Document Sample

Strategies are presented in the following areas:

A.     Planning

B.     Institutional positioning

C.     Institutional identity

D.     Visibility

E.     Campus communications

F.     Enrollment management

G.     Alumni and parent relations

H.     Development

                                           St. Ambrose Communications and Marketing Plan   Page 10
A.        PLANNING

Marketing objectives

l         To strengthen marketing collaboration throughout the University.

l         To prioritize marketing recommendations of consulting partners.

l         To implement marketing recommendations.

l         To design processes for continued marketing planning.

Strategy I: Clarify the planning process for institutional marketing.

Description andpurpose: Over the past 10 years, the Marketing Committee has helped to
bring institution-wide consistency to the University’s marketing efforts. It is involved with
developing a vision; formulating a comprehensive and integrated marketing plan; and
establishing policies for the allocation of resources for publications and advertising.

Conversations with faculty and staff suggest that the committee has not yet fulfilled its
promise. The committee’s work has a very low profile within the University community.
Faculty and staff voiced skepticism over its effectiveness, suggesting that it has done little to
redress the “silo” approach to marketing the University. There are concerns that the
committee is not sufficiently representative; that it lacks authority to significantly alter the
direction of marketing activities; and that it lacks appropriate leadership. It is time to
review the planning process for institutional marketing, addressing issues of leadership,
representation, and the relation of marketing planning to institutional strategic planning.


l         Appoint an appropriate senior officer to lead the Marketing Committee. The officer
          chosen should bring an institution-wide perspective to the committee’s work.

l         Broaden membership of the Marketing Committee to include representation from
          senior development staff, the Director of Alumni and Parent Relations, the Sports
          Information Director, Dean of Students, and VP for Institutional Research.

l         Clarify the Committee’s relationship to the Strategic Planning Committee and the
          Enrollment Management Committee.

l         Bring functionally “independent” marketing and advertising activities under

                                           St. Ambrose Communications and Marketing Plan   Page 11
       committee jurisdiction, including activities on behalf of the ACCEL and MBA
       programs, as well as athletics.

l      Involve a larger spectrum of the campus community in the work of the committee.
       Each “silo” should have a standing committee to advise its representative to the
       committee and to whom the representative reports on the work of the committee.
       This structure will broaden the support base for integrated marketing efforts,
       strengthen the Committee’s work by drawing on the expertise of interested faculty
       and staff, and help achieve buy-in.

Timeframe: Yd quarter, 1999 and beyond

Persons responsible: President, * officers, chairs of appropriate committees

* When there is more than one person responsible, the person with primary responsibility
is underlined.

Strategy 2: Reformulate the responsibilities of the Marketing Committee.

-Description andpulpose: Rather than addressing broad strategic issues, the committee often
functions as a forum for the promotion of departmental and program agendas, as deans and
directors advocate on behalf of their individual programs. A clear agenda of institution-
wide needs - needs that transcend the perceived needs of individual programs - should be
agreed upon, including:

0      Affirming and implementing the new positioning

l      Implementing and updating the marketing plan

l      Identifying and prioritizing institution-wide publications needs: both new
       publications and existing publications that need to be upgraded

0      Allocating limited advertising resources to maximize University enrollments,
       revenues, participation in activities, engagement of constituents, etc.

0      Identifying ongoing market research needs to inform strategic planning

0      Identifying Web-based communications strategies

0      Instituting evaluation methodologies to assess marketing effectiveness

                                          St. Ambrose Communications and Marketing Plan   Page 12
0         Identifying opportunities for coordination and “crossover” marketing

Timeframe: ~2”~ quarter, 1999

Persons responsible: President, chair and members of the Marketing Committee

Strategy 3: Develop an institution-wide awareness of and commitment to marketing

Description andpurpose: At present, faculty and staff express considerable skepticism over
the effectiveness of the University’s marketing efforts. The work of the Marketing
Committee is virtually unknown to the University community. To break down the “silo”
approach to marketing and maximize the University’s resources, the Marketing Committee
should become a highly visible forum for advancing institution-wide awareness of
marketing/advertising activities, taking steps to engage the entire University community in
marketing St. Ambrose.


0         Circulate the minutes of the Marketing Committee to department heads and key
          administrative staff. Post minutes on the University Web site and/or circulate to a
          listserv of selected faculty and administrators.

l         Require each unit represented on the Marketing Committee to prepare
          departmental calendars of publications and marketing activities.

0         Establish an institution-wide calendar of marketing activities by constituency group.

l         Continuously review calendars to identify communications gaps as well as
          opportunities for collaboration and coordination, to achieve efficiencies and
          maximize cultivation of constituents.

Timeframe fey initiation: 3rd quarter, 1999

Persons responsible: Marketing Committee

Strategy 4: More fully engage the Board of Directors on issues relating to institutional
positioning, marketing, and community relations.

                                            St. Ambrose Communications and Marketing Plan   Page 13
Description andpurpose: A recent LHI survey of nearly 150 colleges and universities
nationwide revealed that institutions report the most significant increasees in all measurable
areas of university advancement - annual fund giving, applicant pool, enrollment yield -
when their integrated marketing programs have the support of an alumni or trestee
committee. St. Ambrose should explore strategies to involve the Board of Directors more
actively in institutional marketing. Options include: appointing a new committee to direct
and monitor institutional marketing; expanding the brief of the Committee on
Development and University Relations to include marketing; or expanding the brief of the
Academic Committee. However the committee is constituted, it should report regularly on
the status of marketing planning and implementation. The committee would be staffed by
the chair of the Marketing Committee, who would keep the Board abreast of ongoing
marketing initiatives.

Timeframe: 2”d quarter, 1999

Persons responsible: Board of Directors

                                          St. Ambrose Communications and Marketing Pkan   Page 14

Marketing objectives                                   .
0      To develop a positioning statement that reflects St. Ambrose University’s


       coherence to the University’s image among its various constituencies and

a      To establish standards for the use of the elements that make up the University’s

Strategy 1: Adopt a new institution-wide positioning statement that speaks to all
constituent groups and best represents the University’s institutional vision and

Description andpurpose: Creating a positioning for an institution focuses its programs and
marketing efforts on a defining idea. A positioning statement should reflect the institution’s
capabilities and vision, competitive frame, and marketplace perceptions. It establishes the
“unique selling proposition” that serves as a platform on which a distinctive personality can
be built and reinforced in the minds of target audiences. Once positioning is established,
related marketing messages for specific programs can be developed for target audiences.

