Why School District Marketing Matters Now More Than Ever

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  • Why School District Marketing Matters Now More Than Ever

    Why School District Marketing Matters Now More Than Ever

    Until recently, districts could safely assume that they would serve most school-age children living within their boundaries. But social and political forces at work over the past couple of decades have upended that assumption.

    Today, districts across the nation are retooling — investing in branding, marketing, and communication campaigns designed to engage parents and attract students. Since Stamats knows how crucial brands are in higher education, we understand the transformative power of branding and marketing for K-12 schools, too.

    With that in mind, let’s explore five reasons behind the dramatic rise in school district marketing.

    1. Families have more choices

    Presently, with expanding voucher programs, private school options, and homeschooling, parents have more choices about how and where they educate their children. Even within the public school system, open enrollment means that the nearest school district isn’t necessarily the defacto choice.

    To compete, districts need to focus on clear branding and compelling communication that emphasizes student/teacher engagement, academic excellence, outcomes, and community value.

    2. A powerful way to tell your story

    Moreover, there are amazing things happening in every school and every classroom in your district. A well organized marketing effort can capture those important stories, share them with the public, and weave them into the fabric of your brand.

    Student achievement, faculty awards, and innovative new programs communicate the value your district brings to the community. But authentic, well-told stories go even further. By counteracting much of the negative press public schools receive lately, stories help balance the larger conversation.

    3. And improve engagement

    Success attracts success. When districts begin marketing themselves in a clear, unified way, people take notice. Broad community awareness and engagement turns citizens into district advocates. Over time, this can fuel new opportunities, improve attendance and graduation rates, and lead to higher student achievement.

    Also, a compelling and consistently articulated school district brand can generate immense pride among students, families, district employees and the community they represent. For many cities and small towns, the result is a much-needed culture-building lift.

    Finally, a strong district brand and marketing presence is an effective recruitment tool. This presence attracts top-notch teachers and administrators who may be choosing between several offers.

    4. Inspire new audiences

    An effective branding and marketing program helps districts motivate audiences that don’t have a direct link to their schools.

    While parents, students, faculty and staff are your primary target audiences, consider the value of everyone else. Alumni and their parents, non-parents, retirees, and business and community leaders — together, these constituents are a powerful untapped resource that could serve your district in countless creative ways.

    5. Forge valuable partnerships

    Also, major employers in the towns and cities you serve likely recruit employees from across the nation. Is your district’s marketing material front and center in the relocation package those employees receive?

    A holistic marketing effort should include a robust and highly collaborative business outreach component. By connecting with new-hires first, you can begin to build relationships early. This positions your district as the natural choice for parents new to the area.

    Launching a district marketing program

    Understandably, many district leaders aren’t comfortable with the thought of stretching budgets even further by making new investments in marketing. But there are ways to start slowly using existing resources.

    Begin by clarifying the top three ideas you want your brand to communicate. These brand “pillars” are the authentic qualities that set your district apart from the competition (e.g., innovation, strong student-teacher relationships, or unique hands-on learning opportunities).

    Then, translate those brand pillars into a set of consistent brand messages. These can be reinforced on your website, through social media channels, in teacher blogs, and more. And remember, the most powerful messages are rooted in stories — real-life examples of how your district is fulfilling its promise every day.

    In any event, from competitor research to branding and website design, Stamats can help your school district stand out from the competition, connect with a new generation of families, and build for tomorrow. Email us today for more information.

    Ready to Get Started?

    Reach out to us to talk about your strategy and goals.

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  • What’s the Big Idea?

    What’s the Big Idea?

    Part 9 of 12: What I Wish I Knew as a New Marketer

    Before we begin, let me make a bold statement: One of the great misnomers in marketing is that you need a big budget to make a big splash.

    More important than a big budget, however, is a big idea. In fact, if the idea is big enough, a host of channels (including social media) can propel your idea into places you would never reach if you were simply relying on your budget.

