Portfolio_Denbeigh Inman

Possessing an in-depth understanding of sales, digital & traditional marketing, branding and research, I have implemented successful programs locally and overseas, in established and new markets throughout China, the Sub-Continent, Middle-East, Europe, North America, and South-East Asia. // This portfolio showcases my strategic and creative strengths blending together.

Denbeigh Inman | 0401 863 480 | [email protected]

“I am an experienced marketing professional skilled in the strategic development, design and implementation of marketing and communication programs that connect with consumers and deliver tangible ROI.

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/ 3 BrandingRebranding and Learn To Change Your Life Campaign// Community Training Initiatives to VIA Network

/ 4 Change ManagementIdentifying, Nurturing & Converting Potential Student Enquiries into Enrolments// VIA Network

/ 6 Sponsorship ActivationLearn to Change Your Life and Skill Up with Melbourne Victory F.C.// Community Training Initiatives

/ 7 Digital MarketingGroup-Wide Digital Transformation// Pearson Plc

/ 8 AdvertisingSMS and Vice-Chancellor Scholarship at CQUniversity Sydney// CQUniversity Australia

/ 9 Public Relations | Communications The Safe Schools Hub// Education Services Australia

/ 10 Video ProductionComing to Australia Pre-Departure Videos// CQUniversity Australia

/ 11 InteractiveDiscover Interactive Virtual Tour// CQUniversity Australia

/ 12 Market ResearchNew Student Enrolment Survey// CQUniversity Australia

/ 13 Business DevelopmentStudent Recruitment from Turkey// CQUniversity Australia

/ 14 eNews and social mediaPromoting Curriculum Press with a Small Budget// Education Services Australia

/ 15 My PrinciplesOf Leadership and Management

Index

3

RebrandingLearn To Change Your Life Campaign | 2015

On October 20th 2015, Community Training Initiatives launched their new public-facing brand, VIA Network. The rebranding was led by myself and my team. It was a major project which included significant research and creative development.

The VIA Network brand promotes the full scope of the business for consumers across Australia.

The brand launch represented the combined efforts of my team over several months, from ongoing consultations with senior management, to extensive strategic and creative work around the VIA Network brand architecture and its delivery.

The VIA Network brand reflects the unique history and strengths as a business, and is designed to distinguish the company throughout the national VET training and employment market. Through branding which reflects the core commercial streams – VIA Learning, VIA Skills and VIA Careers – we distinguish the

business as a place for comprehensive training and employment solutions, driven by a national network of education and recruitment professionals.

This major group rebrand was backed by the largest promotional campaign in company history. Through pay & free-to-air television, cinema, print, out-of-home signage and extensive web and social media outreach, the Learn to Change Your Life” campaign represents the first major steps for the VIA Network brand, and will elevate and amplify the business profile across an unprecedented range of client markets.

Learn to Change Your Life is relatable, because in some way we all seek to improve our life. Our creative captures the journey of transformation that education/change brings. It’s a funny, heart-warming story but above all, it makes you feel happy and good about VIA because it talks to the core human need – making your life better.

4

Change Management Identifying, Nurturing & Converting Potential Student Enquiries into Enrolments | 2015-16

In a service-oriented sector, customer perception is everything. As such, our day-to-day interactions with stakeholders form a major part of our business and market identity, especially when dealing with new or potential clients.

With the VIA Network business growing so quickly, especially through acquisition, it was clear enquiry management was a business risk.

As a company, we were failing to capture market intelligence and sales lead data during the enquiry management process – were unable to track ROI on major marketing and sales initiatives - provided an inconsistent customer experience, damaging our brand and limiting

capacities to convert leads into enrolments - and were unable to rollout new digital sales platforms across multiple sites and businesses. In conjunction with my team, IT and senior management I instigated an audit to review enquiry management processes across the business in order to map the processes for receiving student enquiries, directing students to subject matter experts and recording enquiry information.