A review of current St. Ambrose materials reveals a variety of marketing messages that are
not linked to a unified positioning, although the dominant message appears to be
preparation for life/careers:

“A Heritage of Values. An Education for Life.” (Image ad)

“Graduate Education that Works” (Graduate programs ad)

“Faith: Justice: Learning: A Great Catholic University” (Image ad)

“Realize your potential” (MSW ad)

“Advance your career”( MBA)

“The Time is Yours” (ACCEL ad)

                                          St. Ambrose Communications and Marketing Plan   Page 15
“Materials for Life; Blueprint for Success” (Undergraduate viewbook)

“A ‘small’ school, with big-time opportunities” (Admissions home page)

PositioninP research

To establish a positioning for St. Ambrose, Lipman Hearne conducted extensive qualitative
research with the University’s key constituent groups. Based on this research, we identified
five possible positioning strategies, which we tested with prospective students,
undergraduates, graduate students, ACCEL students, and alumni. (See “Report on
Positioning Research.“)

This research identified two primary positioning directions:

l      The “whole St. Ambrose experience,” with an emphasis on educating the mind and
       spirit and developing the strengths and values of each individual.

l      Close personal attention, with an emphasis on friendly students, supportive faculty,
       and small classes.

It should be noted that the positioning direction that had the least appeal was career

Recommended positioning

St. Ambrose University is a community focused on educating the
mind, cultivating the spirit, and developing the potential of
everyone we serve.

PositioninP attributes

“St. Ambrose University is a community . . .”

l      Emphasizes friendliness, interconnectedness
l      Highlights comprehensive, lively experience
0      Provides platform to promote accessible faculty, helpful staff, lifelong friendships
0      Permits use of “welcoming, inclusive” language and imagery
l      Links to capital improvement priorities

                                          St. Ambrose Communications and Marketing Plan   Page 16
     focused on educating the mind. . .”

       Focused: implies planning, purpose, determination
       Educating: emphasizes primary mission, provides platform to promote key
       attributes (small classes, quality programs, etc.)
       Mind: implies intellectual and academic challenge, rigor of program

     cultivating the spirit. . .”

       Cultivating: helps nourish the inherent spiritual quality/dimension
       Spirit: suggests religious and ethical foundation, aesthetic and social consciousness
       Links to fundamental Catholic character, long tradition of liberal arts education
       Provides platform to emphasize the “whole person” - core curriculum, theology
       requirement, extracurricular activities

     developing the potential. . .”

       Provides platform to promote “outcomes” of University: graduate accomplishments,
       definitions of success, broad impact
       Ties to “value-added” importance of whole experience
       Supports emphasis on continuing role of University in constituent life cycle

     of everyone we serve.”

       Everyone: reaches out to all constituents (students, faculty/staff, alumni, community
       members, business partners, etc.)
       We: personalizes the University, reinforces “community” definition
       Serve: highlights essence of the University, creates a sense of higher good, establishes
       basis for “values exchange”

Timeframe : 2nd quarter, 1999

Persons responsible: President, Marketing Committee, Board of Directors

Strategy 2: Introduce new positioning to internal constituents.

Description andpurpose: Implementing the positioning is the responsibility of everyone
attached to the University, from the switchboard operator to the President. The new
positioning should be presented to key constituent groups and should inform all
relationships between St. Ambrose representatives and the University’s constituents, to
ensure that constituents’ experiences are of the highest quality. If any part of the University
fails to live up to the promise embedded in the positioning, the consequences can be

                                          St. Ambrose Communications and Marketing Plan   Page 17
significant. If a student has a negative experience with a department or program, for
example, it can undermine his/her desire to continue at the University, become a loyal
alumnus, or contribute to the annual fund.


l         Introduce new positioning to Board of Directors.

l         Introduce positioning to faculty and staff during the President’s Assembly or
          separate presentations to the Faculty Senate and Staff Assembly.

Timeframe: 2”d quarter, 1999

Persons responsible: President, Vice President for Universitv Relations, Marketing
Committee, communications consultant

Strategy 3: Include a feature article about positioning in Scene magazine and the
President’s Newsletter.

Description andpurpose: Once the Board has approved the new positioning and
implementation of the communications and marketing plan is underway, St. Ambrose
should prepare an article for both Scene and the President’s Newsletter to inform constituents
about the new positioning and the ambitious agenda of marketing strategies that flows from
it. Such an article will affirm the University’s vision for the future and demonstrate the
steps it is taking to make that vision a reality. The article should be flexible in design, so
that it can be used as an insert or a free-standing publication. (See attached sample for Ball
State University.)

Timeframe: jrd or 4’h quarter, 1999

Persons responsible: President, Vice President for University Relations, Director of
Communications and Marketing

Strategy 4: Develop an integrated set of marketing messages that reflect the
positioning for each constituent group: prospective students (traditional-age
undergraduates, ACCEL students, graduate students), alumni, friends, donors, etc.

Description andpurpose: To ensure that the entire communications stream is aligned with
the new positioning, staff responsible for constituent communications should revisit their
marketing messages for possible revision and expansion.

                                           St. Ambrose Communications and Marketing Plan   Page 18

l         Convene a positioning committee within each unit to develop the messages for the
          constituents they serve.

l         Present messages to members of the Marketing Committee for review.

l         Incorporate messages in all forms of communications.

Timeframe: Znd quarter, 1999

Persons responsible: Marketing Committee

Strategy 5: Revise Web site to reflect institutional positioning.

Description andpurpose: At present, the University Web site lacks clear and consistent
positioning messages. The home page consists exclusively of links; the sole image is a
solitary student on the steps of Ambrose hall. There is no basic information about the
University (“What,” “Where”), let alone positioning messages. The location of the
University is given only in the copyright information at the bottom of the page, out of
sight for many. The logo does not appear on the University home page, although it does
appear on most of the navigation bars of other pages.

One has to go to the “Prospective Students” home page - which also lacks any positioning
messages - to find a link to an “Overview of SAU,” which provides a traditional
description of the University. The Admissions home page uses the crucial masthead space
to make a generic statement about college choice (“we know there are a lot of colleges and
universities out there to choose from. . .“), rather than to convey a memorable statement
about the University. The “Financial Aid” home page launches straight into the
technicalities of “need,” rather than speaking to value, the University’s commitment to
assist students and parents with meeting college costs, etc.


l         Incorporate prominent positioning messages throughout the site.

l         Reinforce messages with photographic images that relate to positioning:
          community, warm friendships, close interaction with faculty, etc.

Timeframe: 3rd quarter, 1999

                                           SL Ambrose Communications and Marketing Plan   Page 19
Persons responsible: Director and Associate Director of Communications and Marketing,
Director of Computing, Marketing Committee

Strategy 6: Incorporate positioning into all institutional advertising.

Description andpurpose: Most institutional advertising is program-specific. There is no
attempt to reflect the larger experience of St. Ambrose. Efforts should be made to broaden
the message content of program ads, to emphasize the “value-added” benefits of attending
St. Ambrose, rather than competing institutions.


l         Develop templates or guidelines for program ads that include messages about the St.
          Ambrose experience as a whole.

