Stamats' QuickTakes

Insights into Research, Strategic Planning, and Integrated Marketing for Colleges and Universities by Dr. Robert A. Sevier, Senior Vice President at Stamats (quicktakes@stamats.com)

Vol. 5, no. 11: Sources of Complacency

In this issue.

• ON STRATEGY I: SOURCES OF COMPLACENCY
• ON STRATEGY II: FINDING A COMMON LANGUAGE - PART V: STRATEGIC PLANNING
• PLAYING BY THE NUMBERS
• COLLEGE LOAN RATES DROP
• DIRECT MARKETING MATTERS: FINDING A SOFT PLACE TO LAND

ON STRATEGY I: SOURCES OF COMPLACENCY

John Kotter in Leading Change outlines nine factors that sometimes create a sense of organizational complacency. Those factors are illustrated below. For many institutions, the default position is complacency. One of the great challenges, then, is to convey accurate information to help people understand the real issues facing their institutions. For example, enrollment will likely be up at many institutions this fall. But for many of them, tuition revenue will be down. If complete information is not conveyed, then faculty and others will only focus on the number of students and assume that all is well. Keep in mind, though, that even with solid information people still gravitate toward (or stay mired in) the status quo. Change is always difficult, but understanding and dealing with the sources of complacency may help move things ahead.

ON STRATEGY II: FINDING A COMMON LANGUAGE - PART V: STRATEGIC PLANNING

This issue of QuickTakes will present the final portion of our glossary. It will address strategic planning. Key words and phrases include:

• Mission statement - A declaration of an organization's purpose; its raison d'être
• Vision - A realistic, credible, attractive future for your organization. There is no more powerful engine driving an organization toward excellence and long-range success than an attractive, worthwhile, and achievable vision of the future that is widely shared by your internal audiences and most important external audiences
• Strategy - An agreed-upon course of action and direction that helps manage the relationship between an organization and its environment. The goal is to achieve alignment or synergy so that an optimal flow of resources to the organization is achieved
• Strategic planning - A disciplined effort to produce fundamental decisions and actions that shape and guide what an organization is, what it does, and why it does it
• Situational analysis - A determination of the basic health of the organization and the most important marketing challenges and opportunities facing it. A situational analysis typically involves either a SWOT (strengths, weaknesses, opportunities, and threats) or PO (problems and opportunities) assessment
• Metric - A measure of a current state and a measure of progress toward a specific goal. Metrics are sometimes called CSIs (critical to success indicators) or KPIs (key performance indicators)
• Essential task areas - A key institutional process or activity. Sometimes called domains, most strategic planning efforts focus on several or all of the following task areas:
  • Mission and vision
  • Finance and budget
  • Academic affairs
  • Student recruiting and financial aid
  • Student development/retention
  • Institutional advancement and alumni relations (fundraising)
  • Facilities planning
  • Information technology
  • Branding, marketing, and image
  • Human resources
• Strategic planning hierarchy:
  There is a great deal of inconsistency in how the following terms: strategic issues, initiatives, goals, objectives, activities, and strategies, are used. With an eye toward establishing a common vocabulary, we suggest:
  • Strategic issue - A problem or opportunity that the organization wishes to address or take advantage of. Strategic issues typically involve several or all 10 of the essential task areas. For example, a strategic issue might be declining enrollment
  • Goal - Specific, measurable statements of what will be done to address strategic issues. Using the above example, a strategic goal might be to increase enrollment three percent for each of the next five years
  • Objective - An activity that will help you accomplish a goal. Objectives, sometimes called tactics, are framed in action plans that detail:
    • Responsibility
    • Timeline
    • Resources
    • Assessment
  • Coordinating/steering committee - The administrative and faculty leaders who oversee the strategic planning process. Members of the coordinating/steering committee typically also serve as either chairs or members of the essential task area committees

If you would like a copy of the complete glossary, it can be downloaded from our Web site at: Glossary.