The audit presented a form of needs analysis, as it identified gaps within our existing enquiry management strategy. Across the group, there was at least 27 different ways for enquires about courses - responsibility for enquiry management too often shifted - there was a lack of effective branding and no clear process for recording

enquiry information across the group. Through an understanding of these needs, I was able to work with senior management, IT, and HR to establish and staff a VIA Network Hub – a central point for inbound/outbound communications and enquiry management across our network.

The ‘Network Hub Team’ were directly responsible for handling new enquiries, informing potential clients about our services, and connecting those individuals with the relevant service providers within the VIA Network. At the same time, this team became fully immersed in our newly rolled out CRM and digital sales platforms, and tasked with providing consistent and essential market intelligence for the business as a whole.

5

Coordinated enquiry management across the VIA Network

One phone number to rule them all - 1800 SKILLUP (Inbound Phone Enquiries)

• The 1800 SKILLUP number was introduced and routed directly to the Hub call centre, with staff assigned to respond to fresh enquiries based on commercial stream (VET education, workforce development or labour hire and recruitment)• Phone enquiries from existing clients were routed to Hub call centre staff, who assessed and recorded client needs, before referring to client to the relevant contact

VIA Network Site(s) (Inbound Online Enquiries)

• Online enquiries from the VIA Network site(s) were appropriately digitally tagged and routed to the Hub, with staff assigned to record enquiry metadata • If the enquiry was ‘fresh’, Hub call centre staff took responsibility for phone contact and sales process

Implemented and managed new digital sales platforms

• Rolling out the Pipedrive CRM »All VIA Network Team members

were trained in proper use of the Pipedrive system, with performance directly tied to visibility within the system »The VIA Network Team

generated routine market intelligence reports, based on lead information captured throughout the enquiry process

Delivering a consistent and positive experience for incoming clients

• VIA Network Brand Messaging »All team members were fully

versed in the VIA Network brand, and the messaging strategies behind each commercial stream

• VIA Learning – VET Education and Student Support for Individuals• VIA Skills – Workforce Training Solutions for Business• VIA Careers – Recruitment and Labour Hire Solutions for Industry

THE RESULT

The result of these activities meant we now deliver industry-leading customer service. Hub team members were trained in best-practice techniques for phone sales, customer care and information management, to ensure that every VIA Network client received a positive and professional experience – first time, every time. Additionally, customer service is tracked through CRM (Pipedrive) alongside routine performance review. A business risk was turned into a business strength.

Change Management Identifying, Nurturing and Converting Potential Student Enquiries into Enrolments | 2015-16

6

Sponsorship Activation Learn to Change Your Life and Skill Up with Melbourne Victory | 2015

Community Training Initiatives (CTI) had a prominent involvement in the 2015 International Champions Cup matches held at the MCG in August. This was through an activation across all three matches and considerable LED banner branding during the matches. The overall creative for the activations and the competition was ‘Learn to Change Your Life and Skill Up with Melbourne Victory.’

The activations included an interactive football simulator where the general public could take a penalty kick against a virtual goalkeeper. Additionally, promotional staff handed out branded football stress balls and CTI flyers that detailed course information and the competition.

The competition was a way of engaging with the audience to encourage people to register their interest in a CTI course. It also was a great way of leveraging our Joint Principal Partner sponsorship with Melbourne Victory Football Club. The prize was a skill up session with

Melbourne Victory players at AAMI Park for the winner and 10 of their mates. This was a money can’t buy experience and not something offered to people through Melbourne Victory very often.

The competition had a strong online presence being shared on CTI’s and Melbourne Victory’s social media channels through the 6 weeks the competition was live. The online entry form lived on CTI’s website. Over the course of the three campaigns over 1,700 leads were collected and can be directly attributed to over $560,000 of revenue / enrolments.

PERSONAL ACCOUNTABILITIES:

Sponsorship negotiation; liaising with Melbourne Victory F.C; appointment of activation agency; overseeing all digital asset development / brand messaging; competition compliance; enquiry management / sales follow-up processes, including sequencing and scripting; ROI analysis and reporting.

7

Digital Marketing Group-Wide Digital Transformation | 2012

THE BRIEF:Pearson is a leading awarding organisation, offering a suite of academic and vocational qualifications to over 1.7 million learners in over 85 countries.

