Contributed by: Denis M. Stokes
Director of Admission, Christ School

From Part I of this marketing article, we know that marketing is multidimensional, consisting of Product, Place, Price and Promotion. In the first article, we focused on Product and Promotion. From that discussion, we know that marketing is outward looking — recognizing unmet needs or underserved needs in the marketplace and the decision to meet those needs. And, we know that Promotion, while an important dimension of marketing, is just one dimension and thereby complemented by and dependent upon the other dimensions. In this article, we cover the remaining dimensions: Place and Price.

When discussing Place in marketing it is often in the context of distribution points for a consumer good or service. If you are selling a grocery store item, context of place is not only maximizing the number of stores carrying your brand — unless, of course, your strategy calls for somewhat exclusive availability — but it also pertains to product positioning within the store. Likewise, there may be other channels of distribution that add to the places at which your product is available.

With education, and particularly so since Place of our institutions is well established long before our arrival, our influence over this dimension is limited. This is not to say that we cannot influence availability of our service. Consider what some colleges and universities have done with distance education, for example.

The fact that Place for our service is well-established may or may not be a limitation. Is New York University’s location in Greenwich Village of Manhattan appealing to all? Is Swannonoa, North Carolina, home to Warren Wilson College, appealing to all? The point is to acknowledge that place is an important dimension and influences the very experiences we offer.

Leverage your Place as effectively as you can and let it naturally influence the experience offered. Know, too, that while important, Place is traditionally the dimension over which we have least control.

Price, on the other hand, is something over which the institution yields much control. One way to consider Price is to look at your institution in relation to your competitors using two dimensions: Price and Quality. (This graph and its analysis below is also considered a market positioning map; that is, an illustration of your institution’s position in relation to your peer institutions — your direct competitors.)

Positioning Map observations: Institution A is at a quality deficit in relation to its competitors. Institutions B & C, while perceived to be of equal quality, Institution B is priced at a premium. Institution D is positioned most favorably in relation to its competitors — its quality is strongest and its pricing is in line with relative alternatives. In this example, Institutions A – D are boarding schools, while Institution E is a day school, which explains the significant cost differential between a day school experience and a boarding school experience.

As the admission director at a boarding school, I must consider as competition my peer institutions — other boarding schools against which we compete directly — but I must also consider independent day schools and, to a lesser degree, parochial schools. The key here, in my case, is to recognize that we cannot compete with day schools on price. Therefore price, for me, is only a potential point of differentiation when I compete directly against peer institutions.

While Price should be reflective of the cost of delivering your service, it is also commonly used to position an institution within the marketplace. The ideal is to be positioned within proximity to your direct competitors. Being conspicuously more or less expensive than your direct competitors is seldom a wise strategy.

Education is an interesting service in that — with the exception of state-supported universities, which often represent tremendous educational value — pricing below what is expected for quality education can create negative connotations of perceived quality. Thus education is a service where price is an inverse relationship to quality. Two additional points about pricing and positioning:

While families take pride in gaining admission to the most expensive institutions — oftentimes the brand-name schools — and some readily pay the premium for the unique experience provided, there is evidence that families do respond to a lower price through acceptable ways of discounting, i.e., scholarships.

On positioning: Note the entire educational marketplace consists of schools ranging from perceived quality of 1 through 10 and the graph above simply looks at a segment of the market. Thus, unless your school is in the top tier, as you consider repositioning your institution, consider the related dynamic of how your institution may be repositioned. Note the second positioning map below, an example of a school desiring to compete against more selective schools (i.e., schools with more resources and with notably more selective admission standards).

Repositioning Map observations: Repositioned Institution A is now at a quality deficit compared to schools to be of perceived significantly higher quality. The outcome: It will be very difficult for Institution A to capture market share against its new competitors. Institution A is simply picking a fight it is likely to lose more times than not. If a school wishes to reposition itself, its best hope is to first assure that it is a recognized regional leader or market segment leader.

