please see attached financial documents for an outline of the FY09 proposed budget, detailed priority expense
listing and marketing/advertising calendar, and justification statement for increased costs.
Data Collection and Measurement Tools
Demographic data is reflected by profiles of our service region, learners, and communities. Our customers
pursue degrees, certificates, transfer to four-year institutions, and attain job skills that support personal,
economic, and community development. Consistent collection and analysis of student data will allow for
greater insights into our customer’s behavior.
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Continuously analyzing the effectiveness of MCC’s marketing activities will assist in providing opportunities for
adjustments to the marketing plan. The assessment of those activities will also allow the M/PR department to
benchmark the value of each effort for increased productivity, utilization of resources, and real impact.
As part of reaching our goals and objectives, the M/PR department will continue to utilize surveys administered
by the Educational Support Services department to determine the effectiveness of advertising methods and
marketing materials. In addition, feedback and input from program coordinators, marketing committee
members, and other key staff will result in a sharing of information including: trend analysis, focus group
discussions, advisory council feedback, literature reviews, federal/state mandates for programs, and student
surveys.
The following measurement tools are currently in place:
• Headcount (duplicated, unduplicated), credit hours and contact hours (paid and total) by term. • Non-credit headcount and credit hours chart. • Tuition & fees for competitor institutions (CCs, public and private 4-year institutions). • Demographics for all the district school systems in our service area. • Demographics for Martin, Bertie, and Washington counties. • Chart of student population by program. • Chart of student population by home town. • Online class offerings list. • Dual enrollment class offerings list. • Regular opinion surveys and focus groups.
The richness of these data will provide the M/PR department with greater insights for the evaluation, revision,