    Not convinced? Let me remind you of two words from a bygone era: frequency and reach. The theory was that to be noticed you needed to spend enough money to achieve a certain level of saturation.

    In today’s marketplace we call that noise. In other words, you are merely adding to the din.

    Read Part 8: Numerical Fluency and the Importance of Market Research

    The goal today is not marketing noise, but marketplace buzz.

    You want the idea to be so good that it engages the audience. It causes them to notice it and remember it and then tell—share with—their friends. That’s what big ideas do. They create buzz.

    With that in mind, here are my five steps to the big idea:

    Produce a Brief

    Develop a creative brief that outlines, in broad strokes, what you are trying to accomplish with your creative campaign. The brief focuses on audience clarification, campaign goals, and expected outcomes. It does not offer any creative direction. It sets the broad parameters of the project.

    A Deep Dive

    Next, go for a deep dive. You and your creative team must spend serious time in the heads…and hearts…of your target audience. What kind of content attracts and keeps their attention? What are their social media habits? Where do they spend their time online? What do they talk about with friends? What do they read? Do they read? What fears do they have? What are their hopes and dreams? Which kinds of products (brands) do they buy? What brands do they ignore, or even ridicule?

    You already know them as a market segment, the purpose of this step is to help you know them as individuals. Create a small collection of compelling personas most representative of your target audience. When the personas are done, everyone should have a clear idea of who you are trying to reach.

    Use Your Subconscious

    Next, turn your subconscious loose. Most of the time your subconscious is sitting around with nothing to do. Give it a project. Read, reread, and reread again the creative brief. Look over the research from step two. Internalize the audience personas. Make sure your creative team does this, too. Don’t let them rush off to create. Make them slow down and absorb. This discipline is critical. The creative technocrats call this the incubation step. Begin with insight and then add time. Give your subconscious a chance to churn.

    Predictable, Surprising, Outrageous

    Next, throw your creative team a curve. Don’t ask them for one great idea. Ask for three, one for each level of creative. The first level is predictable. This is the design they had to design to get the bad design out of their system. The next level is surprising. This creative causes you to sit up and take notice. The third level of creative is courageous, or even outrageous.

    The fun starts at this third level of creative. When you look at courageous creative you know it is great. But it also makes you a little nervous. You turn to others for validation. Then you start showing it around. You think about it later. This is exactly what you want to happen. Creative that gets talked about will transcend any budget.

    If none of the creative you see grabs your heart, then send it all back. Either you need a new creative team, or you need to rework steps one and two. Under no circumstance move ahead with creative that doesn’t truly grab you.

    Refinement

    The last step is refinement, not revision. Do a little light testing to make sure you’re not missing something obvious. Let it percolate in your subconscious for just a bit once again. Remember, though, that courage dissipates over time. Think about the creative, but don’t think too much.

    There is actually a sixth step: Execute. Develop a plan. Focus on the influencers. Multiple channels. And pull the trigger.

    There you go.

    Five simple steps to great creative regardless of the budget you might have.

    Read Part 10: Great Marketing Makes for Great Messaging, Part 1

  • Numerical Fluency and the Importance of Market Research

    Numerical Fluency and the Importance of Market Research

    Part 8 of 12: What I Wish I Knew as a New Marketer

    Before we begin, I first want to introduce the concept of numerical fluency. Numerical fluency is to data and market research what literacy and a love of language are to reading and writing. It is not merely gathering the data, but knowing when to gather the data, what the data means, and how it can be used to improve performance.

    From a marketing perspective, numerical fluency involves a commitment to the routine gathering of timely, useful data. Central to this is the annual budgeting for data collection and analysis. This is often presented as a research cycle; a detailed plan of what studies and assessments are to be undertaken and when.

    Read Part 7: Brand 4.0 and Beyond

    Numerical fluency also means a commitment to best research practices. In other words, matching the questions to the audiences and reaching these audiences with the right methodologies. The goal is to provide confidence in the findings.

    Finally, numerical fluency means a willingness to listen to the data and let it inform your marketing endeavors.