Administered in 9 geographical regions, each with its own web presence, it became apparent that brand messaging was inconsistent and varied by audience, message vehicle, campaign, etc. Pearson’s ability to attract new Centres was weakened through an unclear communication of brand identity and messages and understanding of consumers or their needs.

THE SOLUTION:I undertook a rigorous digital audit of online assets, including a survey of all Pearson regional staff and strategic partners to assess digital operational requirements.

This led to an overhaul and restructuring of global digital marketing company-wide, including collaboration with UI designers to form consistency of branding, voice, functionality and digital development and investment.

A global digital user group was established to share best practice and successes which I chaired. Each region produced quarterly web activity and content plans and I worked with the regions to:

» Generate engaging content across electronic direct mail, event driven marketing, video, website and social media communities » Execute acquisition campaigns;

continuously track progress and results; understand and act on Google and Social Media analytical reports

» Implement SEO, SEM and AdWord campaigns and strategies » Introduce and build expression

of interest eForms and improve conversion processes » Develop and manage social media

competitions, apps, digital media plans and advertisements

THE RESULTS:Together we defined and integrated Pearson brand strategies through every point of digital contact. This allowed us to deliver the Pearson message and USPs clearly. It also allowed us to confirm our expertise and credibility, and connect with our target prospects more effectively to develop business.

A 60-180% increase in Expression of Interest conversion rates for last and first quarter of 2012-13 allowed regional marketing /BD teams to exceed recruitment targets in all regions.

Total website visits across all regions increased by between 13-31 last

quarter of 2012 and 18-43 for the first quarter of 2013. Additionally, improvements were seen across the board in analytics of social and website visitor characteristics, engagement and behaviour.

PERSONAL ACCOUNTABILITIES:Situation analysis of current digital activities: Implementation of survey and interpreting results; Analysis and development of plan of action; Lead the Pearson regions to research external opportunities, understand current and potential customers, manage the customer relationship management, develop the marketing strategy; Implemented quarterly content plans to streamline content creation; Engagement and management of design team; Chaired global digital user group; Delivery of monthly analytics reports on user behaviour and conversion.

8

Advertising SMS and Vice-Chancellor Scholarship at CQUniversity Sydney | 2009

THE BRIEF:International undergraduate student numbers at CQUniversity Sydney needed an increase in enrolments. The Vice-Chancellor Scholarship which rewards talented undergraduate students with a 20% fee reduction was identified as an attractive proposition.

THE SOLUTION:A creative strategy comprising an SMS function and lead management was developed to convey the benefits of the scholarship through selected out-of-home, local and ethnic press media channels. Different keywords were allocated to each media channel to measure advertising effectiveness.

A prospect sends a text-message containing a keyword to register their interest which triggered an auto reply stating they will be called for their scholarship assessment within a set timeframe. Following the assessment, the next step was for a recruitment consultant to invite them for a one-to-one appointment.

THE RESULTS:Scholarship recipients grew by 66% from Term 1 to 2, 2010. This increase has helped to secure an increase in the overall student numbers recruited locally and exceeded target by24 enrolments – resulting in increased revenue of $180,000 per term.

In addition, the campaign analysis of keyword response rates enabled the analysis of advertising performance and informed future media spend.

PERSONAL ACCOUNTABILITIES:Concept development; creative brief to graphic designer; development of media plan; allocation of key words; design and copy of campaign landing page on Future International Students section of website; project management with Sydney campus marketing staff; campaign progress reports and final analysis.

9

Public Relations Communications, Safe schools hub | 2013

THE BRIEF:The safety of children at school has become a number one priority for schools throughout Australia. Regardless of whether you are a teacher, school administrator, parent or student, everyone can play a positive role in helping to make their school safe.

The National Safe Schools Framework was developed by the Australian Government, One of the major projects under this framework is the Safe Schools Hub www.safeschoolshub.edu.au

Working under severe budgetary constraints, we were tasked to develop

an innovative PR/communication campaign to lift the profile of the website, increase use of its resources and establish its brand as a trusted source of information on safe-connected schools.