Timeframe: Yd quarter, 1999

Persons responsible: Dir ct r of
                  e, Marketing Committee,
Program Directors

Strategy 7: Link plans for improving campus facilities to new positioning strategy, to
help build support for improvements among key support groups.

Description andpulpose: To support and solidify the University’s positioning and, by
extension, its competitive position among other institutions, St. Ambrose must address
several problems or gaps that currently detract from the “Ambrose experience.” Students
and faculty complain about a lack of school spirit, few activities, poor recreational facilities,
and few places to “hang out.” Men complain that the men’s residence halls are in poor
condition. (See “Constituent Perceptions of St. Ambrose University.“) In general, students
describe St. Ambrose as a “suitcase campus.”

Implementation of the ambitious Master Plan will significantly enrich the experience of
everyone associated with the University, whether faculty, staff, students, alumni, or
members of the community. The proposed University Center, residence halls, and
recreational center, in particular, will make a significant contribution to the St. Ambrose
experience by supporting student activities and fostering a sense of community.


l         Frame all presentations of the Master Plan with a summary of the strengths and
          vision of the University, as embodied in the positioning, and the challenges it faces
          if it is to enhance its competitive position in the higher education marketplace.

                                            St. Ambrose Communications and Marketing Plan   Page 20
l      Demonstrate how each element of the Master Plan supports the positioning: for
       example, the University Center will enhance community and school spirit by
       providing a gathering place for students of all ages, whether residential or
       commuter; by supporting student activities; and by giving the campus a vital social

Timeframe: 2”d Quarter, 1999

Persons responsible: President, Vice President for Universitv Relations, Director of
Communications and Marketing.

                                         St. Ambrose Communications and Marketing Plan   Page 2 1

Marketing objectives

l         To create a clear and distinctive identity for St. Ambrose University.

l         To “brand” all University communications through consistent use of the
          institutional identity.

l         To develop an identity system that emphasizes the whole rather than the parts.

Strategy 1: Retain and expand use of the current University logo mark.

Description andpurpose: Some faculty and staff are ambivalent about the University logo
mark, which was developed in 1987. Prospective and current students, as well as alumni,
are positive about the logo mark. During discussions conducted by Lipman Hearne,
prospective students showed strong awareness of the logo mark and believed that it
communicated important messages about the University: that it is serious, Catholic (or at
least religious), and therefore based on values. Alumni find it contemporary, clean, and
strong. Given its familiarity and acceptance by major constituent groups, there seems no
reason to alter it at present, although some refinements might broaden its acceptance.

Strategy 2: Establish standards to ensure consistent use of the St. Ambrose logo mark
and name.

Description andpurpose: At present, there is considerable variety in the use of the St.
Ambrose logo mark and typography, particularly by departments and programs that
handle their own publications. Some publications use the logo mark without the name,
others use the name without the logo mark, and others attach tagline to the name and logo
(e.g. “Creating the Future”). Some programs “incorporate” the logo mark into a program
logo (e.g. H. L. McLaughlin MBA Program). Others subordinate it to a program logo (e.g.
ACCEL), reducing the size to such an extreme that the logo is indecipherable. Sometimes
the logo is supplanted altogether by the tower image developed for the recent fund-raising


l         Develop uniform standards for use of logo mark and typography.

a         Develop templates for use of the St. Ambrose logo with program logos and names,
          giving prominence to the St. Ambrose logo.

                                            St. Ambrose Communications and Marketing Plan   Page 22
Timeframe: Znd quarter, 1999

Persons responsible: Dir t r f
                 so Marketing Committee,
communications consultant

Strategy 3: Document and enforce graphic standards for all St. Ambrose
communications materials, including print and electronic publications.

Description andpurpose: The Office of Communications and Marketing has worked hard
during the past five or six years to integrate University communications materials that are
under its control. In the interests of quality and consistency, the Office has taken over
production of a number of publications that were previously produced by other
departments. The result is the beginning of a “family”of publications, linked by consistency
of logo, typography, color palette, size, and other common design elements.

A major goal of such consistency is the establishment of a recognizable “brand” for St.
Ambrose that immediately links the materials (catalog, handbook, phone book, etc.) to the
University and conveys quality and institutional positioning. This “branding,” which
especially characterizes internal publications, must now be extended to all University


l         Develop a graphic standards manual to be distributed to all those who are
          developing communications materials. The manual should specify:

          b      Appropriate uses of logo mark
          b      Appropriate uses of St. Ambrose name (typography, style, placement)
          t      Rules on naming hierarchies
          b      Color palette

l         Institute a policy requiring all applications of institutional logo and identity to be
          approved by the Office of Communications and Marketing.

Timeframe: 2”d quarter, 1999

Persons responsible: Director of Communications and Marketing

                                             St. Ambrose Communications and Marketing Plan   Page 23


       Diocese, and the region.

Ambrose University on the Quad Cities, state, and region.

Description andpurpose:
However, alumni and friends of the University do not believe that the University’s impact

the University plays in the community and beyond, the University should conduct an

effort will strengthen the University’s image, inspire pride in its alumni, and help “build

The study would document:

l      The purchase of goods and services, housing, etc. by University community
l      Impact of the University’s presence on community development
l      Contributions of alumni to the labor force
l      Importance to recruitment and retention of corporations to the area
l      Contributions to social service organizations, through the volunteer efforts of
       campus community
l      Cultural impact through sports offerings, cultural events, etc.

Timeframe: Yd quarter, 1999 through Yd quarter, 2000

Persons responsible: VP for Institutional Research

Strategy 2: Continue to intensify media relations activities to encourage frequent press
coverage in local and area publications.

Description andpurpose: The addition last fall of a new position, Assistant Director of
Communications and Marketing, has led to renewed emphasis on media relations efforts.
Prior to the creation of this position, the Director and Associate Director of
Communications and Marketing focused more attention on print publications and Web site
development, two areas in which the Office of Communications and Marketing has played
an ever-expanding role during the past five years, as part of its efforts to integrate

                                          St. Ambrose Communications and Marketing Plan   Page 24
institutional communications. The new position enables the Office to devote equivalent
attention to the area of media relations.


l         Review and update background materials about the University provided to the
          media as “leave behinds” or “take aways.” Incorporate new positioning.

l         Update and disseminate the faculty resource guide. Identify issues of regional and
          national concern and the faculty members most appropriate to speak to those issues.
          Publicize faculty’s availability for news stories to media representatives.

l         Develop Web-based channels to facilitate communications with media
          representatives to permit swift response to inquiries and dissemination of breaking

          b      Create a News Center on the University Web site that would become the
                 source for all of St. Ambrose’s news and events. The campus’ various news
                 publications and sources (the Bulletin, The Buzz, the Campus Ministry
                 Bulletin, the Athletic Department home page) should have links on the News
                 Center site.

          b      Post news releases on the News Center site.

          b      Post the expanded Calendar of Events on the site.

          t      Mount the faculty resource guide on the Web site.

          b      Develop email communications and listservs with local media representatives
                 to facilitate communications.

l         Increase coverage of student achievements in their hometown newspapers, once the
          student database is upgraded to permit easy retrieval of hometown information.