Each dimension of marketing plays a key role in your institution in advancing its mission. It is important to note that while a well-planned marketing strategy is necessary, such must be preceded by an honest institutional assessment of its strengths, weaknesses — things over which the institution has control, and its opportunities and threats — things over which the institution has no control other than to attempt to anticipate.

Marketing is discussed at great length on many campuses today. As an admission professional, it is important for you to not only be a part of that discussion, but to lead it, to foster it and to make known that true marketing goes well beyond cutting-edge Web sites, viewbooks, and fancy advertising campaigns.

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Denis M. Stokes is Director of Admission at Christ School, a traditional boarding and day school for boys, affiliated with the Episcopal Church, just south of Asheville, North Carolina.

Contributed by: Kathryn Spruill
Account Executive, Stein Communications

Authenticity is so important in conveying the true student experience at your school. Exposing the real lives of real students through a blogging program can have a much bigger impact than listing dozens of student organizations and intramural sports. It’s a careful balance, because to get authentic student experiences, you have to give up control. The following tips will ease your mind and reduce the risks associated with a student blog program.

Which students, which staff
The most important consideration is who you will ask to get involved. Choose more than two students, but less than six. If you have too many choices, a prospective student will be overwhelmed and not read any! You obviously want prospective students to relate to the bloggers. Choose students representing a variety of academic interests, extracurricular involvements, and areas of the country. Freshmen can provide insight into the transition to college and seniors can write about their job search, so strive to enlist at least one of each.

If you have student tour guides or admission office interns who already understand the big picture of recruitment, this should be your first stop. You should be able to trust them to tell the right stories about their weekends, meaning fraternity service day and not fraternity party, and they will probably be used to the typical questions prospective students ask.

An admission counselor can be assigned the role of project and content manager. He or she should be reading over every entry, making sure bloggers are posting regularly and appropriately. This counselor could have his or her own blog, although it’s guaranteed that prospective students are less interested in what their admission counselor is doing on a Thursday afternoon than in what current students are doing.

How often, on what medium
The key to blogging is fresh content. This will engage prospective students with the student bloggers and keep them coming back to see how Trevor did on the test he had been studying for all week, or if Julie got into the Study Abroad program she applied for. Three to four posts a week is great!

Many third parties provide platforms for student bloggers. Talk to your marketing partner to see what solutions they may recommend. The advantage to this approach as opposed to having students sign up at blogger.com is having oversight on the blogs: the ability to edit students’ entries directly. Many platforms can be set to require an admission counselor’s approval before the content goes live. Hopefully you trust the students you’ve chosen, but it’s always wise to have checks in place.

Incentives
What you are asking of these students is no small time commitment. Their job description includes not only writing their entries but also responding to the comments and questions that prospective students leave on the blogs.

Compensate them with a small weekly stipend, or give them a digital camera that they can then use to upload pictures onto their blog or video content. If you aren’t giving students an incentive to stick to writing on their blog, other things will quickly become their priority. Many students will love the fame factor – having their name after the official school URL (stateuniversity.edu/admission/blog/danny) will be the best part of the deal for them. It shouldn’t be the only carrot you are dangling.

Promoting the blogs
If your student bloggers interact with prospective students face to face, make them a photo business card with the URL of their blog and their email address. They can pass them out to their tour groups and when they connect with a family, they can add them to their readership.

Your blogs should be prominently advertised on your admission home page, and you can certainly send out e-mail communications to your mailing list with short bios of each student and links to their blogs.

There are some great success stories out there with student blogging programs. But if you look at just one school’s, check out MIT (http://www.mitadmissions.org/blogs.shtml). They were on the forefront of the blogging phenomenon and built a great interface for their student bloggers.

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For more on authenticity in student blogs and the benefits of blogs from the perspective of a prospective student, please see our article “New Marketing Models.”

