SANTA CLARA UNIVERSITY Office of Marketing Communications March 1, 2011 | CONFIDENTIAL MARKETING COMMUNICATIONS FOR VISIONARY ORGANIZATIONS ALIGNING STAFF.

SANTA CLARA UNIVERSITYOffice of Marketing Communications

March 1, 2011 | CONFIDENTIAL

MARKETING COMMUNICATIONS FOR VISIONARY ORGANIZATIONS

ALIGNING STAFF WITH STRATEGIC GOALS

PREPARED FOR:

Lipman Hearne | Santa Clara University | OMC Assessment and Recommendations | CONFIDENTIAL

Today

› Project Overview

› Santa Clara Assessment

› Comparable Institutions Assessment

› Recommendations

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PROJECT OVERVIEW

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Scope of our work

Evaluate and provide recommendations on OMC’s current

structure and practices, with the objective of maximizing

opportunities and efficiencies to support Santa Clara’s long-

term vision and goals

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Bold ambitions on the horizon…

A new Strategic Plan with priorities including:

› Providing excellence in Jesuit education

› Encouraging engagement with Silicon Valley

› Creating opportunities for global understanding and

engagement

› Advancing justice and sustainability

› Strengthening the academic community

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How can OMC advance those goals?

› Increase Alumni engagement and support

› Support enrollment through strategic and targeted

communications

› Increase regional impact and national visibility

› Support an ambitious capital campaign

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The case for institutional brand marketing

Prospectivestudent/community

member aware of SCU

SCU as a first choiceschool; premier

University; Alumni pride

Prospect applies to SCU; Alumni

responds to outreach

Campusexperience

Prospectivedonor

Active supporter

Brand driver

Print materialsWeb siteWeb marketingReputation managementAdvertising

Alumni relationsFoundationWeb siteAthletics

Web marketingAdvertisingCall centerDirect mail

Web marketingCall center

Marketing channels across the prospect-student-alumni experience

Web marketingCall center

COMMUNICATIONS PATH

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Research Methodology1. Groundwork and Assessment

Reviewed research, key communications materials, org charts, job descriptions

Met with University leadership (President, Interim Provost, VP

Administration and Finance, Board of Trustee member),

representatives from OMC (7) and clients (22)

2. Comparable Institutions ResearchIdentified a group of comparable institutions based on religious orientation, size, configuration, and market position

Interviewed representatives from seven institutions and evaluated their marketing structure and practices

Reviewed A Report on Marketing Spending at Colleges and Universities

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SANTA CLARAASSESSMENT

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Current role of the OMCThe role of the OMC is to “assist the University’s schools, academic

departments, and administrative offices with outreach, visual

branding, and media placement.”

It offers services in these areas:›Marketing Consultations

›Connecting with local and national media outlets

›Internal communication (minimal)

›Coordinating and designing print publications

›Graphic design

›Advertising creation and placement

›Photography

›Writing, editing, and proofreading

›Web site creation and management

›Social Media

›Video

›Santa Clara Magazine

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Current structure of the OMC

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Key Themes from Intake› Recognized improvement in communications materials and

OMC service

› Misperceptions of OMC’s strengths and aspirations

› Appetite for more media coverage & social media exposure

› Although beautifully designed, scu.edu doesn’t live up to its full potential

› Recognized need for more marketing investment

› Disconnect with Athletics brand

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Recognized improvement in communications materials and OMC service

› OMC is a group of high-performing and committed individuals, despite being under-resourced and under-staffed

› OMC oversees a broad range of communications materials that are attractive and coherent across vehicles and audiences

› The Office is noted for its ability to maintain brand standards and guidelines across departments

› Moved SCU toward a “branded house” with enormous buy-in across the University community

› AVP and his team “have really moved the needle” and “have been a huge upgrade”

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Misperceptions of OMC’s strengths and aspirations

› Gap between client expectations and what OMC has capacity to deliver on

› OMC has been relegated to a “print shop” rather than a true integrated marketing partner—executor vs. strategist› Note: Those who have reached out to AVP for strategic consult

have been pleased

› Energy and resources are dedicated to specific projects across a number of clients rather than institution-wide marketing strategy