Timeframe: jrd quarter, 1999 and beyond

Persons responsible: Director, Associate Director, and Assistant Director of
Communications and Marketing, Marketing Committee

Strategy 3: R&evaluate the allocation of the advertising budget, with a goal of
achieving broader visibility for the University’s positioning and range of programs.

Description andpurpose: The current advertising budget reviewed by the Marketing
Committee reflects institutional efforts to launch new graduate programs, in particular the

                                           St. Ambrose Communications and Marketing Plan   Page 25
MBA and other programs of the College of Business, which receives 70 percent of the total
advertising budget. By contrast, only seven percent of the advertising budget is devoted to
general image advertising, and three percent to admissions advertising. As a result,
community perceptions of St. Ambrose are skewed toward graduate business programs.
When planning advertising expenditures, the Marketing Committee focuses on requesting
new advertising dollars rather than addressing the thorny issue of current allocations.


l         Revisit advertising outlays in the context of program size and revenues, goals and
          impact of ads, etc. Identify opportunities for advertising synergies and efficiencies.
          A notable case in point is the amount spent on full-time MBA recruitment, which
          now absorbs approximately 38 percent of the total advertising budget, compared to
          the small numbers of students actually pursuing the program.

l         Shift more advertising dollars toward image advertising for the institution as a

0         Shift more advertising toward undergraduate recruitment (e.g. to advertise open
          house programs; to advertise in local community college papers).

0         Develop and implement mechanisms for evaluating effectiveness of advertising.

Timeframe: 3’d quarter, 1999

Persons responsible: Marketing Committee

Strategy 4: .Use Dr. Rogalski’s position as President of the Chamber of Commerce as a
platform to encourage more town-gown interaction.

Description andpurpose: The President’s position in the Chamber of Commerce provides an
opportunity to involve more St. Ambrose faculty and staff in civic organizations and


.         Host some Chamber of Commerce events on campus.

.         Identify opportunities for faculty and staff to become involved in Chamber of
          Commerce activities. 1

.         Volunteer University staff to work with Chamber of Commerce or other civic
          groups: for example, the Vice President for Institutional Research could assist a
          group evaluating economic trends.

                                            St. Ambrose Communications and Marketing Plan   Page 26
Timeframe: 3rd quarter, 1999

Persons responsible: President

Strategy 5: Create a quarterly version of the campus Calendar of Events for
distribution to area alumni, parents, donors, etc.

Description andpurpose: To stimultate more interest and involvement in campus events by
alumni and other important local constituencies, the University should create and
distribute a comprehensive quarterly Calendar of Events. (See Campus Communications,
Strategy 2 below.)

Timeframe: 3’d quarter, 2000

Persons responsible: Director of Communications and Marketing, Marketing Committee

                                       St. Ambrose Communications and Marketing Plan   Page 27

Marketing objectives                                                 .              .-.
0         To strengthen cohesion among faculty and staff through improved communications.

l         To enhance community and participation in University activities through improved
          communication of opportunities for involvement.

0         To convey a consistent impression of quality in all communications pieces.

Strategy 1: Develop a comprehensive, weekly “Calendar of Events,” organized by type
of activity and made available to the campus community and the community at large.

Description andpurpose: At present, information about campus events is distributed across
several publications (Campus Bulletin, Campus Ministry Bulletin, The Buzz) as well as
through flyers, announcements, and bulletin board postings. No single publication, in
print or on the Web site, can be considered comprehensive. The Campus Bulletin is a
weekly “catchall” of announcements about events, news, birthdays, administrative
deadlines, lectures, etc. Its format is unpretentious and the information is presented in no
particular order. The Campus Ministry Bulletin, less pretentious still, includes information
about ministry activities as well as a miscellany of student activities. The Buzz contains
articles about upcoming events but lacks a calendar of events. Both the Campus Bulletin and
The Buzz are posted on the “Campus News” page on the Web site.


l         Convene a Workgroup representing students, academic departments, campus
          ministry, administrative units, etc., to identify strategies for gathering more
          comprehensive events information.

l         Expand and reformat the Campus Bulletin as a more comprehensive Calendar of
          Events, organized by categories, such as: lectures, performing arts, sports and
          recreation, service groups, campus ministry, etc.

0         Improve design and production values of the Campus Bulletin to give an impression
          of quality.

Timeframe: 4’h quarter, 1999

Persons Responsible: Director of Communications and Marketing

                                            St. Ambrose Communications and Marketing Plan   Page 28
Strategy 2: Create a monthly issue-oriented supplement to the weekly Campus

Description andpurpose: Faculty and staff voiced a need for regular communications from
the central administration about significant issues affecting the University community.


l         Develop an expanded format for the comprehensive Campus Bulletin, to be
          implemented once a month.

l         Include updates from the President on the planning process for the University.

l         Include a mix of articles bringing the University community up to date on some of
          the newer programs, as a move to build understanding and support for the growth
          of the University.

l         Include information to reinforce the message of quality - of programs, students,
          graduates - to redress the perception that the University has sacrificed quality for

l         Consider upgrading the format and production values of the Campus Bulletin.

Timeframe: 3’d quarter, 1999

Persons responsible: oDirectoro f c a t i o n s a n d Marketing, M a r k e t i n g C o m m i t t e e
                  C mmuni

Strategy 3: Institute a series of “Breakfasts with the President” and other key
administrators, inviting a cross section of faculty and staff to each for informal
information exchange.

Description andpurpose: Interviews with faculty and staff revealed some frustration at a
perceived lack of information from central administration and an uncertainty that their
needs were receiving adequate representation through the formal channels of the Faculty
Senate and the Staff Assembly. A series of informal discussions would serve a dual purpose:
creating an informal setting for information exchange and building community, especially
across departments and programs.

Timeframe for implementation: 3’d quarter, 1999

Persons responsible: President’s Office

                                              St. Ambrose Communications and Marketing Plan     Page 29
Strategy 4: Capitalize on President Rogalski’s annual “President’s Assembly” address
to the faculty and staff.

Description andpurpose: The President’s Assembly provides an excellent platform for
reinforcing University positioning, promoting dialogue, and fostering a sense of
inclusiveness and community. Its impact could be extended to other constituents.


l         Publish the President’s remarks in Scene, the President’s NewsZetter, on the Web site.

l         Create a broadside version to be used as a cultivation tool with a variety of external

Timeframe: 3’d quarter, 2000

                                          e Dir Communications and Marketing
                          President’s Office, o o ct r f

campus communications.