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Kathryn Spruill was responsible for running a student blogger program during her time in admission at Tulane University. Is your institution putting a program in place, or do you have any additions to make to Kathryn’s list? She’d love to hear from you at kspruill@steincommunications.com.

Contributed by: Sherry Wade
Executive Web Producer, Stein Communications

Is your school twittering? If not, you may want to reserve your school’s name at twitter.com, just in case. More and more schools have begun to twitter. Think of it as a mini-blog — a simple, easy way to stay in touch with your constituencies. You have only 140 characters per post, so there’s no pressure to write eloquently. People who are pressed for time (and who isn’t) like Twitter because of that character limit — you can keep up with a person or an institution without being inundated with text.

Prospective students and alumni can choose to “follow” your school, receiving your “tweets” to their Twitter home page, their phone, their Facebook page, or their IM account. You can send out news items, admission reminders — whatever will fit in the character limit.

Most schools are using their Twitter accounts as a way to aggregate and distribute school news from a variety of sources. See http://twitter.com/valparaisolaw and http://twitter.com/calvincollege.

You can use twitterfeed.com to automatically post headlines delivered by reliable news outlets. For instance, you could search for your institution in Google News, and then share Google’s RSS feed with twitterfeed.com. A news feed may pick up some bad news, but using Twitter allows you to dispel rumors quickly or post a link to another viewpoint.

All you need to use Twitter is an internet connection or a mobile phone. To advertize your account, post a Twitter “badge” on your website. Set up your email preferences to notify you when you have a new follower, or click the “followers” link in the sidebar of your Twitter page.

Contributed by: Denis M. Stokes
Director of Admission, Christ School

Higher education has admittedly been marketing for more than 25 years. I’ve had the opportunity to witness the rise of educational marketing since the early 1980s when I started as a young admission representative and had the good fortune to work for one of the best promoters ever.

Robin Roberts, the Director of Admission at my former institution, had a brochure for everything and a tagline for just about everything. He put our small, invisible college on the fore of promotion. We were among the few, at our level of play, purchasing thousands of Search names, courting inquiries through a series of well-timed mailings, and following up — if you can imagine — by way of phone calls.

The results were a string of years where all the important numbers increased: inquiries, applications, accepted students, and enrolled students. The model served the institution well for more than a few years, in part because it recognized that attention to marketing fundamentals was critical — especially when most colleges at the time were not paying attention to the fundamentals, nor did they see the need to.

It didn’t take long before schools learned from each other and began promoting to a degree of new proportions. Hence, the capable sophomore or junior in high school now measures the amount of unsolicited college materials received not by the number of schools but, literally, by the box full.

In turn, the astute institutions began to recognize that marketing is more than one variable. Indeed, we know from Marketing 101 that marketing is multi-dimensional and includes Product, Price, Place, and Promotion.

Promotion gets the most play in marketing because of its visibility and the creativity involved, whether in print, radio, TV, direct mail, or otherwise. However, the hard work of marketing is acknowledging and addressing its other variables. While most schools claim to have comprehensive, integrated marketing plans, I suggest they probably have something less. What they likely have are plans that articulate the tactics of promoting the institution.

Consider the task of creating and offering a new product or service. The creation of such does not begin with a well thought-out promotional effort. Rather, it begins first and foremost with recognition of unmet needs or underserved needs in the marketplace. Thus, the exercise begins by looking outward, beyond that in which the institution is already engaged.

In our world of admission, most of us are working for institutions that are well-established or at least that have been around for a long time. So, the idea of creating anew is unrealistic. The idea, though, of looking outward remains applicable, for there is still the question of which market segment to serve. An all too common mistake is for an institution to rely on the misguided notion that if they simply promote their school properly, they will be fine.

Practical Advice: Resist the urge to articulate only your institution’s uniqueness.