PLAYING BY THE NUMBERS
By Lorna Miles Whalen, Principal Consultant

I have worked with numbers for more than 25 years. I started in politics designing and conducting polls for candidates. The aspirants were, to the credit of the numbers and the merchandisers, mostly winners. These were the early days of politics by-the-numbers. Since 1983, I've been applying most of what I learned in politics to marketing higher education. It's very similar. In the early days, colleges that used market research did better than those that did not. Today, everybody plays. The game is harder, the colleges and universities less distinctive, and the stakes are higher.

The numbers don't lie. but they do obfuscate.

There is a serious and much deserved crisis in confidence in the country's major business, financial, and spiritual institutions. Certainly in the cases of Enron, WorldCom, Andersen, and the NASDAQ.the absence of numbers is hardly the problem. The problem is one of seeing through the numbers and statistics - seeing the truth.

Impending doom or accountability?
In the July 1, 2002 issue of the Chronicle of Higher Education reported that Moody's Investors had downgraded its earlier financial projection for private colleges and universities. In 2001, only 36% of Moody's institutions posted positive returns. The new report cites declines in the value of investments as the cause for pessimism. Moody's is cautiously optimistic that the projected 5.9% rise in high school graduates (read: net tuition revenues) compensate for the privates' current financial boondoggle. While private college endowments under-perform, legislators hold the line or lower state budgets for public higher education. And tuitions continue to rise.

Some people in higher education believe that there will come a day when parents, board members, donors, and "friends" will rise up and demand accountability. How much longer can higher education expect to sidestep the public's scrutiny? After all, the country is at war, corporate profits are low, and the economy remains—according to some observers—mired in a recession. Unemployment is as high as it has been in nearly 10 years. Are increased tuitions, higher loan levels, and rising postgraduate debt loads simply a subtle form of bail out?

An Orwellian thought
Closer public scrutiny may place the burden of proof on higher education to answer more and more questions on performance and live up to clear and simple measures of success. Higher education may be required to become more transparent. People may demand to know more about how colleges and universities spend their (the customers') money. What makes a successful college graduate or college experience? How do students and families measure return on investment? How do they evaluate one institution's capabilities over another? Where are the warranties?

For decades the College Board and ACT have set standards on behalf of institutions; these test scores "help" to assess one student over another. What would happen if parents and the public demanded a similar set of "objective" standards? Accrediting agencies and US News & World Report rankings rely on the assessments of their own industry and can hardly be viewed as objective. These standards would predict the likelihood of student success and return on familial (and governmental) investment. Sound Orwellian? Remember, 1984 occurred some time ago.

Numbers improve the level of play
College and universities enjoy great capacity to generate, calculate, and evaluate data. Institutions make it, massage it, and mine it all the time. Today, technology has unleashed an unparalleled power to collect and analyze huge quantities of information. To harness this power responsibly, institutions must change. They must do everything possible to shift the focus from themselves to interface directly with the public. By doing so, colleges and universities will find it easier to withstand the glare of the public spotlight and raise public trust.

Here are some suggestions for playing the numbers more effectively:

1. Take inventory. Understand what your institution does best and have the numbers to back it up with. Do a program audit.

a. Check enrollments, program time to completions, placements, and cost of delivery versus credit cost. This should give you some ideas about your core competencies.

2. Test relevance. Make sure that your offerings meet the needs of the public you wish to serve. Are potential students aware of your programs and how they may help? Are your programs meeting the needs of the community and the workforce? When was the last time you looked? Consider a program marketability study to continuously poll your publics and make sure your institution is on target.

3. Review competitive analysis. What do you do better/worse than other institutions available to your customers?

a. Program-by-program, find out what you and your competitors both offer.
b. Survey the public. Are the programs known? Are the programs relevant? Do they make a difference? Collect and compare the data. Be prepared.
c. Based on the data, make a determination about how you can best serve - not necessarily sell. Remember, the paying public may not wish to subsidize programs they don't need or endorse. Note: If it hasn't turned a profit in a year or two, chances are it won't. Any thoughts on this article?