    Researchers and marketers who are numerically fluent are much more than number crunchers. They don’t chase data, they chase insights and they use those insights to improve performance.

    Using Research

    For the most part, the numerically fluent marketer uses research in four ways:

    • To understand or explore a marketplace. Decisions about whether to launch a new program or open a new location fall into this category. Marketers use data to provide direction, clarify options, and reduce uncertainty.
    • To test new ideas and concepts. Debate over the most effective landing page or tagline can quickly be settled through research.
    • To establish initial baselines. If you plan to measure campaign effectiveness at a later date (see below), then you must have a clear understanding of how you are perceived right now. Research must be a prioi before it can be used to measure performance ex post facto.
    • To monitor and measure the effectiveness of your marketing campaigns and strategies. This is the arena of mROI, or measuring marketing return on investment. In this way, we use research to measure outcomes and not merely output. More than simply focusing on getting an ad campaign launched, numerically fluent marketers want to know what impact it had. Did it move the needle? Did it achieve the results we intended?

    Almost every marketing miscue has, at its core, missing or inadequate research. Savvy marketers, those who are numerically fluent and committed to results, understand that the time and money spent on research will help assure their marketing success.

    Skipping research is the ultimate definition of penny wise and pound foolish.

    Read Part 9: What’s the Big Idea?

  • Voice of the Customer in Higher Education

    Voice of the Customer in Higher Education

    It makes intuitive sense that a prospective customer would trust the recommendations of those who have enthusiastically engaged with your organization/institution more than the marketing messages conveyed from those entities, themselves.

    On an analytical level, there are myriad statistics to support upticks in reputation and revenue when the voices of satisfied customers are being leveraged effectively on websites, social media, and other marketing channels.

    Identify Customers

    Identifying who customers are might seem simple in some industries. For example, the customer in healthcare is the patient, right? Actually, as Jeff Cornwall writes, “I spent almost a decade as an entrepreneur in the healthcare industry. I heard the same debate in that industry. Is the customer our patients? The employer who pays for the patient’s healthcare? The insurance and managed care companies that decide who gets what care and how much of it they get? It can get to be very confusing for even the most experienced entrepreneur.” Thus, identifying who customers are is actually a lot more complex than might be initially thought.

    Higher Education Customers

    So, who are the customers in higher education?

    Current students are clearly customers as they are paying to receive academic degrees. As this Forbes article recommends, “…higher education institutions must rethink the way they communicate, and provide the same level of top-notch customer service that parents and students expect from a host of other industries. Here, parents are also included as a customer type.

    What about graduates of the institution?  Two professors from Oregon State University definitely believe so when they write, “Relationship marketing has found favor with university administrators owing to the opportunity presented by proponents and adherents: loyal customers can provide significant revenue and profit for the firm over the long-term. These revenues and profits come from the adage that it is less costly to market to existing customers than to capture new customers.”

    Adding to students, parents, and alumni, Yan Dominic Searcy, Associate Dean of the School of Health and Human Services at Southern Connecticut State University, argues, “Because state universities — and some private universities — were established by state constitutions and are supported by tax dollars, the actual customers of higher education are the citizens of respective states.” If we accept this proposition, then higher education’s customers are…well, just about everyone!

    Students, parents, alumni, and community members are all customers of higher education. How can all of these customers’ voices help institutions (let alone even be heard)? Stamats can help you define a strategy to connect with and highlight your customers’ voices. Email us today to get started.

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    Reach out to us to talk about your strategy and goals.

    Email Us
  • Closing the Gap in Healthcare Research: Linking Inquiry, Insight, and Implementation

    Closing the Gap in Healthcare Research: Linking Inquiry, Insight, and Implementation

    To make sure that inquiry, insight, and implementation are linked, we suggest that you follow a short, eight item checklist that Stamats uses to help guide its clients through research in the healthcare market.