Description andpulpose: The University community is only beginning to utilize the Web
for internal communications. There are as yet no distribution lists for students, but faculty
and staff distribution lists are available for use by anyone who wants to promote an event
   and increasing numbers of people are doing so. The Web culture is still developing (the
University does not yet have a full-time Web master), but it is sure to expand. The


.         Convene a taskforce to discuss enhancements to the University Web site for internal
          communications. Such enhancements could include:

          l      An internal home page, accessible only to people accessing the Web site from
                 a computer on campus or using a campus account from a remote computer.

          b      Shortcuts to news and information for St. Ambrose users, with headlines and
                 events geared to their interests.

          F      A gateway to internal systems, such as human resources, student information
                 systems, and other systems as they move onto the Web.

                                            St. Ambrose Communications and Marketing Plan   Page 3 0
Timeframe: 4’h quarter, 1999

Persons reponsible: Marketing Committee

                                      St. Ambrose Communications andMarketing Plan   Page 3 1

Marketing objectives

0      To enhance student recruitment at all levels through improved communications that
       reflect the new institutional positioning.

0      To incorporate new positioning as a platform for all forms of communication with
       students, including publications, direct mail, personal contacts (phone, high school
       visits, campus visits, counseling, etc.), events, etc.

l      To engage the entire campus community in recruitment efforts.

0      To engage alumni and parents in recruitment efforts.


Lipman Hearne submitted an Enrollment Opportunity Analysis and a Competitor
Analysis in February 1999. The Enrollment Opportunity Analysis included
recommendations in the following areas:

0      Analysis and planning
0      Communications with internal constituents
l      Prospect identification
l      Communications with external constituents
l      Financial aid strategies
0      Internet/Web site enhancements
0      Administrative enhancements

This Communications and Marketing Plan builds on our earlier recommendations,
reflecting our further research on institutional positioning, needs, and processes. The full
scope of enrollment management recommendations for St. Ambrose would include our
earlier report, the following recommendations, and the ongoing recommendations of Noel-
Levitz. Taken together, they will greatly enhance the University’s recruitment efforts.

Strategy 1: Develop a new undergraduate viewbook.

Description andpulpose: When asked to critique the current undergraduate viewbook,
undergraduates and alumni commented that the cover was “cold” and lacked a “personal
feel.” “The message of community isn’t there. ” “Sounds like a factory. We’re not a factory.”
The viewbook has an “industrial” or even “technical school” look. Its dominant messages,
as embodied in both the imagery and the headings, focus on career preparation. The “center

                                         St. Ambrose Communications a&Marketing Plan   Page 32
spread” of students sitting at computers is an old photo - current students immediately
commented on the “obsolete computers.” Key messages, such as small class size, accessible
faculty, personal attention, the focus on values, are buried. Similarly, information on
location, type of institution, number of students, and cost is difficult to locate.


0         Redesign the viewbook for the Fall 2000 recruitment cycle, to reflect the new
          institutional positioning. It is our belief that the University cannot afford NOT to
          reprint the viewbook. The gap between the viewbook’s key messages and the actual
          St. Ambrose experience is too great. Some enhancements would include:

                 Headings that convey key positioning messages.
          b      More images that suggest a warm community
          b      Modern facilities featured (library; townhouses)
                 Picture captions
          b      Images and voices of students
          b      More images of teachers/staff interacting with students
          b      More information on visiting

0         Shift from a three-year to a two-year printing cycle. Images - clothing, hair styles,
          technological equipment - become dated quickly. Prospective students are very
          savvy and visually sophisticated and are quick to spot out-of-date images.
          Recruitment materials must reflect the dramatic improvements in the physical
          amenities of the University that will occur over the next three or four years.

0         Avoid unnecessarily expensive production values that do not advance positioning.
          The cover of the current viewbook, with its metallic finish, is very expensive, both
          in terms of printing cost and in the negative impact of its “tech” message.

0         Include a response device, in addition to the application, to permit a student to
          request additional information.

Timeframe: 2”d Quarter, 1999, for use with the class of 2000.

Persons responsible: Vice President for Enrollment Management, Director of
Communications and Marketing, communications consultant

Strategy 2: Design a search piece.

Description andpurpose: To pursue a more aggressive recruitment strategy, Enrollment
Management will require a “search” piece, which will be mailed to prospects whose names
have been purchased through various student search services (see “Enrollment Opportunity
Analysis,” Recommendation 7). It will become the first element in a family of related
publications for prospective students.

                                            St. Ambrose Communications and Marketing Plan   Page 33
Timeframe: 2nd quarter, 1999

Persons responsible: Vice President for Enrollment Management, Director of
Communications and Marketing, communications consultant

Strategy 3: Revise and simplify the format of the financial aid brochure.

Description andpurpose: The current financial aid brochure, updated and printed on an
annual basis, has unusually high production values for this type of publication (full-color
photography; silver screens). While financial aid information is critically important to
prospective students and parents, the format in which it is communicated is less important
than the content. Money saved by switching to a simplified format can be used to support
other recruitment activities.


a         Evaluate purpose/audience of the brochure: much of the “nuts and bolts”
          information now included (about applying for and repaying loans, etc.) is more
          pertinent to enrolled students and should be eliminated if the brochure is primarily
          a recruitment tool.

0         Redesign as a smaller-format, 2-color publication. If photography is used, images
          should be relevant to subject (e.g. counselors assisting students and parents; work-
          study students in interesting jobs).

l         Replace statement, “The best educational bargain in the Midwest,” with an emphasis
          on “value.”

l         Move from a “rules and regulations” approach, in which students are described as
          “products,” toward a warmer, counseling tone.

Timeframe: 2nd quarter, 1999

Persons responsible: Vice President for Enrollment Management, Director of Financial Aid,
Director of Communications and Marketing, communications consultant

Strategy 4: Improve the quality of campus tours.

Description andpurpose: During our discussions, we heard criticism from several quarters
(faculty, administrators, and even students who serve as tour guides) about the quality of
student-conducted campus tours. Tour guides at present receive little training. While some
are no doubt excellent, quality is uneven.

                                            St. Ambrose Communications and Marketing Plan   Page 34

l         Develop a campus tour program that is a joint effort between the Alumni Office
          and the Admissions Office. Members of the Student Alumni Association, who
          already serve as ambassadors for the University under the direction of the Alumni
          Office, would serve as tour guides, under the joint direction of the Alumni and
          Admissions Offices.

l         Develop a written guide for student tours, incorporating messages that reflect the
          new positioning.