Please get in touch with me at lorna.whalen@stamats.com.

FALL BOARD MEETINGS AND RETREATS

This spring, Stamats conducted more than a dozen board retreats on topics related to strategic planning, integrated marketing, and branding. If you are interested in how we might be able to help you with a fall board meeting or retreat, please contact Suzanne Schloss at info@stamats.com.

COLLEGE LOAN RATES DROP

We learn from the Ivy Jungle newsletter that the cost of a federal student loan will reach a new historic low as interest rates fall to 4.06%, down from 5.99%. For parents borrowing money to pay for their child's education, rates will reach 4.86%, falling from 6.79%. The government estimates that the changes will mean a savings of $1,333 on a balance of $10,000 over a standard 10-year repayment period. Student loan interest rates are set each year after the auction of U.S. Treasury bills near the end of May. (Chicago Tribune May 30, 2002)

DIRECT MARKETING MATTERS: FINDING A SOFT PLACE TO LAND
By Karen Hildebrand, Direct Marketing Associate

Everyone needs a soft place to land every now and then—including the people who respond to direct marketing offers. Just think about it; have you ever received an e-mail or postal mail message that gave you a Web site address to respond to, but once you got there it took you several minutes to finally find the proper area to enter your response information—if you didn't get frustrated and quit before finally finding it?

This is why landing, or catch, pages have become so valuable. Chances are if your e-mail or postal mail messages are simply directing prospective students to your institutional Web site, you're losing out. Not only are you alienating students who aren't willing to click through multiple pages just to respond to your offer, you're also missing a valuable opportunity to track the source of the inquiries.

Furthermore, unless your e-mail or postal mail messages are designed to mirror your institutional Web site, you're creating an instant disconnect between the message and the response mechanism. The Web site should be a continuation of the message(s) the prospective student has already seen.

In "Email Marketing Isn't Just About Email," an article from MarketingProfs.com, Mark Brownlow, makes a very clear case for creating a separate landing or catch page specific to your current e-mail [or other direct marketing] campaign. Check out www.marketingprofs.com/print.asp?source=/Perspect/brownlow5.asp to read more.

WWW.BOOKWEAR.NET

Fund-Raisers, Donor Recognition, Special Events, Promotions, Graduations, Reunions, etc.! There's a newly patented package for colleges & universities. BookWear® looks like a little book. Inside is a compressed premium T-shirt customized with your logo. The "book" cover is customized with your text and graphics. BookWear® is a "Gift with a Message!" Your Message! It is mail-able like a post card!

NEW CLIENTS

Stamats would like to welcome the following new clients:

• Norwich University: Research and Planning
• North Dakota State University: Research and Planning

STAMATS SEMINARS SERIES

Successful Direct Marketing Strategies
When: August 7-8
Where: Boston, MA
REGISTER NOW!

Generating Successful Integrated Marketing and Branding Strategies for Colleges & Universities
When: August 11-13
Where: Washington, DC
REGISTER NOW!

TeensTALK Conference (Pre-NACAC)
When: September 25
Where: Salt Lake City, UT

JOB OPENINGS

Northeast Iowa Community College
Director of Marketing, News, and Publications
Full-time position. Develop and maintain comprehensive and integrated marketing and communications strategies college-wide. Lead the NICC Marketing Team in its collaboration with faculty and staff in order to identify needed marketing activities and initiatives. Qualified applicants must have a Bachelor's degree in business, marketing, journalism, English or other appropriate field. Excellent writing, interviewing, and public speaking skills are required. Strong administrative, budgeting, organizational, multi-tasking, interpersonal, customer-service, communication, and creative skills needed. Portfolio required. Contact: Human Resources, NICC, P.O. Box 400, Calmar, IA 52132. 800-728-2256, ext. 402 or e-mail: smutzlek@nicc.edu. NICC is an equal opportunity/affirmative action employer.