    1. Assemble Your Team

    First, assemble a project team that includes representatives from research (the people who will design and execute the study), marketing (the people who will implement the findings), and finance (the people who will pay for the study). Involving these three groups is a critical first step.

    2. Inquiry

    Second, identify the big question to be answered. In other words, you must, at the outset, fully understand the “what” or reason for the study. Perhaps you are wondering why the number of outpatients in gerontology is declining or why the new women’s center is having difficulty gaining traction.

    While this step may seem obvious, it is still surprising how many research studies launch without a clear sense of what they are trying to find out or how the marketing team will actually use the data.

    Clarity on the “what” will help you focus on those questions and issues that are truly essential. It will also help guide your decision about how much time and money to invest in the study. Big questions generally require bigger budgets. Finally, it allows you to think about the research methodology to be used and how you will analyze the data.

    3. Determine Participants

    Third, identify the “who.” In other words, who—current patients, prospective patients, healthcare providers, suppliers—has the answer to the big question you are asking? Understanding the “who” will give you an initial sense of the population size. It will also provide insight into how difficult it might be to reach this audience and guide your decisions about which is the most suitable research methodology.

    4. Using Results

    Fourth, think carefully about how the results of the study will be used. In other words, what actions are you willing to undertake if supported by the research. This is enormously useful as you think about the questions to be asked. For example, if you anticipate refining your communication strategy for reaching prospective clients, it is important to ask respondents about their media habits.

    5. Perform the Study

    Fifth, execute the study. At this stage, the goal is all about utilizing best practices to enhance confidence in the study and its findings.

    6. Insights

    Now it is time to analyze the data. At this point it is very important to match the level and type of analysis with the sophistication of not only the project team, but the healthcare marketing team. It does little good to analyze data beyond the level of understanding of those who will operationalize it. Hopefully, initial thoughts about analysis were discussed at the “what” and “who” stages of the project.

    7. Report Your Findings

    This next step is twofold.

    To begin, the research team should write the initial report/presentation. Their goal is to ensure that the research is analyzed, interpreted correctly, and organized around the big question to be answered.

    Next, present the research report to the project team so the entire team can have a role in turning the data into insights and insights into action. Again, keep the big question in mind. The team must resist the temptation to spend time on interesting findings at the expense of essential findings.

    8. Implementation

    The last step in the process is for the project team to develop an implementation schedule. This schedule identifies specific actions generated by the research, when they will be implemented, and by which member of the healthcare marketing team.

    Linking inquiry, insights, and implementation is not difficult as long as you follow this short checklist.

    If you have any questions about this blog, wish to further understand the best practices that support great healthcare research, or need help with a marketing plan for your most important audiences, please contact Nadine Brock, Research Director.

    Read Next: ‘New Normal’? Higher Expectations: 2021 Healthcare Digital Marketing Trends

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  • Empowered Enrollment: 6 Ways to Help First-Generation Students Now

    Empowered Enrollment: 6 Ways to Help First-Generation Students Now

    Enter COVID-19. For first-generation families, the pandemic has added another layer of complexity to an already complex process. Strained household budgets, upended schedules, travel restrictions, and safety concerns have left many families questioning whether higher education is worth it.

    For colleges and universities, the charge is clear (and urgent): First-generation students and their parents need support now more than ever before. Here are six ways your institution can provide durable enrollment resources for first-generation students:

    1. Gather the right information

    At the point of application, does your school ask prospective students if they’re the first in their families to attend college? If not, consider making it a standard inquiry. This information is critical in anticipating the needs of the student as well as understanding the broader demographics of each incoming freshman class.

    2. Then act on it

    Once you have the information, use it. With FERPA guidelines top of mind, welcome conversations not only students, but with their families. What questions do they have? Any concerns they might have? What factors might influence their decision-making?

    In addition, every staff member involved in the enrollment process should exercise a bit more patience. This may include explaining next steps in greater detail, and working around language barriers to keep families informed and empowered.

