2005 06 Recruitment Strategy

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2005 06 Recruitment Strategy Powered By Docstoc
2005 Recruitment Plan

   September 6, 2005

Table of Contents
Situational Analysis……………………………… pg. 3
SWOT Analysis…………………………………... pg. 19
Market Analysis…………………………………... pg. 29
Communications Plan…………………………… pg. 37
Tactical Plan………...……………………………. pg. 51
Budget…………………………………………….. pg. 65
Other Considerations……………………………. pg. 68

Situational Analysis

                Current Customers
                   First Year Enrollment by Market for 2004
  Market                 Apps                Admits                Enrol        % Change
                                                                                Enrol „02
  Overall                2846                  2272                1286           +8%
    NB                   1575                  1424                 968           +11%
    NS                    366                   312                 120           +18%
    PEI                   124                   103                  40           -2%
    ON                    323                   227                  66           -27%
     NL                    60                    45                  19           -74%
   West                    53                    35                  15           +53%
 Other Can                 25                    14                   7           -13%
    US                     16                     7                   2            n/c
International             282                    84                  38           +13%

  Note: 2004 compared to 2002 because 2003 was the Ontario double-cohort year

            Current Customers

Survey of first year students in 2004 (1041 students surveyed)
•   High entrance average (70% of students surveyed last year indicated
    an average between 80-100%).
•   About half choose to live in residence (this has increased since 2002).
•   Majority feel their UNB experience has gone smoothly (75% indicated
    no problems or problems resolved smoothly).
•   Majority confident in their decision to attend UNB (68% indicated that
    they were sure attending UNB was the right decision).
•   Almost all first year students would recommend UNB (96% indicated
    they would recommend UNB to their friends).

                Current Customers

                  Transfer Enrolment by Market
  Market          Apps        Admits       Enrol   % Change
                                                   Enrol „02
  Overall         2462         1381         892      +12%
    Can           2129         1261         824      +13%
    US             7            4            2         -
International     326          116           66      +6%

Current Customers
      Top 10 Transfer Schools to UNB
   School                  # Transfers in 2004
St. Thomas                         116
   UPEI                            40
    MUN                            36
    DAL                            33
   NBCC                            27
Mount Allison                      22
Saint Mary‟s                       21
   Acadia                          20
St. F. Xavier                      18
   UdeM                            11

           Primary Competitors
1.   Other New Brunswick English Universities
      •    St. Thomas and Mount Allison
      •    Smaller, primarily undergraduate schools.
      •    St. Thomas has lower tuition; Mount Allison has national
           undergraduate reputation.
      •    Mount Allison has been experiencing a decline in enrolment.
      •    Emphasis on arts/science versus professional schools.
      •    Compete for students, as well as positioning and status within
           the NB market.

2.   Dalhousie University
      •    Second largest university in Atlantic Canada.
      •    Strong professional schools and graduation/doctoral programs.
      •    High recognition and awareness.
      •    Located in Halifax (strong Maritime city centre).
      •    Has experienced an increase in enrolment; high entrance
           grades (attracting top students).
      •    Higher tuition than UNB, particularly for science programs.
      •    Perception of larger and more scholarships.

            Primary Competitors

3.   Other Nova Scotia universities
      •    Acadia, St. Francis Xavier, Saint Mary‟s, Mount St. Vincent
      •    Smaller schools, undergraduate focused.
      •    With the exception of Mount St. Vincent, located outside city
      •    All have higher tuition than UNB; Acadia also has a laptop offer

4.   University of Prince Edward Island
      •    Primarily competition for PEI students.
      •    Only university location on the Island.
      •    Lower tuition than UNB.

Primary Competitors
   School                   Tuition

   Acadia                   $ 7,824
   DAL – Science             6,871
   Mt. St. Vincent           6,323
   DAL - Arts                6,121
   Saint Mary‟s - Science    6,039
   Mount Alison              6,001
   Saint Mary‟s - Arts       5,636
   St. F Xavier              5,536
   UNB                       5,091
   UPEI                      4,757
   St. Thomas                4,040

        Secondary Competitors

1.   Memorial University of Newfoundland
      •   Largest university in Atlantic Canada.
      •   Offers professional programs/schools.
      •   Very low tuition, lowest in Eastern Canada.
      •   Travel to NL has improved in options and price.