The reason most colleges and universities fall short of effective marketing: To do so would require courage, honesty, and patience. An article in the Wall Street Journal a few years ago had the following equation:

Success = D x V x C > R

D = Dissatisfaction with the status quo
V = Vision for the future
C = Courage to take the first steps
R = Resistance to change

Think about your institution. In relation to the above equation, what degree of success are you having in meeting objectives of enrollment, net revenue, reducing the discount rate, and fundraising? Consider each part, study each part, and then relate it to your institutional culture.

Tori Murden, the first American and first female to row solo across the Atlantic Ocean, had this to say in 1999 shortly after her heroic feat of 81 days and nearly 3,000 miles: “Many of us lead lives that are too small, too confined, too constricted. I do not wish to do this.”

Institutions, like people, are guilty of thinking too small, too confined, and too constricted. Change — as well as success — begins with institutional self-awareness and an appropriate framework from which to operate. Setting goals is important, but so is a realistic sense of what can be accomplished.

If you are pressed to meet your institutional goals, use the fundamentals of marketing to begin the conversation on your campus about why you may be falling short. If honest discussion follows, then stay the course. Anything short of honest discussion will put you in choppy waters.

In the next issue of The Scoop, expect a continued discussion of marketing fundamentals, with a focus on Price and Place.

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Denis M. Stokes is Director of Admission at Christ School, a traditional boarding and day school for boys, affiliated with the Episcopal Church, just south of Asheville, North Carolina.

Contributed by: J.D. Fite
Account Manager, Stein Communications

Independent secondary schools and small colleges have always had the challenge of getting results while working with small marketing budgets. In the last decade this challenge has been compounded by the evolution of the Internet as a major marketing and communication tool. Not only have the number of media choices increased, but this increase has also fractured the market, thus making it difficult to reach your target audience effectively. For small schools, it is difficult to know how best to allocate your resources.

The concept of integrated marketing has provided a partial fix by introducing the idea of using a variety of media in concert to convey a message with maximum impact. Still the question remains, “What media to use when and to what end?” The answer lies in understanding the strengths of each medium.

The Death of Print?
At the height of the internet boom, many thought the web signaled the death of print. Printing companies scrambled to communicate the value and relevance of print in an increasingly electronic world. The longer the two media have coexisted, the stronger the realization that there are things print can do that the web cannot and vice versa.

Defining Characteristics — Print, Web, Audio/Video
As stated earlier, the effective use of the variety of media available lies in recognizing and utilizing the strengths of each and developing a marketing and communications strategy that uses them in concert with each other for maximum effect.

The Strength of Print — Engaging the Intellect
Print engages our intellect. Words, pictures, and symbols provoke us to think. The linear format is structured well for the logical presentation of evidence. Consequently, print is the best medium in which to present a persuasive argument. That is, print is an excellent format in which to argue your case why your school is the one a prospect should attend, or make a donation to, or provide some other form of support. Unlike the web or audio/video, print is also a tactile medium. Creative bindery options, use of color, different paper stocks and finishes, et cetera provide ways in which to present an appeal in a thought provoking way.

The internet has affected the way in which print is used these days. While viewbooks are still the most popular means by which prospective students and parents evaluate a school, their content has been pared down to the essentials. Text is sparse, images are large and powerful, and design provocative to communicate as succinctly as possible a school’s unique identity and value. Informational content has shifted to the web, and most print media direct prospects to visit a school’s web site for more information. A school’s web site has come to serve as the receptacle for the most up-to-date information, and printed material is purposely devoid of anything that might date it in order to give it a longer shelf life.

The Strength of the Web — Cultivating Relationships
The web provides a meeting place for interaction. While the web serves as a storehouse for information and provides the convenience of quickly updating facts and figures, its defining characteristic and what makes it unique from print is the ability to facilitate interaction between a prospect and the school.

The Strength of Audio/Video — Reaching the Emotions
Audio/Video (film) reaches us at an emotional level. Despite the increasing sophistication of the media savvy millennial generation, film affects the unconscious. Images, sounds, and music evoke memories, shared experiences, common feelings — all the things that make us human. A well-crafted video has the potential to be your most provocative appeal.