    3. Develop dedicated resources

    Additionally, first-generation families deserve resources customized to their specific needs. Depending on budget constraints, these might include:

    • An office dedicated to first-generation students (perhaps affiliated with the Department of Parent and Family Programs).
    • Bilingual staff members and/or volunteers who can work across departments (admissions, enrollment, financial aid, advising, etc.).
    • Printed marketing material in multiple languages to engage/inform students at every step of the recruitment and enrollment cycle.
    • Easy to find online resources that include financial aid information; tutoring and skills development programs; mentorship and peer support resources; FAQs; and a glossary of common terms, abbreviations, and acronyms.

    4. Connect in communities

    Meet first-generation students and families where they are. Host enrollment presentations at churches, community centers, and public schools. Furthermore, make sure to staff these events appropriately and reserve time for extensive Q&A sessions.

    5. Organize a mentorship program

    By the same token, engage current first-generation students and their parents to serve as mentors. This type support network is vital for families who have little experience navigating the complexities of enrollment, transitioning to life away from home, and accessing the full range of resources available.

    6. Continue support post-enrollment

    According to a study published by the U.S. Department of Education, one-third of first-generation college students drop out within three years. Stem that tide by developing new ways to support first-generation students at every stage of their college career. In view of this, here are three low-cost ideas to get you started:

    • Give first-generation students the opportunity to arrive early their freshman year. Even a slight head start allows families to explore campus more thoroughly, ask questions, and acquaint themselves with all the resources available.
    • Organize first-generation peer groups. Junior and senior-level students can guide freshman and sophomores through pivotal “attrition-risk” periods (e.g., first round of finals, declaring a major, securing additional financial aid, balancing work and school, etc.).
    • Collect as much information as possible on transfer students. Many first-generation students fall between the cracks when they transfer to a new institution Make sure you have a process in place to identify them and connect them to resources early.

    From strategy and planning to enrollment analysis, Stamats can help you design better services, build more effective processes, and convert prospects into enrolled students. Email us today for more information.

    Ready to Get Started?

    Reach out to us to talk about your strategy and goals.

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  • Focus Your Resources to Attract the Best Students

    Focus Your Resources to Attract the Best Students

    Part 5 of 12: What I Wish I Knew as a New Marketer

    There has never been a greater need to focus. Multiple audiences clamoring for attention, decreased budgets, shorter turnaround time, and myriad messages across countless platforms. All these dynamics spell chaos.

    As a result, the only sane way forward is to focus.

    Of course, focusing is tough. It requires prioritization. Some people and programs will not get the attention they think they need. Politics will rear its ugly head. People will say that it’s not fair. And they are right. It isn’t. But it is strategic.

    Rather than spreading critical resources even wider, focus your resources so you can break through the clutter and attract the students you need.

    For recruiting and marketing, focus occurs in four areas:

    Students

    First, focus on the kinds of students you serve well. Look at who actually graduates from your institution rather than just enrollment data. This will provide a much better sense of who you serve well. Once you have begun to identify one or more student cohorts, look at their predispositions, interests, and abilities. What motivates them? Which colleges did they consider besides yours? What are their post-college expectations? Identify their media habits and the college-choice variables of greatest interest to them. Understand who influenced them.

    With these data in hand, create detailed personas for each cohort. You do this for two reasons. First, breaking your larger heterogenous student pool into smaller homogenous subsets allows for much more customization. Second, it gives you a better sense of the personality of each subset. This means they look less like data and more like people.

    Programs and Services

    Second, focus on the programs and services you offer that best meet the needs of these students. These are the programs of keen interest to students and must be of unparalleled quality. Equally important, this quality must be known in the marketplace (see below). Remember, it is not about all the programs and services you want to sell. Instead, it is about the products and services these students want to buy.

    Read Part 4: First Among Equals: The Importance of Audience Centrality

    Target Geography

    Third, focus on the target geography with large numbers of these students. Though you may be nationally known, the reality is that the majority of your students come from three or four (or even fewer) states and not all 50. You need to own these areas. Identify feeder high schools, community colleges, or four-year colleges. Identify and secret shop active competitors in this area. Understand how you are perceived (and misperceived) by students and influencers in this area. Identify the demographic and employment trends in this area. Look for opportunities to co-brand.