Timeframe: 3’d quarter, 1999

Persons responsible: Dir ct r of Alumni and Parent Relations; VP for Enrollment
                   o ?eOffice
Management; Director of Admissions

Strategy 5: Institute a program of open houses for prospective students and their

Description andpurpose: The campus visit is critical to a student’s decision to enroll at St.
Ambrose. The University should host at least two open houses, one in spring for rising
seniors and one in fall for seniors, to which they invite prospects within a comfortable
drive of campus. The program would consist of a Sunday afternoon of activities that
showcase the facilities, faculty, students, programs, and activities. If the open houses prove
successful, the University may want to experiment in future with a Sunday/Monday
format, in which students stay overnight in the dorms with hosts and attend classes on

Timeframe: 4’h quarter, 1999

Persons responsible: VP for Enrollment Manapement, Director of Admissions, Director of
Alumni and Parent Relations

Strategy 6: Develop and promote strategies to attract prospective freshmen who are
still undecided about their intended academic major.

Description andpurpose: With its wide array of academic programs and nurturing
environment, St. Ambrose has the potential to be an attractive college choice for students
who are uncertain about their intended majors and are looking for a college that will assist
them in making this important decision. Undecided students may choose to attend a
community college until they decide on a major, believing it would be a waste of money to
attend a four-year college. Making a strong case that undecided students are better off
exploring potential majors in a university with great resources than in the more restricted

                                           St. Ambrose Communications and Marketing Plan   Page 35
setting of a community college could help the University attract as
students who later enter as transfer students.


0         Convene a committee to evaluate support systems for undecided students.

0         If a retention study is conducted (as recommended in our earlier report), it should

Timeframe: Fall, 2000

Persons responsible: VP for Enrollment Manapement, Director of Admissions, VP for
Institutional Research, Dean of Students

Strategy 7: Update the transfer student recruitment brochure.

Description andpurpose: Transfer students represent a significant portion of new students -
46 percent. The current transfer student brochure is several years out-of-date. A new
brochure should be developed as soon as possible to help recruit transfer students for the
1999-2000 academic year.


.         Incorporate new positioning into the transfer brochure.

.         Address issues of concern not only for students who are currently in their first or
          second years of college, but also high school seniors who are planning to attend a
          junior or community college for their first year or two and then transfer to a four-
          year school. Useful information would include:

          t      Number of credits that will transfer
          c      What types of courses transfer and what do not
          b      Number of credits that must be taken at St. Ambrose in order to receive a
                 St. Ambrose degree
          b      General education requirements (in particular, the 12-semester credit
                 requirement in philosophy and theology)
          b      Financial aid eligibility
          b      Opportunities for on-campus housing

Timeframe: 2”d Quarter, 1999, for use with the entering class of fall 1999

Persons responsible: ce P estdent for Enrollment Manapement, Director of
                     Vi    r ’
Communications and Marketing, communications counsel

  St. Ambrose Communications and Marketing Plan
Strategy 8: Develop a family of publications for graduate programs that represent
institutional positioning and project an impression of quality.

Description andpurpose: St. Ambrose has no formal graduate school; each graduate program
handles its own recruitment and makes its own admission decisions. The Admissions Office
serves as a starting point for graduate as well as undergraduate enquiries. That office also
handles graduate application processing and data entry. Candidates requesting materials
receive a mixture of printed pieces (catalog, application, program brochure) and
photocopied pieces (financial aid information, admission testing information, etc.) Viewed
as a whole, the graduate program materials lack coherence, do not project an image of
quality, and, in the case of the Master of Accounting Program and the MBA Program,
duplicate information already in the catalog. The institutional boilerplate included in a
number of the master’s program brochures is directed more toward undergraduate
applicants than prospective graduate students.


b          Develop a graduate student portfolio or folder, as well as a set of graphically related
           materials (mailing envelope, application, cost and financial aid information, test
           information, etc.) that can be assembled as needed in response to inquiries. The
           portfolio should contain information that is relevant to all graduate students.

b          Develop a graduate student version of “The St. Ambrose Experience” that relates to
           the positioning and contains messages that are especially relevant to adult students.

l          Upgrade the quality of the graduate program pamphlets, introducing a common
           format to all.

Timeframe: 3’d quarter, 1999

Persons responsible:sof~o, Dean of Graduate
                    Dire r    mm
Programs, Marketing Committee

Strategy 9: Evaluate graduate program brochures for possible streamlining.

Description and purpose: Several programs - notably the MBA and Accounting programs -
have developed large-format brochures to promote their programs. These brochures, which
have low production values and duplicate much of the generic graduate student information
provided in the catalog, do not project an image of quality; nor are they strong marketing
pieces on behalf of their programs.

                                              St. Ambrose Communications and Marketing Plan   Page 3 7

l         Reduce size of large-format brochures, eliminating generic information that is to be
          included in the new graduate student portfolio.

0         Focus content on information that supplements, rather than duplicates, information
          provided in the catalog.

0         Use program brochure to convey strong marketing messages rather than
          bureaucratic requirements (which are covered in the catalog).

Timeframe: dth quarter, 1999 - 2nd quarter, 2000

Persons responsible: Dean of Graduate Programs, Marketing Committee, Director of
Communications and Marketing

Strategy 10: Expand prospective student home page to include pages for returning
adult students, transfer students, and graduate students.

Description andpurpose: The “Prospective Students” home page is geared toward high
school seniors. Information for other important segments of prospective students is not
readily available.


0         Develop home pages for transfer students, returning adult students, and graduate

0         Add links to these new home pages on the University home page, or on the
          Prospective Students home page.

Timeframe: 1”’ quarter, 2000

Persons responsible:zgAssociate
Dean of Graduate Programs, VP for Enrollment Management

Strategy 11: Enlist entire campus community in the undergraduate recruitment effort.

Description andpulpose: To reinforce the message that student recruitment is the
responsibility of every faculty and staff member on campus, and to increase understanding

                                           St. Ambrose Communications and Marketing Plan   Page 38
of the complexity of the recruitment process, Enrollment Management staff should do
presentations about admissions to the Faculty Senate, the Staff Assembly, coaching staff,
and specially convened groups of support staff who are most likely to interact with
prospective students and parents.


a         Conduct sessions just prior to heavy visit periods, in early fall and late spring.

l         Provide basic information about the admissions process and services offered by the
          Admissions Office. Identify ways in which faculty and staff can be particularly
          helpful in representing the University.

Timeframe: Yd quarter, 1999

Persons responsible: VP for Enrollment Management, Director of Admissions

                                             St. Ambrose Communications and Marketing Plan     Page 39

Marketing objectives

.      To enhance alumni pride in the accomplishments of the University.

.      To increase involvement of University alumni in the ongoing life of the

.      To cultivate alumni as potential donors.

Strategy I: Conduct an alumni survey.

Description andpurpose: The University is attempting to strengthen its relations with
alumni, rebuilding a program that has gone through periods of relative inactivity.
There has, however, been no recent formal alumni survey to identify the needs and
wants of this important group. As a result, there is no informed consensus on what
alumni want and expect from the University.

