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Chancellor's Charge to the IMC Team

To:             Integrated Marketing Team Members

Susan Neitzel – Co-Captain

Birgit Leisen-Pollack – Co-Captain

Tom Sonnleitner, Vice Chancellor, Administrative Services

Linda Bartelt, Director, Center for Community Partnerships

Natalie Johnson, Interim Director, University Relations

James Tsao, Chairperson, Journalism

Tim Danielson, Assistant Director-Media/Public Relations, Admissions

Chris Haywood, Coordinator, Student Activities

Mary Simon, Program Assistant

William Raaths, UW Oshkosh Foundation Board

Student intern(s)


From:         Richard H. Wells


Re:             Team Charge, Goals, Roles and Responsibilities

Date:          February 17, 2006

It is my pleasure to provide confirmation of your assignment to the Integrated Marketing Team.  It is important to note that this is not a committee or task force.  Rather, it is a group of people selected because of their expertise and commitment to work together toward common goals as they hold themselves mutually accountable.  All team members will be expected to serve for a minimum of two years. Given that several members of the team have job descriptions directly related to the team’s goals, they would remain on the team as long as they work at UWO.  Student intern(s) will be assigned to the team.

Rationale for an Integrated Marketing Team / Plan

There are at least six good reasons why UW Oshkosh needs an Integrated Marketing Team and Plan:


  1. Feedback from faculty, staff, students, alumni, donors and other external constituents who have reviewed our strategic/operational plans strongly suggests we need to continue to improve a) how we are perceived, appreciated and valued by our external constituents; b) our relationships with key resource providers e.g. elected officials, voters, donors, alumni, etc.; and c) our ability to continue to attract and retain the desired size and mix of future student bodies.

  2. While our current marketing activities have improved, they remain, in large part, inconsistent, uneven and highly decentralized without much coordination.

  3. Competition for key resources, such as faculty, students, staff, state/federal funding and donors, will continue to increase dramatically.

  4. One of our most important responsibilities as a “public good” is to ensure that the public recognizes the nature of its university’s many services—be they degree programs, research expertise or community and business development programs/resources— and to make these services accessible to the public. Integrated marketing plans and programs may help ensure public awareness, understanding, accessibility and appreciation.

  5. A marketing plan that is well designed, executed and strategically integrated with all of our operational planning and action initiatives will help to make the University more competitive, accessible and visible to the public.

  6. A well-designed integrated marketing plan will improve the marketing component of the current draft of the Advancement and Relationship Development Plan.


The Charge for the Team

The team is charged with designing an Integrated Marketing Plan that will:

  1. Help ensure the achievement of the desired size and mix of the student body as outlined in the Enrollment Management and Student Support Plan and guided by the Academic Program and Student Outcome Assessments Plan.

  2. Support and help position the University for its first successful, comprehensive capital campaign as described in the evolving Capital Campaign Case Statement/Plan.

  3. Help focus and improve the University’s image/brand in an honest and ethical way.

  4. Enhance public awareness, appreciation and accessibility.


Team Goals

In accomplishing the team charge, it is very important to pursue the following goals:

  • Maximize campus ownership of the planning process and the resulting plan;

  • Involve internal and external University constituents in the on-going key operational planning and refinement process;

  • Use internal and external research findings and insights to analyze existing data and documents, especially those related to the University’s strategic and operational plans;

  • Design and merge a plan with Advancement and Relationship Development Plan

  • Execute, assess and refine the plan.

Integrated Marketing: Definition and Conceptual Framework

We will use the concept of integrated marketing developed by Robert A. Sevier, who has published several books on the topic.  All team members will receive a copy of his book An Integrated Marketing Workbook for Colleges and Universities:  A Step-by-Step Planning Guide (2003). In the following extract, Sevier defines and describes integrated marketing and then contrasts it with integrated marketing communications. He first defines integrated marketing as:  

A listening-first, database-dependent approach to marketing that includes a willingness to segment and coordinate such strategic assets as product (customer), price (cost), and place (convenience), and to develop effective promotion (communication) strategies for key target audiences.