    Marketing and Strategy

    Finally, focus your marketing and strategy. Build your brand and recruiting messages around the specific programs you have identified, in the minds of the students you have identified, and in the target geographies you have identified. And whatever you do, don’t get distracted by other messages to other people in other places. Remember the key word? Focus.

    The only way forward with limited budget, time, and talent resources, is to focus on those audiences, programs, and target geographies that truly matter most.

    Read Next: The Language of Value

  • ‘New Normal’? Higher Expectations: 2021 Healthcare Digital Marketing Trends

    ‘New Normal’? Higher Expectations: 2021 Healthcare Digital Marketing Trends

    There are many reasons for this tactical change. Most notably, all consumers and professionals have had to reimage our approaches to digital, from both a consumer and a delivery perspective. And patient audiences are receptive to new ways of engaging with your brand.

    Right now, the healthcare industry has a unique opportunity to ride the waves of public good faith. According to The Harris Poll, 54% of Americans view the healthcare industry more positively after COVID-19, and 71% believe healthcare had a good response to the pandemic. That’s good news, and with good news comes great responsibility. 

    What once was labeled the “new normal” is now the expectation. Providers and marketers are charged to deliver results – and delight patients – at this raised benchmark. 2020 required fast-acting change to telemedicine. Excuses of adaptation or uncertainty on how to handle billing will no longer be accepted by patients. Healthcare marketers and organizations are striding with greater confidence into once off-limits territories.

    In that spirit, here are three trends we anticipate in healthcare based on 2020 through January 2021 insights from our clients and other industry experts.

    Return to “Following the Science”

    It was a remarkable feat to bring a new, safe vax to market in 10 months. Many people got their first chance to witness the scientific process in 2020, opening their eyes to a world of expertise and thought leadership they might not have known existed in hospitals and research labs.

    In 2021, there is a renewed national interest in following the science, which in marketing terms translates to “following the data.” Not necessarily historical numbers, but current trends. Agencies and healthcare marketers must be prepared to pivot based on real-time data from A/B testing, heatmaps, and user feedback.

    And we must be comfortable seeking proactive insights, too, using approaches such as social listening and continual monitoring to glean everyday insights into what users are experiencing, needing, and wanting from us.

    As such, our clients have expressed increasing interest in digital campaigns focused on current topics with an evergreen long-tail presence. Some of the hottest topics for February through April are expected to include:

    • Diversity, equity, inclusion: Health and social inequities are finally receiving the tip of the attention these issues deserve. Organizations are peeling back layers of outdated protocols and working toward improved processes and education – and consumer messaging that effectively conveys their resolve.
    • Preventive care: Particularly related to vaccination, ongoing prevention protocols, and programs to combat comorbidities such as obesity, high blood pressure, and diabetes.
    • Thought leadership: The Harris Poll results show that Americans view their own healthcare provider as their second most important source of healthcare advice, following the Centers for Disease Control and Prevention. Patients are listening, and they are hungry for your words of wisdom.

    These substantial shifts will lead to less mechanical and more subjective, personalized shifts in marketing budget allocations – with much more going toward digital advertising.

    Increased Ad Spend

    According to eMarketer, ad expenditure has increased steadily from $5.94B in 2017 to $9.53B in 2020. And in 2021, ad spend is expected to increase almost another $2B.  

    Why? In 2020, marketers were forced to pivot away from traditional tactics. We were forced to meet users where they are – not on the channels we’ve always used. We had to lead with strategy.

    Rather than generic, scheduled emails to a large group, which a lot of organizations unfortunately did, savvy marketers invested in relevant, personalized, interactive digital ads and emails that could be laser-focused on specific groups with expressed needs based on self-reported online information and geographical user behavior trends.