THE SOLUTION:Initial research indicated many of Safe School Hub strategic partners welcome content for their journals, eNews, blogs and social media. I initiated and facilitated content planning session whereby 25 strategic partners were identified. I then worked with subject matter experts to identify synergy of message - for each of these partners, three article topics were proposed and pitched in conjunction with a Press Kit.

The Press Kit worked threefold to:

» Highlight the issues Safe Schools Hub can address, be it building a positive school culture, fostering respectful relationships, supporting students who are impacted by anti-social behaviour.

» Establish Safe Schools Hub’s authority by demonstrating the website is underpinned by National Safe Schools Framework (NSSF), the depth of academic and professional experience, and explaining why those at Safe Schools Hub are especially qualified — by virtue of experience, education, or abilities — to speak authoritatively on the highlighted issues. » Show Strategic Partners how to

use Safe School Hub by providing three article topics that specifically matched their mission/aims and The Safe Schools Hub.

THE RESULTS:We were extremely successful in our capacity to build relationships with stakeholders. The Safe Schools Hub proposed articles were welcomed and we were able to work with community groups to bring about a mutually agreed outcome. A calendar of communications was established and quickly filled 2013-14 with effective, positive and cost-effective marketing activities.

The articles and strategic partnerships not only increased awareness / engagement of the website, it also increased understanding of the services provided by the site, encouraged key stakeholders to become advocates of the site and consistently increased site visit and uptake of the tools provided.

PERSONAL ACCOUNTABILITIES:Led the briefing meeting/s with the Safe School Hub team and subject matter experts; Stakeholder mapping and confirmation of relevant external stakeholders and key contacts; Managed the relationship with external stakeholders; Developed the calendar of communications; Evaluated communications and engagement activity; Made recommendations on future communications initiatives; Provided reports back to project managers on reach and analytics.

10

Video Production Coming to Australia Pre-Departure Videos | 2010

THE BRIEF:In 2010, CQUniversity received over 25,000 applications to study from international students from more than 60 countries. The overall enrolment conversion rate was less than 25%. CQUniversity and independent research indicate most international students apply to 3-4 universities and experience some apprehension about leaving their home country.

THE SOLUTION:To increase the conversion rate, a series of videos were scripted, filmed and provided in posted Letter of Offer packs and promoted through a special TV channel on YouTube. The videos capture strengths of CQUniversity

as providers of Australian education to international students while showcasing an exciting portrayal of lifestyle in their destination city. The intention was to alleviate fear and create excitement towards their upcoming adventure. From the initial congratulations message, to opening a bank account, to visa requirements and to learning Australian slang, the bite-sized videos are ideal for students. The videos are specific to CQUniversity campuses in Sydney, Melbourne, Brisbane and the Gold Coast and provide a guide to help students to prepare and settle down comfortably in Australia and with CQUniversity.

THE RESULTS:This enhanced communication has led to a higher conversion rate in key demographics within the Middle-East, South America and North Asia and a smoother transition for new international students. CQUniversity research conducted during enrolment indicated that 73% of students in Term 1, 2011 and 79% of Term 2, 2011 had

viewed the videos. Over 90% indicated that it influenced their decision on which university offer to accept. In the first six months, the YouTube channel received over 12,500 upload views.

QUICK FACTS: »Four Pre-Departure Videos each

with 20+ running time »22 sub-heading cut-downs

on: www.youtube.com.CQUniInternationalTV and spread through other university channels »Fully scripted with professional

presenter »Current student and staff interviews »Creative Strategy in line with

Discover Interactive CD-ROM

PERSONAL ACCOUNTABILITIES:Concept development; all script writing; casting; appointment and management of a production assistant from each campus; casting of presenter; production management; facilitate interviews; creative brief for animated introduction & DVD slick artwork; promotion strategy of YouTube channel.

11

Interactive Discover Interactive CD-ROM / USB / Web Virtual Tour | 2010

THE BRIEF:CQUniversity markets in regions comprising different languages, cultures and student motivations. Market intelligence gained from regional recruitment teams, participation in overseas exhibitions and analysis of email enquiries demonstrated that while each market is different, there are similarities reflected in common questions asked.