A survey could answer a number of important questions: How do alumni feel about
their St. Ambrose education? What do they regard as the primary benefits of their
experience? Should the University invest resources in developing a network of Alumni
Association chapters? If so, in what cities? What alumni activities are of most interest?
What information are alumni most interested in receiving? What is their level of
satisfaction with current communications? Is there an interest in an Alumni College,
separate from Homecoming? Are alumni interested in program/departmental
reunions? What proportion of alumni make use of the Internet? What Web-based
services would interest them? Responses to these and similar questions should be
segmented by donors and non-donors to determine differences in attitudes and
concerns by these two groups and to help identify strategies to convert non-donors to

Timeframe: qfh quarter, 1999 through Yd quarter, 2000

Persons responsible: VP for Universitv Relations, Director of Development and
Constituent Relations, Director of Alumni and Parent Relations, communications

                                         St. Ambrose Communications and Marketing Plan   Page 40
Strategy 2: Promote programs that involve alumni with prospective and current

Description andpurpose: Current students are excellent ambassadors for the University.
Recognizing this, the Office of Alumni and Parent Relations has created a Student
Alumni Association to interact with visiting alumni and engage in general spirit
activities. Devising more opportunities to bring alumni into meaningful contact with
prospective and current students could attract participation by alumni who may be
more interested in serving the University than in social activities with other graduates.


0         Involve alumni in the student recruitment process by forming Alumni
          Admissions Councils. Participants would represent the University at college
          fairs in their home communities, call prospective students, host admitted
          student parties, etc. (see Recommendation 14 of the Enrollment Opportunity

l         Include student panels at alumni gatherings, to give alumni opportunities to
          interact with current students and learn about student life. Format should be
          question and answer to encourage a lively and candid exchange.

l         Establish mentorship and career networking opportunities.

Timeframe: dth quarter, 1999 and beyond

Persons responsible: Director of Alumni and Parent Relations, VP for Enrollment
Management, Director of Career Development

Strategy 3: Expand communications with alumni to keep them more informed
about schools, academic programs, and faculty.

Description andpurpose: Alumni now receive Scene magazine twice a year, an invitation
to Homecoming, and, if they live in the Quad Cities, invitations to a Christmas party
and other events. With a few exceptions, they do not receive information from their
programs. Some alumni comment that they “don’t know the faculty anymore.”
Because alumni loyalty is often tied to programs and faculty, St. Ambrose should work
to inspire alumni pride in the ongoing academic achievements of the University.

                                           St. Ambrose Communications and Marketing Plan   Page 41

l         Provide faculty speakers to alumni gatherings, in Quad Cities and beyond.

l         Encourage more faculty attendance at alumni gatherings in the Quad Cities

l         Develop annual departmental or program newsletters for alumni, beginning
          with the larger programs.

0         Introduce broader coverage of academic achievements in Scene.

0         Distribute Calendar of Events to alumni living in Quad Cities area.

Timeframe: Yd quarter, 19% and beyond

Persons responsible: Marketing Committee, Director and Associate Director of
Communications and Marketins Director of Alumni and Parent Relations

Strategy 4: Build on recent success of the continuing education program offered
during Homecoming and of the Executive Forum to expand educational
programming for alumni.

Description and purpose: Many colleges are developing continuing education
opportunities for alumni as a means of both serving and engaging them. St. Ambrose
alumni responded well to last fall’s Homecoming continuing education program; its
Executive Forum for graduate students and alumni has also been successful. The
University should expand opportunities for lifelong learning for its alumni. Results of
an alumni survey could help guide the development of relevant programs.


0         Develop a series of four Alumni Forums over the course of a year (including
          the Executive Forum), showcasing University expertise and priorities and
          responding to community issues.

Timeframe: dth quarter, 2000 and beyond

Persons responsible: Deans, Director of Alumni and Parent Relations, VP for
Institutional Research

                                          St. Ambrose Communications and Marketing Plan   Page 42
Strategy 5: Enhance alumni home page on Web site.

Description andpulpose: Web sites are becoming increasingly important as a cultivation
tool for alumni. The University’s current “Alumni & Parents” home page is a first-
generation effort. It is time to enhance the page significantly to encourage ongoing
alumni participation in the life of the University.


l         Separate the alumni home page from the parent home page.

l         Include an online form to permit easy updating of alumni records and
          submission of news for inclusion in class notes. The Web site could become a
          convenient means to capture “lost alumni” information.

l         Offer an alumni locator service, or establish an online password-protected
          alumni directory, including email addresses. This service would reinforce the
          sense of community beyond graduation and serve as a major incentive to visit
          the University’s Web site.

l         Develop online registration capability for major events such as Homecoming.

l         Establish a secure site to permit alumni to order St. Ambrose memorabilia from
          the University bookstore.

Timeframe: dth quarter, 2000 and beyond

Persons responsible: Director of Alumni and Parent Relations, Director and Associate
Director of Communications and Marketing, Director of Computing

Strategy 6: Enhance communications with parents of undergraduate students.

Description andpurpose: The University has no formal communications directed
specifically to parents of undergraduate students. Parents receive Scene magazine and an
invitation to Parents Weekend. Some serve on the Executive Council for Parents.
More active cultivation of this constituency could boost word-of-mouth awareness of
St. Ambrose in students’ home communities; help student recruitment; result in more
enrollments by siblings; and increase retention.

l         Include a “Parents Panel” at Fall open houses and during new student
          orientation sessions.

l         Invite parents of current students to attend off-site information sessions and
          interact with parents of prospective students.

                                           St. Ambrose Communications and Marketing Plan   Page 43
l      Create a Parents’ Newsletter, to be published each semester. Stories should
       reinforce positioning, illustrating the value of a St. Ambrose education with
       examples of close interaction between students and faculty; innovative teaching
       and courses; opportunities for spiritual growth; opportunities for personal
       development through mentoring, leadership roles, internships, and campus
       activities. It should also contain reminders about important dates, financial aid
       deadlines, etc.

l      Create a separate home page for parents on the Web site. Currently, parents are
       directed to the “Alumni and Parents” page; in fact, there is little on that page
       that relates to them.

l      Mail a Calendar of Events to parents living in the Quad Cities area.

l      Offer parents an opportunity to order a finals “care package” for their students.

Timeframe: 4’h quarter, 2000 and beyond

Persons responsible: Director of Alumni and Parent Relations, Director of
Communications and Marketing, VP for Enrollment Management

                                        St. Ambrose Communications and Marketing Plan   Page 44

Marketing Objectives

l         To prepare friends and donors for a fund-raising program in support of the
          Campus Master Plan.

l         To engage friends and donors with the work of the University through more
          effective communications grounded in the new positioning.

l         To cultivate alumni and parents as potential donors.

Strategy 1: Initiate fund-raising preparation program.