Unfortunately, many schools make the mistake of having talking heads recite facts, figures, and selling points about the school. Specifically, they try to transfer the intellectual appeal, used to greatest effect in print, to film. They miss the power of the medium, and consequently, miss an opportunity to harness its emotional impact.

Video should show more than it tells. A good test to see if your video does this is to watch it with the sound off. Does it still engage you? Does it still tell a story? Do you still walk away from it with a strong impression of the school? If it still has an emotional impact, then you have used video to its fullest effect. Watch City Lights, one of Charlie Chaplin’s last silent films, and you’ll understand what I mean.

An Integrated Approach — An Example
St. Andrew’s-Sewanee School (SAS), a boarding school positioned beautifully on the Cumberland Plateau, approached Stein to help boost its boarding school applications and yield. The school had a number of unique challenges. One, the ideal St. Andrew’s-Sewanee student is “off the grid” (i.e. — counter cultural, not easily located or identified). Secondly, anecdotal information suggested it was a toss up between parent and child as to who ultimately made the decision on which school to attend.

Admission Director Jim Tucker explains, “If we can get them on campus, the school sells itself.” Consequently, Stein’s task was clear. Marketing efforts should focus on locating prospective students and motivating them to visit the campus.

Integrating Emotional and Intellectual Appeals to Forge a Relationship
While still in the implementation phase, Stein’s strategy is straightforward:

1. Produce a DVD with a strong emotional impact targeted at the student;
2. Follow up with a viewbook that appeals to parents’ intellectual concerns and also engages prospective students in a strong argument why SAS is the school for them; and
3. Provide a call to action in both the video and in print that utilizes the web as an initial meeting place to facilitate a visit.

A net of additional print media (advertisements, posters and a road piece) will also be cast to catch those prospects not contacted by targeted mailings and other direct appeals.

While Stein has provided more complex integrated marketing initiatives, the St. Andrew’s-Sewanee campaign relies on the same principles using a total media mix to reach the consumer in a coordinated way with no one medium dominating. But most importantly, the strategy plays to the strengths of each media — the emotional power of film, the intellectual persuasiveness of print and the relation building power of the web.

Conclusion — The Best Bang for Your Buck
When allocating marketing resources review your communication goals and distribute resources in such a way that the net effect of the various media (print, video and web) is greater than the individual parts. An important way to ensure this is to play to the strengths of each media. Don’t fill a viewbook or a capital campaign brochure with facts and figures that can easily be accessed (and maintained!) on the web. Print is your opportunity to construct a clear and convincing argument to attend or financially support your institution — include only those facts and figures that support your argument.

Take advantage of the web’s interactive capabilities to cultivate a relationship with prospects. Utilize those online tools that harness the interactive nature of the web to forge connections and help an institution maintain relationships with prospective students and increase yield. Similar opportunities should be explored to strengthen relationships with alumni/ae and other donors.

Lastly, if video is an important element of your marketing strategy, don’t waste its emotional power by parading VIPs in front of the camera droning on about the merits of your institution. In a video, never tell your audience how great your school is, show them. A video should be a well orchestrated symphony of images and sound that leads to an emotional crescendo and a desire on the part of the audience to learn more about your institution.

Coordinating media in such a way that each plays its part to the best of its ability — print engaging the intellect, the web forging relationships and video exciting the emotions — will not only stretch your marketing dollar further, but will present the greatest sum impact of your message to your audience. A well choreographed mix of media operates like surround sound in an audio system enveloping your prospect in your message and reaching them at levels of which they may not even be aware.

Contributed by: Wade Marbaugh
Publications Coordinator, Georgia Perimeter College

It takes a team to raise a college’s image.