THE SOLUTION:These common questions were addressed in one interactive resource that provides a holistic overview of CQUniversity Australia and a student lifestyle in Australia. This information includes study options, support services as well as lifestyle information such as work and accommodation.

It is reviewed annually and contains the most current information. Words are limited throughout, with the multimedia elements providing accessible (and engaging) information, along with the web enabled links and downloadable pdfs for further in-depth content. A ‘chose your language’ function allows information to be fully translated into twelve different languages. The look and feel of the presentation is contemporary, accessible, bright and bold in keeping with the brand promise.

THE RESULTS:This resource is extremely valuable for educational recruitment agents around the world who use it as an interactive presentation instead of relying on different printed materials and looking for information in a ‘text-heavy’ prospectus. Often these stakeholders represent various schools in many countries. This resource has aided their knowledge and awareness of CQUniveristy’s USPs. Additionally, sending materials over the world is problematic and expensive. These resources reduced reliance on print materials and saved cost.

PERSONAL ACCOUNTABILITIES:Concept development; creative brief for animated introduction - DVD slick artwork - USB – web; art direction of photo shoot and collation of student testimonials; copy writing for FAQ sections; management of language translation with supplier; scripting of video content; production management; facilitate interviews; launch and distribution strategy; market research into effectiveness.

12

Market Research New Student Enrolment Survey | 2008-11

THE BRIEF:The New Student Enrolment survey provides an integral platform to review and direct marketing and recruitment activities. The survey served as the starting point in understanding the market needs and evaluates the robustness of the current activities in engaging the market.

The questions were developed to generate market intelligence from both onshore and offshore markets. These included demographics, awareness of the CQUniversity brand and its advertising campaigns as well as behavioural aspects on how prospective students preferred to search for information, what they look for in a university and their motivations for enrolling in a program.

THE SOLUTION:The survey is conducted online at every enrolment as one of the stages in the enrolment process. All new students enrolling for the first time in their program are invited to participate in the survey.

THE RESULTS:The findings were collated and analysed at the end of each enrolment period and were also collated over the terms to present historical trend information in an effort to identify patterns over the years. The findings are shared with the c Management Services Senior Executive Group, Board, and throughout the Corporate and Campus Marketing & Recruitment teams and provided information to aid decision making for future re-investment, selection of new media channels as well as message creation.

PERSONAL ACCOUNTABILITIES:Analysis and reporting of findings; incorporating findings into marketing strategy.

13

Business Development Student Recruitment from Turkey | 2009-12

SUMMARY:Each year, an estimated 50,000 Turkish students travel abroad for higher education. Favoured destinations are the USA, the UK, and Europe. In 2009, 157 of those students commenced Higher Education in Australia. From a demographical perspective, the potential for Australia to provide educational services to Turkey is significant. Turkey has a young population with about 50 per cent under the age of 30.

In September 2009 I took over management of Student Recruitment / Business Development of Turkey. Two marketing trips were undertaken per year to meet prospective students, Austrade, articulation partners / schools to capture market insights and refine the region specific strategy.

Within this highly competitive market I have exceeded internal recruitment quotas and increased market share. This can be attributed to the successful partnerships forged with educational agents.

This excellent relationship is further maximised through communications to an agent database allowing the smooth management of core business processes, such as new-program launches e-news, student recruitment, and engagement through social networking. Based on diligence, strategic relationship development and customer focus I have increased both the reputation and performance with these valuable partners.

An integral strategy for long term recruitment of Turkish students has the establishment of articulation arrangements with private and government educational providers in three big cities of Turkey: Istanbul, Ankara and Izmir. I have been able to make contact and progress with dual diploma articulation agreement leading to a Degree. This means a Turkish student can complete a Diploma in two years in Turkey and recieve automatic entry into the 2nd year of a related CQUniversity program.

Revenue generated from Turkish students under my management:

2009 2010 2011 2012

$28,000 $240.000 $300,000 plus As of October 2011, 50 plus successful aplica-tions

14

eNews and social media Curriculum Press | 2013

THE BRIEF:Under the Curriculum Press imprint, Education Services Australia publishes and distributes a number of educational resources for primary and secondary schools, tailored to suit the Australian Curriculum and the Australian teaching environment.