2.   Small Maritime universities
      •    Agricultural College, Atlantic Baptist University, Universite de
           Moncton, UCCB
      •    Smaller, niche universities.

3.   Central Canada universities
      •    McGill, University of Toronto, Western, Queens, York, Ottawa.
      •    Large universities, prestigious.
      •    Located in cities or major centers.

    Maritime Market Overview

Survey of Maritime university students 2005 (728 students interviewed)
•   Based on the responses provided through the survey there does
    appear to be room for growth for UNB within the Maritimes.
•   Only 35% of NB respondents considered UNB as their first choice and
    fewer from NS (3%) and PEI (12%). And 83% of respondents actually
    selected their first choice.
•   Only 13% of NS respondents considered UNB part of their top three
    choices (most only consider three options); 27% of PEI respondents
    picked UNB as part of their top three choices.
•   Respondents see themselves as the key decision makers in the
    selection process. Two other groups, however, make an impact into
    the decision making process for almost half of the respondents: a)
    Family/parents and b) Friends/peers.

    Maritime Market Overview

Survey of Maritime university students 2005 (728 students interviewed)
•   Key factors that influence decision making are largely universal
    across all provinces. NS has a few subtle differences (stronger
    emphasis on programs and reputation).
•   While location and being close to home are identified throughout the
    survey results as key influencers, location in this context appears to
    relate more to staying home or for financial reasons and, as a result, is
    not something that can be widely influenced through messaging.
•   Key factors for messaging include:
    a) Programs (quality and availability)
    b) Reputation of the university
    c) Size – both of the institution and class size
    d) Cost – both tuition and living costs, as well as scholarships

    Maritime Market Overview
Survey of Maritime university students 2005 (728 students interviewed)
•   Unaided top of mind awareness was highest for UNB in NB (38%);
    but significantly lower in NS (2%) and PEI (9%). Aided awareness of
    UNB is almost 100% from all respondents, similar to DAL and Mount
•   Overall, the majority of respondents rated UNB favourably from all
    markets (79% NB, 61% NS, 67% PEI). NB respondents were more
    likely to rate UNB favourably on every factor, rather than NS and PEI
    respondents. This can primarily be attributed to higher awareness, as
    NS and PEI respondents were much more likely to respond “don‟t
•   There were no major negative impressions of UNB among
    respondents that could inhibit an increase in market share strategy.
    The number of “don‟t know” responses provided by respondents,
    particularly from NS and PEI imply awareness issues versus image
•   UNB was mostly seen as favourable based on location, quality
    programs, and overall reputation.

          Other Market Trends
•   Dominant use of the web among this age group
    - Almost all students are using the web as a primary information tool
    for university research/planning.
    - Students are also on-line for other information and entertainment
    making it a prime way to reach this market.
    - Top two on-line activities are e-mail and instant messaging, other
    popular activities include gaming and downloading music.

•   Preference for “personalized” and “interactive” recruitment
    - Students across research reports indicate a preference for one-on-
    one treatment and personalized approach to recruitment (not being
    treated like a number, face-to-face recruiting, campus tours, etc.).

•   Increase in marketing and recruitment by universities
    - Universities in general have become more sophisticated in their
    approach to marketing and have increased their marketing and
    recruitment activities as a result.
    - Also, more keen on university branding and image building

          Other Market Trends
•   Tuition freezes or decline in more expensive markets
    - Federal government is committed to reducing tuition in high cost
    markets like NS and ON.
    - Potential tuition freeze in NS.

•   High school population projected to decline in the Maritimes
    - 18% projected decrease in NB in next 10 years
    - 27% projected decrease in NS in next 10 years
    - 23% projected decrease in PEI in next 10 years

•   New prospects are “millennial students”
    - technologically advanced
    - focus on teamwork, achievement, believe in modesty
    - highly competitive, yet cooperative
    - resume builders, more serious
    - look for the quick fix and instant gratification
    - smart is „cool‟ and realize they must work hard to get ahead
    - have ”helicopter parents”; hover and then descend as needed

           Other Market Trends

•   NB government offering tuition rebate
    - In 2005 the NB government announced a tuition rebate of up to
    $10,000 for students who choose to live and work in NB after
    - This program is applicable to any university, not just NB universities.