    Over the past year, we helped our clients launch strategies like these to build on as their data amasses in 2021:

    • Non-native English speakers could be funneled to translated condition or action pages in their language.
    • Targeted content could be delivered through native ads to expecting parents, patients in certain age or industry sectors, and other demographics.
    • Highly optimized service line landing pages with brand retargeting.
    • :15 and :30 second ads to target audiences on Connected TV.
    • Promotion of health information classes and virtual events on healthy living to website visitors through retargeting.

    With much to learn about user behavior expectations this spring through summer, we wouldn’t be surprised if 2021 spending redirected in the fall to more wellness and proactive procedures. However, we fully expect that tightening of the coin purse to be due to increased efficiency and improved strategy, freeing up those dollars for additional marketing or branding endeavors.

    And that same philosophy – tied with delivering better user experiences – brings us to our third trend.

    Hybrid Everything

    Capitalizing on the more efficient/more effective wave will continue in 2021 in the form of telehealth and hybrid conferences. This shift, from digital care being a future ideal to becoming the only feasible way to keep seeing patients is one of the most impressive healthcare feats we’ve seen in our collective careers.

    Previous concerns about telehealth such as insurance, technology, access, and aging patient adaption were forced to be quickly resolved during COVID-19. Patients young and old, pre- and post-op, prenatal and postpartum, embraced telehealth and are adamant that they would be grateful for its continued implementation.

    Providers generally agree – they love being able to see more patients with less scheduling woes, and they, too, probably enjoy saving an hour or more in daily commuting. Plus, telehealth offers the opportunity for geographically dispersed families and specialists from around the world to come together and collaborate in patient care.

    Similarly, once only in-person events have shifted to hybrid conferences, saving time and money in travel expenses and overhead that could be otherwise allocated. While we expect and look forward to the return of in-person events later this year or next, we anticipate that hybrid will be here to say.

    This transformation gave birth to opportunities to look at other change management ideas that are blocked by internal resistance. There is a strong sense of urgency to build on this momentum and embrace this culture of change. We can’t allow ourselves to revert back – for the future of innovation and most importantly for our patients’ best interests.

    Our clients are exploring strategies to improve user experiences across hybrid and telehealth channels: higher platform security; video plus non-video options; database management tools; HIPAA compliant nurture streams; and chatbot utility and strategies, just to name a few.

    As we progress together into 2021, we can look back from a marketing perspective with admiration for the grit, integrity, and passion embodied by our fellow healthcare marketers and the providers we all represent. Let’s carry that torch into 2021 and beyond by continually listening to our audiences and constantly innovating to deliver the right information to the right person at the right time.

    If your online content needs a revamp to better support your digital strategies, we’d love to share success stories, such as the 555% increase in new users for a children’s hospital after crafting new audience-focused content.

    Contact Stamats at [email protected].

    Read Next: How to Find Good Stories in Healthcare

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  • First Among Equals: The Importance of Audience Centrality

    First Among Equals: The Importance of Audience Centrality

    Part 4 of 12: What I Wish I Knew as a New Marketer

    Historically, most colleges were institutional centric, considering everything, first and foremost, from their point of view. They decided what to teach, when to teach, and how much to charge.

    As a result, their messaging was all about:

    • Who they were
    • What they wanted you (the audience) to know about them
    • What they believed
    • What they wanted you to do

    Though I said “historically,” the reality is that far too many colleges and universities remain institutional centric. They view the marketplace as something that should respond to their overtures.

    Audience Centric

    Smart colleges, and smart college marketers, however, are audience centric. Their focus is less on what they want, and more on what their audiences need. As part of this orientation, they are keenly interested in audience:

    • Motivations
    • Expectations
    • Fears and concerns
    • Media and channel preferences

    I have two examples that help illustrate the difference between institutional centric and audience centric.

    Marketing Definitions

    First, consider two definitions of marketing.

    In 1960, marketing was defined as “The performance of business activities that direct the flow of goods and services from producer to consumer or user.” The main concern was selling their stuff.