The goal for Curriculum Press was to share information and ideas, and make connections in an engaging and entertaining way using eNews and social media initiatives which have enormous reach, at the same time as being very cost-effective.

THE SOLUTION:An email and social media based marketing strategy was implemented to run throughout 2014, using historical anniversaries, important current events, and entertainment to present themed advertising e-newsletters.

Each e-newsletter presented a selection of available titles to supplement the use of the week’s

theme as a teaching framework. Frequent Facebook and Twitter posts provided links to related articles, videos, quotes, and pictures to engage the audience and provide inspiration for the topic.

Sample themes used include: fall of the Berlin Wall, utilising technology in the classroom, public speaking, 100th anniversary of World War One, the MAN Booker Prize, poaching of endangered animals, bullying, and the technological developments of SpaceX.

Once established, the social media channels began reaching out to educators and key stakeholders, engaging in conversations and offering suggestions and solutions.

THE RESULTS:Open Rates on eNews went from 12% in the last six months of 2013 to average 24% from Feb-Aug 2014. The average click-through rate rose from 8.5% to exceed 19% during the same period. Featured titles sales figures

regularly spiked within the three week period of being featured in eNews.

Using eNews and social media channels in tandem has allowed Curriculum Press to engage with the audience in new, compelling ways. By distributing compelling content and creating a ‘human’ dialogue with customers, Curriculum Press has gained insights into what they’re thinking, built relationships with them, and turned them into advocates for the Curriculum Press brand. Teachers have enjoyed finding their voices are being heard in an open forum and provided new chances for them to network with other educators as well.

PERSONAL ACCOUNTABILITIES:Concept development and creative brief creation; timeline mapping and task assignments; analysing and interpreting eNews and social media analytics; subscriber list expansion and maintenance

15

// SHARE INFORMATION »Communicate wider business news to the team »Run weekly department meetings to share updates, best practice and celebrate

successes »Provide opportunities to staff shadow each other to learn new skills and increase

awareness and exposure

// SAY THANKS »Always show appreciation for quality work / or inconvenience »Share staff achievements with the wider team and business »Make staff aware of how their good efforts impact and contribute to the bigger

picture

// EMPOWER THROUGH DELEGATION »As staff are aware of the bigger picture, delegate responsibility and areas of

ownership »Allocate tasks based on staff skills / interests / and career aspirations »Encourage a strategic and documented approach to responsibility

// ADJUST MY STYLE »Awareness of different ages, cultural backgrounds and personalities of team

members »Adjust communication style to suit the different needs and personalities »Open-door policy for all team members to chat freely with me anytime

// SET SMALL MILESTONES »Set timelines and priorities based on departmental and business project priorities »Each member is clear on short and longer term goals »Milestones are not always individual and also team based

// HAVE FUN »My team wants to enjoy going to work! »Acknowledge when the team is going well and goals achieved »Celebrate each other’s special occasions i.e. birthdays

// ENCOURAGE INNOVATION »Create a culture where new ideas and innovation flow »Share best practice in team meetings » Instil a culture of brainstorming / white boarding and sharing

// GIVE FEEDBACK »The team want feedback, and it’s crucial in making the team as productive as

possible »Set KPIs and regularly meet to discuss progress »Link staff members with other members with skillsets they need to develop

// LEAD BY EXAMPLE »Responsible for ownership of the campaigns from conception and scoping out

through to budget control and delivery. »No one in the team should feel more pressure or stress related to department

success / operations than me »When the team see me workshopping ideas, they are encouraged to follow my lead

// FOCUS THE TEAM’S PRIORITIES »Lead the team to research external opportunities, understand current and potential

customers, manage the customer relationship management, develop the marketing strategy and plan, management of the marketing mix and budgets. »Oversee project execution; coordinating team efforts to optimise workflow and

maximise efficiency »Lead the project initiation process by helping define scope, determine action items,

assign ownership, and create projected timetables

My Principles Leadership & Management