•   Increased government emphasis on post-secondary education
    - Governments at both the provincial and federal levels have
    identified education as a critical component of economic
    - Within New Brunswick education has been identified through the
    Quality Learning Agenda as a critical component of development.

          Other Market Trends

•   UNB Fundraising Campaign
    - $80 million being raised for UNB scholarships, a new Health and
    Wellness Centre and other initiatives.

•   UNB upgrades
    - UNB is currently undergoing some facility upgrades including a new

SWOT Analysis

          Top Three Strengths
1.   “Size” of the institution.
       UNB has the ability to sell itself as offering the benefits of being
       both large and small. Large in terms of program offerings,
       research done on campus, number of total students and facilities.
       Small in terms of personalized approach (not a number), low class
       size and direct contact with faculty and researchers. This has
       chosen to be this size in order to provide students with an optimal
       campus size.

2.   Tuition costs.
       UNB has approximately 15% lower tuition compared to other
       universities in Nova Scotia (25% lower than DAL science program
       tuition) and is comparable to tuition rates offered by Ontario schools.

3.   Tools to build a strong reputation.
       UNB does not currently have a strong reputation outside NB,
       primarily due to lack of awareness. However, the university does
       have the tools to build a solid reputation including quality programs,
       leading research and researchers, small class size, etc.

                Other Strengths
1.   Location of the campus
      For New Brunswick students, UNB is located in their province, closer
      to home. For students from other provinces, UNB offers a small
      campus environment, a gated community in a small, safe and pretty
      city, and a clean and beautiful campus (ivy covered buildings, trees,

2.   Cost of living.
      The cost of living in Fredericton is lower than most major cities in
      Canada include Toronto, Montreal and Halifax. As a result, this
      positively impacts the overall total cost of attending university over a
      four-five year period compared to schools located in big cities.

3.   Provincial tuition rebate program.
       The provincial government is offering a tuition rebate for students,
       who decide to live and work in NB following graduation. This
       program can potentially offset 50% of tuition costs for an
       undergraduate degree program at UNB. (Note: this offer is not
       exclusive to UNB students).

        Top Three Weaknesses
1.   Low awareness.
      UNB suffers from very low awareness outside of NB. Within the
      Maritimes, there is strong name recognition for UNB, however, low
      awareness about specific programs and university features. Outside
      of the Maritimes UNB awareness is very low. Within NB, awareness
      would be the strongest.

2.   Integration of the recruitment process on-campus.
       The Office of Student Recruitment only controls a small portion of
       the client service chain at UNB. Recruitment must rely on the
       registrars office, individual faculties, and the scholarship office to
       provide potential/new student services in a timely, professional and
       personalized manner. This level of contact can influence conversion
       from application to enrollment.

3.   Low recruitment marketing budget
      UNB has a limited marketing budget that has not had any significant
      increases in the past five years. As a result, this limits UNB‟s ability
      to build awareness and target students from new markets.

              Other Weaknesses
1.   Web site
      The web is one of the top used resource by students researching
      universities. While the UNB web site is sufficient in terms of
      providing information for students it does not create a differentiated
      image for UNB from the site, nor does it include interactive and
      innovative features to draw students into learning more about UNB
      (ex. Personalized campus tours on-line).

2.   Scholarships and other financial incentives.
      Overall, UNB is competitive in terms of scholarships compared to
      other universities. However, with other schools offering top heavy
      scholarship that provide the appearance of larger scholarships,
      offering other incentives (ex. Acadia‟s laptop advantage) and
      offering scholarships to transfer students, UNB could appear to be

3.   Ability to get students out to recruitment events
      Recruiters for UNB had reported difficulty getting potential students
      out to events. Given the importance of personal contact and sales
      for students, increasing attendance for these events is critical.

       Top Three Opportunities
1.   Increase enrollment from the Maritimes.
       In the short-term, the best opportunity for UNB is to maximize
       enrollment within the Maritimes. This market is closer to UNB
       (plays a strong role in university selection), is more aware of UNB
       and is cheaper to reach in a mass recruitment effort.