    Most colleges are actually pretty comfortable with this definition.

    Forty years later, marketing is defined as “A function and a set of processes for creating, communicating, and delivering value to customers.”

    Read Part 3: Six Critical Alignments to Increase the Effectiveness of Your Strategy

    Academic Quality

    Note the “delivering value” part? This is critical. Audience-centric organizations focus on delivering value. And who decides value? The customer.

    Here’s one more illustration. Historically (there’s that word again), colleges defined academic quality as:

    • Quality of faculty
    • Quality of the curriculum
    • Quality of facilities
    • Academic ability of students

    A New Definition

    In a recent Stamats study we asked adult students to list the characteristics of academic quality. Here is what they came up with:

    • Flexibility/scheduling – “On my schedule, not just when you want to teach”
    • Convenience – “In-and-out parking; one-stop shop”
    • Credit for life experience – “Acknowledge what I have already learned through my professional experience”
    • Accelerated completion – “Time is money”
    • Valid learning experience – “I’m not here for the social life”
    • Course availability – “The course needs to be there when I can be there”
    • Outcomes – “I want a job after graduation”

    Recognize the difference between these two definitions? Now, you can see the problem that occurs when you force an institutional-centric definition of academic quality or student life on students who insist on a voice, and a role, in their educational experience.

    Helping clients understand—and then act on—the difference between institutional and audience centrality has been one of the most rewarding experiences of my career.

    If you’re interested in learning about the specific needs and expectations of your audiences, please contact me at [email protected].

    Read Part 5: Focus Your Resources to Attract the Best Students

  • Six Critical Alignments to Increase the Effectiveness of Your Strategy

    Six Critical Alignments to Increase the Effectiveness of Your Strategy

    Part 3 of 12: What I wish I knew as a new marketer

    In the last article, I focused on integration. This week I’ll examine how you can improve your strategy by understanding the need for alignment in six key areas:

    1. Your vision
    2. Institutional needs
    3. Marketplace needs
    4. Campus culture
    5. Existing and anticipated resource base (time, talent, and dollars)
    6. Other existing, operational plans

    Read Part 2: The Critical Importance of Integration

    Your Vision

    First, is vision. At its most basic, the purpose of strategy is to achieve your institutional vision. When strategy is not aligned, or pinned to vision, the result is an inability to focus, poor stewardship of resources, and no means by which to measure results. Rather than order, you will have chaos.

    Institutional Needs

    Your strategy must align with prioritized institutional needs. The key is “needs” and not “wants.” Needs must always precede wants. You may want more STEM students, but you need to update your science and engineering facilities before that can occur. Research into why students elect not to enroll or why donors give once but not again can be helpful in identifying your institutional needs.

    Marketplace Needs

    Don’t forget marketplace needs. In particular, this means prospective students (and their influencers), donors, and employers. Understanding their needs will help assure the flow of resources to the institution. Strategy that does not align with the marketplace is likely to lead to further isolation, loss of support, and marginalization. Research into student and employer needs and competitor offerings can help make sure that your strategy is aligned with the marketplace.

    Campus Culture

    Your strategy must align with your campus culture. Your culture is both stated (vision and core values) and unstated (this is the way we do things around here). Strategy that aligns with campus culture will benefit from tremendous synergy.

    Existing and Anticipated Resource Base

    Fifth, your strategy must align with your existing resource base. Strategy that is not aligned with available resources will struggle at the implementation stage because dollars will be scarce, and contested. The result will be disillusionment.

    Existing, Operational Plans

    Finally, your strategy must align with existing operational plans. Strategy that does not dovetail with existing operational plans demonstrates a lack of internal coordination and likely will not achieve the needed momentum to be successful.

    As you develop your strategy, factor in the alignments outlined above. The result will be strategy that is much more likely to move your institution forward.

    Interested in a discussion on how research can be used to identify critical institutional and marketplace needs? Please contact Becky Morehouse.

    Read Part 4: First Among Equals: The Importance of Audience Centrality