The Georgia Perimeter College Office of Marketing and Public Relations carried that theme to its professional organization’s national conference in March. Director Jennifer Stephens hoped to share GPC’s experience with members of the National Council for Marketing and Public Relations, which met in Austin, Texas.

GPC has seen its MPR office transform from lacking in teamwork and having a low marketing orientation to launching a highly effective branding campaign in 2005. The emerging teamwork necessary to launch the drive involved more than participation by Georgia Perimeter’s personnel. Vendors such as Stein Communications played a big part in the transition, which involved potential competitors working side by side for a common goal.

Promotion of GPC has not always been inadequate. Public Relations director Ann Knight did a great job from the 1970s through the 1990s. However, by the turn of the millennium, Georgia Perimeter was besieged with problems.

The college had grown from a quiet suburban community college — DeKalb College — to a diverse, bustling urban institution. Then suddenly the baby boom ended, dropping enrollment drastically and bringing the need for aggressive marketing strategies.

Knight’s premature death in 2000 left the MPR office in a state of transition and relative disorganization. Budget slashes came with the recession of 2001.

“The evolution of the office from a one-person PR shop to a large, fast-paced MPR office brought about some inherent problems,” Stephens says. “And there was too much internal competitiveness, aggressiveness, and lack of teamwork. Stress levels were high. We needed a marketing plan and a communications plan.”

When Stephens took the helm in 2002, she began building a stronger organizational structure and nurturing a culture of teamwork. The group attended leadership, team-building and creative workshops; internal and external communications improved; new employees strengthened the staff; the office held lunch meetings and had other fun activities at meetings; meetings became more productive.

GPC brought in a marketing consultant, Sandra Golden and Associates. Golden began to steer the office and the college toward a marketing orientation.

Subsequently, Stephens and Jeff Tarnowski, GPC’s vice president of Institutional Advancement, initiated talks with Latham and Associates, a firm specializing in branding issues. That led to extensive focus group studies by Latham at the college’s six locations.

What occurred next may be groundbreaking in business technique — at least it is unique for GPC. In May 2005, the MPR office invited all of its major vendors, even potential competitors, to an Institutional Advancement retreat at which Latham presented its findings and recommendations.

Gene Middleton, Jennifer Bagley, Bonnie McQuagge, and contract writer Scott Suhr represented Stein Communications among the vendors attending the retreat.

That Stein was invited is no surprise. Stein and GPC go way back (from Stein’s days as Phoenix Communications), as Knight contracted with them for many years to design and print college recruiting materials. Through the 2000s, Stein has continued to design and print exceptional promotional pieces for GPC.

Other vendors in attendance included EM2 Design, a Decatur firm that designed two annual reports for GPC that won first and second place in the 2005 NCMPR national competition, and J & R Kern, a Gainesville agency that has produced remarkable print and broadcast ad campaigns for GPC.

“We felt that we should get all the vendors on the same page with the branding campaign,” Stephens explains. “That way we would unify our look and feel in all our promotional efforts.”

At the meeting, Latham proposed a branding campaign that focused on everything from use of the school colors to primary messages. Having the various vendors present produced immediate results.

In fall 2005, Stein produced an award-winning recruiting package — including a colorful viewbook and search piece — that incorporates Latham’s branding recommendations.

“It couldn’t have worked out better,” says Stephens. “The recruiting pieces are in full conformity with the spirit of that branding retreat. Stein even came up with a tagline that we’ve adopted for all other materials — ‘Two years that will change your life.’”

Stephens is quick to point out that “we’re not there yet.” Much remains to be done to perfect the teamwork approach, but her office runs a much more systematic promotion and branding of the college than in previous years. Sharing the branding campaign with vendors at its conception contributed greatly to this success.

For more information on the teamwork approach and branding campaign, contact Jennifer Stephens at jstephen@gpc.edu or 678-891-2684.

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Wade Marbaugh serves as publications coordinator in the Office of Marketing and Public Relations at Georgia Perimeter College.