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Transitioning to Integrated

Marketing and Communications:


A Case Study
Mark A. Heckler, Ph.D.
Valparaiso University
Key Institutional Attributes
Comprehensive Masters with Law, DNP
Independent Lutheran
4,100 Students on Campus
Seven Schools and Colleges
Division I Athletics (21 Teams)
Robust Visual & Performing Arts
Programs
Successful Advancement Unit (Most
Recent Campaign ended 2009: $238
million)
Presidential Transition July 1, 2008
Initial Organization
VP for Marketing
Decentralized Budget (Athletics,
Admission, Advancement, Arts, Law,
Colleges)
Decentralized Staff
Internal Coordinating Committee Chaired
by VP
Marketing/Communications
Audit
Board Education and Endorsement
External Consultant (Stamats)
Materials Collected and Reviewed
Campus Visit and Constituent
Interviews
Draft Report to the President
Final Report to Constituent Groups
Final Report to the Board
Reorganization Plan Announced
Revised Organization
Interim VP for Integrated Marketing &
Communications (IMC)
Centralized Budget (Athletics,
Admission, Advancement, Arts, Law,
Colleges)
Centralized Staff
National Search for VP for IMC
(Business Dean served as search
chair)
Board Committee Created for IMC
Early Wins (1-3 months)
Strong Endorsement from Presidents
Council and Council of Deans
Negotiated Budget Agreements
Negotiated Staff Agreements
Centralized Office Space and Identity
Hiring of Experienced VP
Board Committee Launched
Intermediate Steps (3-12 months)
Focus on Visual Brand Renovation and
Development of Brand Attributes
Quantitative and Qualitative Research-
Based Approach
Development and Utilization of a War
Room for Brand Research and Education
Full Board Engagement in Brand Research
and War Room Education Session
Deployment of Bow-Tie Model for Brand
Implementation over 12 Months
#2
Brand
Development &
Communications
Planning
#3 The Big
Bang
Leadership
Unveils
&
Mandates
Brand
Change
#4 Tactical
Build Up
Short &
Expected
Build Up To
Critical Mass
The Bowtie model
#
5

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#3
SOFT
LAUNCH
Get the ball
rolling
#2
BUILDING
CONSENSUS
Ensuring brand
implementation
success
#4
MANAGING
THE BUILD UP
Dealing with motivators
and adaptors
Scott Ochander
Valparaiso University
Brand Launch Strategy The Bowtie
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8/21/11 04/16/11 9/18/10 01/2010
Milestone
Scott Ochander
New Identity System
Final Brand Attributes
Journey
Intermediate Steps (12-36 months)
Refine and Complete Visual Brand
Renovation
Refine Brand Attributes
Secure Domestic and International
Trademark and Licensing
Manage Brand Internally and Externally
Develop Marketing Plans for All Key Areas
Integrate Marketing Plans Across
University
Continued Briefings of and Counsel from
Board IMC Committee
Intermediate Steps (12-36 months)
Develop Crisis Communications Plan
Develop Social Media and Digital Media
Expertise
Revitalize Media Relations
Launch Metro-Chicago Advertising
Campaign
Launch Strategic Plan
Launch Campus Master Plan
Launch Alumni Relations eCommunity
Launch Phase One of Website Renovation
Long Range Steps (36-60 months)
Succession Planning
Expand Internal Communications
Capacity
Implement Executive Communications
Strategy
Expand Chicago Metroland Advertising
Complete Website Renovation
Launch Comprehensive Campaign
Lessons Learned
Gain Board Endorsement at the Outset
Importance of External Audit
Determine Institutional Readiness for
Brand Renovation and Management
Develop Strategy to Manage Staff
Transition to Integrated Model
Determine Presidents Role in Process
Need for Strengthened Internal
Communications to Faculty and Students