› Clients feel that OMC tends to “play it safe” and focus on maintaining brand standards rather than innovating for their respective clients/projects

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Appetite for more media coverage & social media exposure

› Desire for media visibility is greater than the current capacity of the Office› Some lack of clarity among clients about what is newsworthy

› Perceived lack of understanding about OMC’s role and capacity in media relations efforts

› Clients feel that they miss opportunities for media exposure, and want to get involved in social media

› Current social media outreach is decentralized, but driven in large part by Media Relations Director (above and beyond her role)

› A successful social media strategy requires a sophisticated and coordinated effort across communicators, but needs someone who can focus and lead the charge

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Although beautifully designed, scu.edu doesn’t live up to its full potential

› Current website received very positive feedback in terms of strong design and interactivity

› However, site administrators express frustration with using Common Spot, relying heavily on Web Marketing Manager for troubleshooting and technical support

› Strategically, the website does not represent the University as a whole—it’s strongly undergraduate focused

› Reflects “Silicon Valley” as a location, but not as a mindset—requires further expression of connection to technology and innovation

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Recognized need for more marketing investment

› SCU does not have a history of strong investment in marketing

› A successful, high-achieving marketing communications operation is critical to near-, mid-, and long-term success

› And OMC is not sufficiently structured to maximize potential and deliver on aggressive goals for SCU

› Marketing Communications need to be strategically focused, tactically sound, and supported by leadership

› Median spending for an institution the size of SCU has increased 56% since 2001*

*A report on Marketing Spending at Colleges and Universities, Lipman Hearne Key Insights July 2010

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Disconnect with Athletics brand› Noticeable disconnect between the University’s athletic and

academic brand representation

› There is, however, an opportunity to increase consistency of Broncos messaging and aesthetics as an extension of the larger SCU brand

› Expressed interest in leveraging SCU’s Div. I athletics program to expand the University’s national reputation and visibility through increased investment

› Gonzaga University is considered a model institution with regard to extending athletics brand to the overarching University brand—challenge to replicate, as it depends on many uncontrollable variables

› Consider a longer-term goal of increased partnership and integration with athletics marketing

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ASSESSMENT OF COMPARABLE INSTITUTIONS

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We interviewed the following Universities:› Boston College

› Marquette University

› Southern Methodist University

› Fordham University

› Fairfield University

› American University

› Valparaiso University

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Comparison ChartUniversity Student

Body pop.*OMC Staff Size

Expenditures*

2010 Ad Spend**($000)

Primary Function and service

Santa Clara University

8,758 14.6 $232M $33 Client Service; Priority clients are Admissions, Development, and Alumni

Boston College 14,623 40*** $472M $162 Client Service; Clients include School of Ed, Nursing, Management, Arts & Sciences, Theology, Law School, Office of Student Services, President’s and Provosts Office, Advancement, Media Relations

Marquette University

11,633 30 $289M $289 Branding and client service: Focus on brand image/reputation, engagement (Advancement, Dev. Community), student (recruitment and enrollment)

Southern Methodist

10,965 NA $406M TBD Branding and client service; focus on recruitment, Development, Branding, Special Projects, President’s Office

Fordham 14,666 26 $421M $481 Client service; Priority clients are undergrad Enrollment, Grad/Cont. Ed (not Law), Summer session, Athletics, Admin (Student Affairs, Ministry, President’s Office)

Fairfield 5,074 27 $168M $191 Client service; clients are Advancement, Admissions, Student Affairs

American 12,183 33 $374M $1,303 Branding and client service

Valparaiso 3,979 30 $123M $36 Branding and client service; supports almost all programs including Athletics and institutional brand strategy

*VSE 2009, **Reported Ad Spend, Kantar Media, 1/1/10 – 12/31/10, ***this includes the 10 person advancement MarCom group, and 4 person media relations group

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Trends in Marketing Office functions› Most marketing operations across institutions were a hybrid

centralized/decentralized function—moving toward an “agency” model

› Primary functions include: supporting units across the University through strategy and planning, creative development, and producing materials; several supported institutional-level brand/reputation marketing

› All viewed the Admissions, Development , and President’s Office as key clients

› Most have moved away from charge-back systems and have endorsed process and standards guidelines instead

› All schools have used dedicated staff to support capital campaigns

› Most schools have added staff to manage digital content, including social media and web writers

› Two institutions indicated that athletics marketing reports to the central Office, and highly recommended this reporting structure

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Characteristics of the Agency Model› Hybrid centralized/decentralized university marketing and

communications operation serves as full-service agency for all units (academic, philanthropy, and administrative); also lead institutional communications – including President’s office – and university brand marketing initiatives.