2.   Target transfer students from specific schools.
       As UNB‟s capacity is set for the short-term, increases in first-year
       enrollment is limited by that number. As a result, the next
       opportunity for growth is to maintain that capacity number in years
       two through to four by attracting transfer students to offset the
       drop-off of students from first year (leave university, transfer out,

3.   Improve customer service throughout the service chain.
       Increase in customer services can impact the conversion rate from
       application to enrollment at UNB (speed of service, personalized
       service, etc.).

            Other Opportunities
1.   Coordination with other UNB marketing efforts.
      As awareness and reputation plays such a significant role in
      university choice, all marketing efforts for UNB can have the ability
      to impact recruitment. As a result, recruitment could coordinate
      with other marketing efforts (ex. Advocacy program) to integrate
      markets, timing and some appropriate messaging.

2.   Implement more personalized student recruitment tactics
       Students have consistently identified personalized and interactive
       recruitment tools as the most effective tools for university
       selection. As a result, strong one-on-one tactics such as campus
       tours could positively impact university choice. This approach
       could also be applied to the web and web tactics to engage
       students in more interactive and personalized ways.

3.   Program partnerships.
       As marketing dollars are limited for recruitment, potential corporate
       and faculty partnerships could provide an opportunity to increase
       exposure, target specific market segments or increase marketing

              Top Three Threats

1.   Declining market in the Maritimes.
      The number of university aged students is expected to decline
      significantly across the Maritimes over the next ten years. This is
      particularly concerning in NB, where UNB captures the majority of
      university bound students. As a result, in order to maintain
      enrollment in the long-term UNB will need to either attract a higher
      percentage of Maritime students or recruit from new markets.

2.   Increasing competition.
       Over the past several years there has been a marked increase in
       the marketing efforts from other schools, particularly Maritime
       schools. As these schools are all competing for the same pool of
       students, this means that UNB has to be more effective or efficient
       in its recruitment efforts without having increased spending. DAL,
       one of UNB‟s main competitors in the region is reporting enrollment
       increases (up 24% since 2000).

             Top Three Threats

3.   Tuition changes within the Maritimes.
       UNB currently has a tuition advantage in the region, particularly
       compared to NS schools. Freezes or reductions in NS tuition
       could potentially erode that advantage, especially if coupled by
       any tuition increases at UNB.

                    Other Threats

1.   Decreased funding for recruitment/marketing activities.
       Any decrease in funding to UNB that results in a decrease in
       available funds for recruitment/marketing will have a direct impact
       on the ability to recruit students and maintain/increase enrollment
       numbers. It will also further add to awareness/ reputation issues
       in key markets.

2.   Potential for increases to be realized by other divisions.
       Efforts to build awareness through mass media or other mediums
       will not only benefit UNB Fredericton, but also UNB SJ and CEL
       degree offerings. While this is good to benefit UNB overall, UNB
       Fredericton could potentially incur the cost of assisting recruitment
       efforts that do not impact objective numbers for the Office of
       Student Recruitment.

Market Analysis

                Markets Available

 Market                   Description                       Entry

New Brunswick   • Have high awareness of UNB,        • Strongest market for
high school       strong reputation (seen as THE       UNB, however,
students          university in NB).                   population projected to
                • Ability to live at home for          decline in the long-
(represents       Fredericton area; close to           term.
75% of total      home for other markets.            • Lower cost to recruit
first year      • More likely to have a family         than in other markets.
enrolment)        member, friend or teacher as       • UNB already one of
                  an alumni that can directly          the top considerations.
                  inform them about UNB.             • Ability to strongly use
                • UNB usually on the top three         UNB alumni to support
                  schools considered; likely to be     efforts.
                  ranked number one.                 • Market most likely to
                • Also impacted by other UNB           be effected by
                  marketing in-province                government tuition
                  (Advocacy, D&DR, CEL, etc.)          rebate.