Description andpurpose: Ratification of the Campus Master Plan will inaugurate a
period of intensive preparation for major fund-raising activities.


l         Develop the “case” for the Campus Master Plan to serve as the platform for all
          fund-raising communications. The case should articulate the recent
          accomplishments of the University, its vision for the future, and the capital
          projects that will help it fulfill its vision. It will clearly link the capital projects
          to institutional positioning. The case-stating process will provide senior staff
          and fund-raising leadership an opportunity to meet with faculty, staff, and key
          supporters to achieve consensus around the University’s mission,
          accomplishments, benefits to the community, plans for the future, and the
          impact and importance of philanthropic support.

l         Develop a fund-raising communications plan to guide the University as it
          presents its case to its various constituencies. The plan would analyze the
          University’s current communications, recommend additional activities and
          materials for fund raising, and delineate responsibilities for producing those
          materials, along with timelines and budgets.

l         If a comprehensive.or targeted campaign is undertaken, develop a campaign
          identity, including a logo mark, name, and themeline, to establish the campaign
          as a special and important effort and to unify all campaign materials.

Timeframe: Znd quarter, 1999

                                              St. Ambrose Communications and Marketing Plan     Page 45
Persons responsible: VP for I Jniversitv Relations, Director of Development and
Constituent Relations, communications consultant, architectural consultant

Strategy 2: Introduce the Master Plan to constituents.

Description andpurpose: As preparation for fund-raising activities, the University
should begin introducing the Master Plan to its constituents as soon as it is ratified by
the Board, to build enthusiasm, momentum, and eventually support.


l         Prepare a special edition of Scene, outlining the Master Plan.

l         Incorporate presentations about the Master Plan in a variety of events
          throughout the year, such as alumni gatherings, Homecoming, and community
          forums. Develop materials, such as a flipchart, Powerpoint presentation, and
          presentation boards, for use in individual and group presentations.

Timeframe: dth quarter, 1999 and beyond

Persons responsible: VP for Universitv Relations, Director of Development and
Constituent Relations, Director of Communications and Marketing

Strategy 3: Reformat Scene as a broad cultivation tool suited to a variety of

Description andpurpose: Scene’s purpose is not clear. Ostensibly an alumni publication,
it is produced twice a year, on a somewhat flexible calendar, and mailed to
“everybody,” including current students, parents, alumni, faculty, staff, donors, and
friends. Given the breadth of its audience, its editorial plan needs to be revisited. Scene
can be made to work more effectively with the University’s various constituents.


l         Shorten Scene by reducing the length of articles (many are too long in relation
          to message).

l         Eliminate news from alumni chapters and upcoming alumni events.

l         Publish alumni-specific news and events as a separate tabloid 4 times a year:
          twice as an insert in Scene (for alumni only), and twice as a free-standing tabloid.

                                            St. Ambrose Communications and Marketing Plan   Page 46
l         Enhance production values (including three-color contents and larger images).

l         Revise Scene’s editorial plan to focus more on articles that advance the
          University’s positioning with external constituents. Stories should relate to
          positioning elements and project forward to campaign issues.

l         Capitalize on Dr. Rogalski’s visibility and popularity by adding a regular
          column in which he discusses St. Ambrose’s accomplishments, its vision, and its
          ambitious plans for the future.

l         Identify other potential audiences for Scene, including friends and donors,
          community leaders, and prospective students (graduate and undergraduate).

Timeframe: 3’d quarter, 1999

Persons responsible: VP for Development, Director of Communications and Marketing,
President’s Office

Strategy 4: Include more information on the impact of philanthropy in the
President’s Newsletter.

Description andpurpose: The President’s Newsletter is well received by members of the
President’s Club - individuals, corporations, and foundations that make annual gifts
of $1,000 or more in support of St. Ambrose. While it pays tribute to donors, it
devotes little attention to the impact of fund raising on the University. The “events”
section, a miscellany of small campus news items, seems out of place. This publication
can be made a more effective vehicle for acknowledging and encouraging philanthropy.


l         Replace “Campus News” with a section on “Philanthropy in Action,” which
          features stories illustrating what philanthropy has made possible.

l         Include donor testimonials.

Timeframe: 3’d quarter, 1999

Persons responsible: VP for Development, Director of Communications and Marketing,
President’s Office

                                           St. Ambrose Communications and Marketing Plan   Page 47
Strategy 5: Identify opportunities to coordinate fund raising events with alumni
and parent mailings and events.

Description andpurpose: The several offices of Development and Constituent Relations
should work closely together to coordinate activities that would enhance fund raising.
Regular sharing of information on upcoming mailings and activities could enhance
response to fund-raising solicitations.

Timeframe: Yd quarter, 19% and beyond

Persons responsible: Director of Development and Constituent Relations, Director of
Alumni and Parent Relations

Strategy 6: Identify “crossover” opportunities to use publications designed for one
audience as cultivation tools for other audiences.

Description andpurpose: Selected publications could serve as cultivation tools for
audiences other than the ones for whom they are primarily intended.


l         Send an issue of the President’s Newsletter to donors in the $500 to $999 range,
          encouraging them to become members of this select group and enjoy its

l         Send Scene to prospective students and parents as a recruitment tool (fall issue)
          or “yield” tool (spring issue).

l         Send the undergraduate viewbook to major donors.

Timeframe: dth quarter, 1999 and beyond

Persons responsible: Marketing Committee

Strategy 7: Develop fund-raising communications materials.

Description andpurpose: A comprehensive fund-raising program of the magnitude
required to implement the Master Plan will require a flexible portfolio of materials.
The determination of whether St. Ambrose pursues this program as a “campaign” or as
a sequence of special initiatives will determine the nature of the materials needed. If St.
Ambrose decided to pursue a campaign, the following materials are recommended:

                                            St. Ambrose Communications and Marketing Plan   Page 48
l      Campaign ancillary materials (letterhead, envelopes, pledge cards, etc.)
l      Campaign brochure
l      Direct mail brochure
l      Powerpoint presentation
l      Presentation boards
l      Image ads
l      Video

If on the other hand the University elects to pursue a sequence of special fund-raising
initiatives, different types of materials would be necessary. We would recommend a
“portfolio” approach to developing materials, consisting of a viewbook or folder that
contains general positioning messages and that serves as the carrier for project-specific
materials ( such as collateral brochures, customized major gift proposals, etc.). Such
materials might be framed around an overarching idea like “The Fund for St.
Ambrose” or “The Fund for our Future,” which would establish a general category of
special giving that could include specific elements as they are determined by
advancement leadership.

Timeframe: Jrd quarter through hth quarter, 1999

Persons responsible: VP for Universitv Relations, Director of Development and
Constituent Relations, Director of Communications and Marketing, communications

                                         St. Ambrose Communications and Marketing Plan   Page 49