We need to deconstruct this definition a bit.  First, it is listening-first.  This means conducting the necessary market research beforehand.  Second, it uses database-driven segmentation tools to create customized offers involving your product, price and place for smaller segments of your larger target audiences.  And finally, it is all about promoting those offers so people are aware of them.

As you can see, integrated marketing, because it deals with product, price and place issues, is largely strategic.  Done well, it closely parallels strategic planning.

Integrated marketing communications, on the other hand, is wholly tactical.  Its focus is on getting the message out.  It is all about creating awareness and generating response.  As such, it can be defined as:

A comprehensive, coordinated, institution-wide effort to communicate mission-critical values and messages in ways that target audiences notice, understand and respond to.  Integrated marketing communications stresses data-driven segmentation, message integration and evaluation.  (Sevier 13)

Sevier then makes a very important distinction between promotion and communication.

As you might suspect, promotion is generally downward and seldom segmented.  It primarily involves telling your audience what you want them to know.  Communication, on the other hand, begins with listening (research) and focuses on developing messages that audiences will notice and respond to.  These messages are often highly customized for your important audience segments.


  • Integrated marketing is about the 4 Ps and 4 Cs.

  • Promotion, the 4th P, is typically top down, and has more to do with what an institution wants to say than what an audience wants to hear.

  • Integrated marketing communications is about two-way communication. It is the 4th C.  (Sevier 14)

Please excuse the use of such long extracts, but I want to be very clear. I am asking you to develop a strategic and integrated marketing plan distinguished by two-way communication wherein the communication and promotion plans/actions are tactics designed to address the strategic issues/challenges of the integrated marketing plan.

The Big Question:  How will we support and evaluate overall success?

To evaluate the overall success of the campus-wide effort to design and execute the strategic integrated marketing plan, I believe we need to analyze improvements in 1) the public’s awareness, accessibility and appreciation of the University, 2) the University’s financial condition, as spelled out by Sevier, and 3) the micro-level indicators of quality criteria for marketing goals. 


1.      Public awareness, accessibility and appreciation of the University


I believe the first macro indicator of overall success resides in the answer to this question:  Have the public’s awareness, accessibility and appreciation of the University improved since we began integrated marketing?

It is possible to improve the financial condition of the University without improving the awareness, accessibility and appreciation among all sectors of the public. Put simply, to aim only at improving our financial condition ignores our public mission.  Therefore, we can only claim overall success if the financial condition and the public’s awareness, accessibility and appreciation of the University improve after implementation of integrated marketing.

2.    Financial condition of the University:


Sevier asks this question: Has the financial condition of the college or university improved since we began integrated marking?

Some people will find this question overly simplistic.  But think about it.  Most marketing goals have as their logical end the improvement of the college or university’s financial condition.  You recruit more students because of the revenue they bring.  You attract excellent faculty because they will attract better students and more grant money.  Stronger images attract more students and donors.  Satisfied students stay longer.  Happy alumni contribute more.  Tightening bonds with a local community will help preserve the flow of resources.

Is this oversimplified?  Sure, but the point is an important one.  One way to measure the overall effectiveness of your marketing plan is to see whether the institution is better off after the plan than before.  (Sevier 175)


3.  The micro-level indicator of quality criteria for marketing goals:


Indicators of quality are addressed by this question:   Has the quality of specific marketing goals significantly improved since we began integrated marketing?

It is important to note here that the micro-level marketing goals be stated so that they are

1.  easy to measure so as to hold us accountable for progress,

2.  not confused with action plans,

3.  strongly aligned with the strategic plan,

4.  the responsibility of the whole University,

5.  exciting and strategic,

6.  grounded in baseline data and,

7.  applicable both internally and externally.

Sevier gives a good example of a set of marketing goals from a private university that are stated in accordance with the above characteristics:

  • We will raise undergraduate enrollment by 20 percent, from 3,800 to 4,560, over the next six years.

  • We will increase freshman-to-sophomore retention from 63 percent to 75 percent over five years.