Allegheny College
Dean of Enrollment
Allegheny College, a national liberal arts college in Northwest Pennsylvania, seeks a Dean of Enrollment to provide vision and leadership in all enrollment-related areas of the College. This newly expanded position reports directly to the President, oversees the offices of admissions and financial aid, and provides leadership in marketing, admissions, financial aid, retention, and enrollment planning. Founded in 1815, Allegheny College enrolls 1,850 students, hosts a Phi Beta Kappa chapter, and has an endowment of $120 million. The campus is located in a residential neighborhood of Meadville, Pennsylvania, 90 miles north of Pittsburgh and 90 miles east of Cleveland. For more information, visit www.allegheny.edu. Review of resumes will continue until the position is filled. Send a resume by e-mail or mail to: Terry Lahti, Lahti Search Consultants, 286 Jefferson Street, Meadville, PA 16335. E-mail: terry@lahtisearch.com. Phone: (814) 332-2993. Or contact Sandy Ware at sandraware@earthlink.net. (817) 731-6477.

Lewis & Clark College
Senior Communications Officer for Media Relations
The Senior Communications Officer for Media Relations represents Lewis & Clark College to external media, helps create overall marketing plan for the College and implements that plan in regard to media relations and advertising, participates in crisis planning and management, writes for College publications. Position reports to Associate Vice President for Public Affairs and Communications. Pay commensurate with experience. See job description at: www.lclark.edu/dept/hr/jobs_staff.html.

Calvin College
Associate Director for Multicultural Admissions and Community Relations
Calvin College has an opening for an Associate Director for Multicultural Admissions and Community Relations. This position requires a Bachelor's degree from a four-year college or university and three to five years related experience and/or training. Strong communication, organization and human relation skills are required, along with a sensitivity to and understanding of effectively working with ethnic communities. Calvin College is a Christian college in the Reformed tradition. The candidate must embrace the Reformed tradition of the Christian faith and energetically support the mission of Calvin College. Contact: D. Honner Calvin College Human Resources, 3201 Burton Street SE, Grand Rapids, MI 49546. Fax 616-957-6832 or e-mail: jobs@calvin.edu.

Agnes Scott College
Manager of News Services
Seeking an experienced and creative professional to manage its media relations program and develop communications for other constituencies using a variety of media, including publications and the Internet. Responsibilities include developing media relations plans and strategies; researching and preparing media materials; pitching stories; counseling administration and faculty on media relations; writing op/eds, news releases, speeches, and other materials as needed as well as managing the College's online press room. Qualifications: Bachelor's degree (Master's desirable); five years experience in news, public affairs or media relations; excellent news judgment, knowledge of national and local media, writing and editing skills and ability to communicate effectively on complex and, at times, sensitive issues; higher education experience desirable. Send letter, resume, references, and writing samples to: Human Resources, Agnes Scott College, 141 E. College Avenue, Decatur, Georgia 30030-3797.

The University of North Carolina at Pembroke
Director of Admissions
Currently accepting applications for goal oriented, enthusiastic, and energetic individuals for the position of Director of Admissions. The Office of Admissions is charged with identifying, cultivating, and recruiting applications for admission from first-time freshmen, transfer, and non-traditional populations; collecting and evaluating credentials; admitting individuals; and influencing accepted students to matriculate at UNCP. Qualifications: Master's degree required with at least five years of progressive admissions experience. Submit: Complete application portfolio including letter of interest/qualifications, resume, three letters of recommendation (current), and transcripts. Forward information to Dr. William Gash, Chair, PO Box 1510, Pembroke, NC 28372.

If you have a short position description (100 words or less) you would like posted, please forward it on to info@stamats.com. There is no charge for this service. Job listings available online at Higher Educations Careers.

COPYRIGHT, DISTRIBUTION, AND PERMISSION

Stamats QuickTakes is published by Stamats and is distributed to our clients and colleagues in higher education at no charge. Contents (c) 2002 by Stamats. Please feel free to forward copies of Stamats QuickTakes in its entirety to colleagues. Visit QuickTakes for past issues.

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