› Functions include: › Strategy (market research, media and marketing planning);› Creative services (creative strategy, design, copywriting, production for

print and online media, photography and videography);› Web strategy and design (website, interactive collateral, social media); › Public and media relations (events planning, media relations and public

affairs.)

› Account Executives/Project Managers serve as liaisons between agency and major campus Colleges and divisions, representing and coordinating a full-spectrum of agency services for each division, and developing in-depth knowledge about divisional needs and “content.”

› Communications representatives from the Campus college have “dotted line” accountability to the central agency.

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Budgets for similar sized institutions

› The median spend for institutions with 6,000-15,000 students is

approximately 0.8% of their operating budget, not including staff

Based on Santa Clara’s 2009 expenditures ($232MM), this benchmark indicates $1.86M is a

marketing budget in alignment with the average

*A Report on Marketing Spending at Colleges and Universities, Lipman Hearne Key Insights July 2010


Key takeaways for SCU› While SCU’s current model is similar to most other

institutions in the comparable set, your staff count is far lower than the average

Calculated average number of FTE per million dollars in institutional expenditures based on comparable set: .1007 FTE/$1MM

Based on Santa Clara’s 2009 expenditures ($232MM), benchmark FTE for the Office is approximately 23 people

› Opportunity to increase strategic focus of the Office and establish clear priorities

› There’s a need to examine the current marketing budget level and allocation

› There’s a clear need to add and reallocate staff, with some redefinition of roles—especially in digital content production, capital campaign support, and strategy and planning

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RECOMMENDATIONS

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Recommendations

1. Redefine the role of OMC

2. Clarify University Partners expectations and understanding

of OMC

3. Standardize the planning process

4. Expand and empower the Communicator’s Council

5. Create a structure that can support long-term vision of the

University

6. Increase investment in OMC

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1. Clarify the role of OMC› Establish the role of the OMC as a strategic communications

partner that support units within the University, but with an equal focus on defining strategies and creating communications that advance larger institutional goals

› Shift thinking from “Client service” to “University partnership”

› Establish clear and collaborative process and guidelines with partners, so they are coordinated with SCU’s overall marketing strategy and understand OMC’s role in their respective marketing efforts

› Establish dotted-line reporting of Communicators from other departments into the OMC

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2. Clarify University Partner expectations and understanding of the OMC

› Outline very specifically the roles and capacity of the Office—whom it serves, what its priorities are, etc.

› Create a set of industry standards that describe the average length of time, cost, and descriptions of different types of projects and who is involved

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3. Standardize the planning process› Institute an annual marketing planning process during which each

of the OMC’s University partners can outline key objectives and major projects

› This will increase OMC’s opportunities to be a proactive strategic partner for the units it supports, and will help to manage workflow and “crunch times” for the year

› Create an “outside the cycle” project request process that includes the submission of a project/creative brief, which outlines project goals, targets, budgets, timelines, etc.)

› We also recommend investing in a project management resource tool that allows Account Managers to streamline workflow, scheduling, and communications across projects and clients. Several web-based platforms are available at relatively low cost: Basecamp, AtTask, FengOffice, and Apollo

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Caveat

› The desired outcomes from

retooling the OMC cannot be

achieved without additional staff

and resources


4. Expand the Communicator’s Council

› Identify and welcome all campus communicators

› Currently, the Council is a forum for receiving tools and information from OMC

› Opportunity to facilitate conversations among communicators and allow for collaboration› Create a web forum or email listserv, so conversations are not

limited to meetings

› Use the meetings to share tools/information AND gather the needs of the community

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5. Create a structure that can support long-term vision of the University