                  Markets Available

 Market                    Description                      Entry

Nova Scotia     • Very high recognition of UNB.      • Second largest market
and PEI high    • Low awareness, as a result           for UNB, however,
school students   UNB low on the consideration         population also
                  list.                                declining in this
(represents     • UNB less likely to be on the top     market.
13% of first      three consideration list in this   • UNB has lower tuition
year enrolment)   market, and not very likely to       than NS schools.
                  be ranked at the top choice.       • Relatively cost efficient
                • Concerned with program               to reach.
                  availability and reputation of
                  the school when selecting.
                • Tend to choose a Maritime
                • UNB has not aggressively
                  targeted this market in the

                  Markets Available

 Market                     Description                      Entry

Ontario high      • Have low awareness of UNB.        • Very large market
school students   • Have a large number of options      (largest market in
                    available to them in their own      Canada).
(represents 5%      province.                         • Highly competitive
of first year     • UNB not likely to be on the         market.
enrolment)          consideration list.               • UNB is cost
                  • More likely to go to DAL in the     competitive to local
                    east than UNB.                      schools.
                  • UNB has done some                 • High cost to recruit/
                    recruitment activity in this        market compared to
                    market, largely related to the      Maritime markets.
                    2003 double cohort.

                  Markets Available

 Market                    Description                     Entry

Western high      • Have low awareness of UNB.       • Large market, growing
school students   • Located far away from UNB          population.
(Alberta, BC)       (farther from home, added cost   • Highly competitive
                    of travel).                        market for outside
(represents 1%    • UNB not likely to be on the        region (Ontario,
of first year       consideration list.                Quebec and eastern
enrolment)        • UNB tuition comparable to          schools).
                    Western schools.                 • UNB is cost
                  • Some areas have high               competitive to local
                    proportions of expatriate          schools (but not
                    NBers/ UNB alumni.                 necessarily cheaper).
                  • Some limited activity in this    • High cost to recruit/
                    market in partnership with         market to compared to
                    AARAO.                             Maritime markets.

              Markets Available

 Market                 Description                      Entry

New England   • No awareness of UNB; limited       • Very large market.
high school     awareness of Canada/               • Highly competitive
students        Canadian schools.                    market; no awareness
              • Large number of quality              for UNB.
                options available at home.         • UNB is significantly
              • Very high cost for tuition in US     cheaper than major
                schools.                             US schools (also
              • Limited numbers of alumni in         added cost of
                this marketplace.                    exchange rate).
              • Do have the ability to reach       • High cost to recruit/
                high school students directly in     market to compared to
                this marketplace (no limited on      Maritime markets.
                name rentals in the US for high
                school students).

                 Markets Available
 Market                    Description                       Entry

Transfer         • Already attending university at    • Very targeted
students from      another institution.                 approach required –
other Maritime   • Have experience in university.       specific universities,
universities     • Looking to make a change to          specific programs,
                   be closer to home, moving on         specific transfer credit
(represents        from an introduction program,        info, etc.
about 25% of       want to be better positioned for   • Specific targets need
all new            graduate programs, or looking        to be identified in
students)          to enter a professional              order to reach the
                   school/program.                      market effectively.
                 • Tends to be more program/          • Relatively cost efficient
                   school specific.                     to reach.
                 • UNB likely to be on the            • Impacts the
                   consideration list for certain       maintenance of year
                   programs (ex. Engineering)           2-4 numbers.
                   among Maritime transfers.          • Can also impact
                                                        graduate recruitment.

       Markets Prioritization

Critical markets for UNB enrollment:

•    New Brunswick high school students.

•    NS/PEI high school students.

•    Maritime transfer students.

Other UNB potential enrollment markets:

4.   Ontario high school students.

5.   Western Canada high school students.

6.   New England high school students.

Communications Plan


1.   Achieve 3,000 applications from all markets.
2.   Increase applications from Maritime markets by 500.
3.   Maintain current overall FT undergraduate enrollment of 7,155.
4.   Maintain first-year intake enrollment of 1,200-1,300 students.
5.   Achieve a transfer enrollment of 500.
6.   Achieve top three consideration for UNB for at least 20% of NS
     students and 35% of PEI students.
7.   Achieve first choice consideration for UNB for at least 50% of NB
8.   Increase overall top of mind awareness in the Maritimes.

              Target Markets

Primary markets:
•   New Brunswick high school students
•   NS/PEI high school students
•   Maritime transfer students

Secondary markets:
•   Ontario high school students
•   Western Canada high school students

Long-term developmental:
•   New England high school students


The University of New Brunswick is a national university,
offering quality programs at a competitive cost.
UNB Fredericton offers the “right balance” of large
university advantages of a broad base of program
offerings and leading research, provided through the
personalized approach of a small campus environment.