  • We will establish a campus culture that stresses the following qualities:

    • Outstanding academic quality                                                       

    • Programs and instruction that lead to jobs and graduate school

    • A friendly, safe, fun, and nurturing campus that stresses participation and individual responsibility and accountability

    • The economic, cultural and social impact our institution has made and will continue to make in the region.

  • We will establish a strong institutional image within a 150-mile radius of the college. This image will stress the qualities outlined in the third goal.

  • We will develop a comprehensive customer-service program that embraces prospective and current students, faculty, staff, administrators, and visitors to the campus.

  • We will increase annual fund participation from 39 percent to 50 percent over three years, and we will increase the average contribution from $22 to $45. (Sevier 152)

In sum, a necessary but not sufficient condition for the overall or “macro” success of an integrated marketing plan is the achievement of clear, strategic, challenging and exciting “micro” marketing goals.

The Promise to Support the Team

I am asking team members to take on very challenging tasks and to provide leadership in the development and execution of a strategic and integrated marketing plan.  However, assistance exists in the following forms:

  1. Existing well-developed and ever-improving university strategic and operational plans, processes, actions and successes;

  2. The involvement and support of the university community and its internal and external leaders;

  3. The use of an excellent conceptual and practical step-by-step planning guide developed by Robert Sevier.  (We will invite him to campus in the near future.)

  4. Support for team members and others for professional development programs in the area of strategic integrated marketing for universities;

  5. Valuable information obtained through a campus-wide audit of current marketing expenditures of all university units such as the Office of the Chancellor, academic departments, intercollegiate athletics and Reeve Memorial Union.  Expenditures for marketing costs to be audited include:  interactive media (web, e-mail, CD ROM), advertising (magazines, newspapers, TV/cable), publications (flyers, catalogs, alumni magazine), constituent relations (donors, alumni, high school, community), direct response (telephone, postal mail, e-mail), sponsorships, promotions, publicity and collaborations, facilities and environmental (buildings and grounds, signage and perimeter marketing) and internal relations/ communication.

  6. A five-year budget developed after the completion of a campus-wide audit of current marketing expenditures.  Future campus-wide marketing budgets and expenditures will be aligned with the strategies and tactics that characterize the integrated marketing plan.  We will do our best to increase the current annual campus-wide marketing expenditure by about $75,000 as well as reallocate some of the decentralized funding in order to create a five-year funding grant to support the plan’s implementation. The budget reallocations will be guided by reallocation principles and an integrated marketing plan embraced by the university community.  We anticipate the plan will require the ability to “front load” a larger amount of funding during the first couple of years.


Timetable for the Development of a Strategic Integrated Marketing Plan

 The following timeline will be used for the integrated marketing plan:



Select and charge the team

February 17, 2006

Lay the foundation:  draft preliminary plan outline

April 3, 2006

Revise preliminary plan

May 15, 2006

Merge the preliminary plan with Advancement and Relationship Development Plan

June 12, 2006

Complete the campus-wide audit of marketing expenditures

June 26, 2006

Develop preliminary five-year budget for integrated marketing plan

July 17, 2006

Refine and build the integrated marketing plan and related budget

August 11, 2006

Present plan to campus and revise accordingly

September, 2006

Begin implementation of plan

October, 2006

Evaluate marketing action initiatives

Ongoing and through University Annual Reports

Revise and enhance action plans for Year 2

July, 2007


This task is of immense importance to the future well being of our University.  I know that the responsibilities of each member of the team will be carried out effectively, conscientiously and in accordance with the highest standards of professionalism and integrity.  Therefore, on behalf of the entire campus community, I want to express my sincere thanks and appreciation.



Sevier, Dr. Robert A.  An Integrated Marketing Workbook for Colleges and Universities:  A Step-by-Step Planning Guide.  (Strategy Publishing, 2003)

Cc:    Chancellor’s Administrative Staff

         Jim Simmons, President Faculty Senate

         Jane Wypiszynski, President Senate of Academic Staff

         Jeff Herzig, President Oshkosh Student Association

         Jill Reichenberger, Chair Classified Staff Advisory Council

         Walter Scott, Chair UW Oshkosh Foundation Board of Directors

by Ceman, Jamie S last modified Jul 29, 2011 04:39 PM