› Need increased and reallocated capacity to strategize and execute an effective Capital Campaign and to deliver on Strategic goals

› Given SCU’s location in the Silicon Valley and corresponding associations with being “at the cutting edge of technology,” digital marketing (including website and social media) needs to better reflect the University’s desired brand positioning

› Opportunities to create efficiencies in client engagements

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Restructuring scenarios

Scenario 1: Maintain headcount but reallocate and redefine roles

Scenario 2: Increase capacity to align with median staffing

Scenario 3: Increase capacity to optimal levels

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Scenario 1: Reallocate roles (14.6 FTE)

Current roleReallocated role

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Scenario 1: Pros and Cons› Pros

› Maintains current staffing level› Provides greater digital focus› Begins to create a focus on development

› Cons› Falls far short of necessary staffing levels› Starves traditional communications (media

relations, print publications) in favor of digital› Makes no provision for improvements in social

media› Eliminates essential print project management

function, increasing the burden on OMC staff› Encourages/enables “outlier” departments to

continue off-brand, uncoordinated outreach› Adds to frustration of OMC staff and key clients


Scenario 2: Increase capacity (22 FTE)

Current roleReallocated roleAdded role

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Account Executive- Academics


Scenario 2: Pros and Cons› Pros

› Creates capacity for strategic leadership and marketing integration

› Provides adequate staffing level for “steady state” efforts› Clarifies role expectations› Increases digital capacity—beginning to align with

expectations for Silicon Valley leadership role› Creates content/process-oriented account leadership› Improves output/coordination of marketing activities

throughout SCU

› Cons › At median staffing level, falls short of optimal configuration› Focuses more on strategy and account coordination—

continuing need to outsource some design and editorial services

› Does not provide specific resources for capital campaign communications and support

› Does not provide for concerted ability to gain broader regional and national visibility/reputation


Scenario 3: Optimal (27 FTE)

Current roleRedefined roleAdded role

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Scenario 3: Pros and Cons› Pros- in addition to those gained in Scenario 2

› Resources to meet mid- and long-term SCU aspirations

› Structure aligned with confluence of pressing needs: advancement, alumni relations, campaign, enrollment, program support

› Capacity to serve units currently working outside OMC

› More alignment to Santa Clara Brand

› Achievable leadership position in Valley and among Jesuit institutions

› Cons› Significant increase in resource commitment


5. Increase investment in OMC › Commit to $440K-$825K in additional staffing

› Bring external marketing spend in alignment with $1.86M benchmark

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Other longer-term recommendations that can be addressed by robust department

› Establish a Market Research function › Market research is a value-add function that will position the OMC as a

strategic player› Leverage market research to help partners and the University as a whole

to understand market opportunities and what drives priority audiences› Set benchmarks with research data, and set strategies that advance

institutional goals with clearly defined metrics for success

› Fold in Athletics Marketing into the OMC as a path to brand alignment› Opportunity to build a multi-dimensional yet unified SCU brand through

cross-pollination and consistency in academic and athletics communications

› Requires a significant investment and the support of leadership› Note, will require dedicated Athletics Marketing staff

› Evolve marketing plan to better align with the University Strategic Plan and set benchmarks and clear metrics for success

› Consider an investment in broad-based and niche-targeted advertising to increase visibility and reputation of the University

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Expectations and outcomes from a strengthened brand marketing investment

Positive Impacts of Institutional Marketing Efforts SOURCE: Have overall institutional marketing efforts had a positive impact on the following? *

% who replied Yes (Institutions 6000 students+)

Visibility 88%

Website Hits 79%

Number of Applications 85%

Inquiries from student prospects

79%

Positioning 71%

Academic Reputation 74%

Total Philanthropic giving 59%

*A Report on Marketing Spending at Colleges and Universities, Lipman Hearne Key Insights July 2010

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QUESTIONS?

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SANTA CLARA UNIVERSITY Office of Marketing Communications March 1, 2011 | CONFIDENTIAL MARKETING COMMUNICATIONS FOR VISIONARY ORGANIZATIONS ALIGNING STAFF.

Documents

assessment reviewed

marketing structure

marketing spending

center marketing channels

alumni engagement

scu alumni

santa claras longterm

center communications