    Support for the Positioning

•   National university – UNB is one of only two comprehensive
    universities in Atlantic Canada and ranked one of the top ten
    comprehensive universities in Canada.
•   Quality programs – UNB offers a diversity of programming options
    for students, including a number of professional programs
    (engineering, education, nursing, law, commerce), that are taught by
    qualified educators. Faculties have availability to accept addition
•   Competitive cost – UNB tuition is competitive nationally, and lower
    compared to NS. Enhancing the cost advantage is a low cost of living
    in Fredericton and potential for tuition rebate upon graduation.
•   Right balance – UNB is not focused on being the biggest, but
    growing the university to provide more opportunities for students and
    researchers, while maintaining its overall size and commitments to
    students and faculty.

    Support for the Positioning

•   Large university advantages - UNB has a diversity of program
    options with several areas of expertise. The university offers quality
    and renowned faculty, significant on-campus research, and large
    university facilities.
•   Personalized approach – UNB takes a one-on-one approach not
    only to recruitment facilitation but also to the ongoing service and
    education of its students. This includes faculty and student contact,
    low class sizes and a “not a number” approach.
•   Small campus environment – UNB offers a small campus lifestyle,
    located in a small, pretty and safe city. The campus is a self
    contained community with a high percentage of students living on

               Tone and Character

•   Personal
•   Friendly
•   Professional
•   Reputable
•   High end
•   Available (in terms of program availability)
•   Interactive
•   Accessible

     Communications Strategy
Tier I Communications
•   UNB overall messaging.
•   Promoting the university as a whole.
•   Exposure given to all programs and faculties.
•   More mass media approach and for high penetration market.

Tier II Communications
•   Faculty or program specific messaging.
•   Promoting specific areas of the university and their strengths (creating
    a halo effect over the entire university).
•   Ideally, in partnership with faculties.
•   More direct marketing approach and for low penetration markets and
    for very low/no awareness market.

    Communications Strategy

Secondary Markets:
•   Target secondary markets in Ontario and Western Canada through
    partnership activities with other Maritimes schools or through large
    format fairs.
•   Integrate UNB messaging in secondary markets based on a
    combination of overall UNB overall image messaging and
    program/faculty specific benefits messaging (very targeted to high
    school students).

Development Markets:
•   If additional recruitment funds are available, test the New England
    market to determine potential response using very direct-to-student
    messaging, focusing on a world-class program.

            Messaging Strategy

     UNB Overall image                                 Program specific
        messaging                                         messaging

PRIMARY             Maritime high              Maritime transfer
                    school market               student market

                                      Ontario and
                                     Western high
                                    school students

                                                      New England high
DEVELOPMENTAL                                          school students

               Tactical Strategy

Primary Markets:
•   Implement high image messaging in the Maritimes through television.
•   Complement with direct-to-student recruitment tactics at high
    schools and towns in NS, NB and PEI (see Appendix A: Recruitment
•   Integrate more “personalized” tactics and more contact with UNB (ex.
    Campus tours from key schools to UNB).
•   Identify high target transfer schools or programs in the Maritimes
    and directly recruit at those schools with direct, personalized tactics.

               Tactical Strategy

Secondary Markets:
•   Recruitment fairs in select cities in the secondary markets (those
    with high impact from past experience and in partnership with
•   Undertake a national web-based programs that is executed in two
    waves: UNB image and second program specific (ideally in
    partnership with a faculty).
•   Alumni reception in specific cities.

Developmental Markets:
•   Seek out funding for a partnership specific direct mail into the New
    England market as a test tactic.

               Tactical Strategy

All Markets:
•   Update 2005 recruitment publications with new positioning approach.
    Undertake a complete revamp of publications look and content for
•   Develop a new recruitment web site for 2006 with a focus on updating
    for the Maritime market first, then secondary and developmental.
•   Solicit partnership dollars on three levels for 2006:
       –   product placement partners messaging in publications and
           other recruitment tactics.
       –   joint communications programs with corporate partners in the
       –   faculty sponsors program specific messaging integrated into
           existing messaging.

Tactical Plan

             Tactics: Maritimes

•   Production of a high impact 30-second image spot for UNB, for air in
    the Maritime market.
•   Four weeks of television, approximately 250 GRPs per week.
•   Last week of January into February timeframe for in-market.

              Tactics: Maritimes

Direct-to-student recruitment tactics
•   AARAO recruitment fairs (See Appendix B: AARAO Fairs).
•   Independent school visits to Maritime high schools (See Appendix C:
    School Visits). Ensure presentations to students are interactive and
    incentivized (ex. Chance to win an ipod by attending recruitment
    session). Potential to have a corporate partner for this tactic to provide
    incentives (ex. IBM could provide computers as giveaways) for 2006.
•   Partner with the New Brunswick government to deliver a program in
    NB schools aimed at those “undecided about attending university” in
    general. Use the session to sell university overall and the importance
    of post-secondary education. Secondarily, sell how UNB is the best
    choice/experience. Opportunity to pickup a potential market that has
    the potential and admission requirements for university, but have not
    yet chosen to attend. Potential for provincial government funding for
    this tactic based on a sell of overall post-secondary education.

             Tactics: Maritimes

Direct-to-student recruitment tactics
•   Execute evening events in larger centers (ex. Halifax, Charlottetown,
    Moncton, Truro) for parents and students. Use alumni and current
    students at the event to mingle and deliver the UNB experience.
    Potentially, integrate an admissions-on-the-spot kiosk/booth.
    Opportunity to have a corporate sponsor for these events as well (ex.
    Aliant-UNB receptions).
•   Alumni/student information receptions in major centers.
•   Admission on the spot in select New Brunswick centers and Ottawa
    (See Appendix D: Admission on the Spot)

             Tactics: Maritimes

Personalized student tactics
•   Enhance personalized communication tactics (See Appendix E:
    Personalized Communication), for example HTML format of e-mails,
    push campus tours in all communions, e-mail of next steps in the
    process between application and confirmation, etc.
•   Implement a series of UNB sponsored campus tours for key NB
    areas, plus Charlottetown and one NS market (ex. Truro). Day only
    trips returning in the evening. Potentially have current students for
    every one-two touring students. Opportunity to have these tours
    branded as part of a corporate partnership (ex. Bank of Montreal
    campus tour series) for 2006.

              Tactics: Maritimes

Identify high target transfer prospects
•   Develop a list of schools that offer high potentials for transfer into UNB
    with a focus on:
    - schools offering only 1-2 years of a program
    - schools not offering programs that are in demand
    - schools with front loaded scholarships that are not easily maintained
    at high cost schools
•   Adopt a one-on-one communications program for those schools
    a) direct recruiter contact
    b) series of ads in student newspapers

•   Focus on one or two faculties for 2005 season (Engineering,
    Forestry), and add others in 2006 and beyond.
•   Add a special section for transfer students to the web site.

    Tactics: Ontario and Western
Recruitment fairs
•    AARAO partnered fairs.
•    Other recruitment fairs that have proven successful in the past
     (Student Life Expo).
•    Calgary, Edmundton and Fort MacMurrary receptions.

Web-based program
•    On-line advertising program targeting potential students.
•    Run four weeks of general UNB image messaging; following by four
     weeks of faculty sponsored messaging.
•    Incentivize click throughs with an offer to win.
•    Buy Ontario and Western geotargeted space on hotmail and
     messenger (high use by students), as well as some big box
     advertising on youth oriented web sites (ex. Much music).

          Tactics: New England

Test Direct Mail
•   Direct mail to students living in New England that fit target profile.
•   Build messaging based on program/faculty specific sell (world-class
•   Mailing of 25,000-30,000 pieces to test response in the marketplace.
•   Incentivize response rates through an on-line contest (tie-into other
    web based advertising prizing to eliminate multiple contests).

           Tactics: All Markets

Publications: Viewbook and Faculty Sheets
•   Update lure section for 2005 Viewbook to reflect new messaging
    direction. Undertake a complete revamp of the Viewbook messaging
    and look for 2006.
•   Integrate personalized student quote and experiences throughout the
    new 2006 Viewbook.
•   Update 2005 faculty sheets only. Revamp 2006 faculty sheets to
    deliver stronger program sell through the faculty sheets; why this
    program is better at UNB, student testimonials, research ongoing,
    faculty highlights, career options, etc.
•   Keep page format and structure of both pieces (university brochures
    are important information sources for students).
•   Implement some corporate product placements to potentially generate
    revenue from the publications for 2006.

           Tactics: All Markets
Web site
•   Complete an overhaul of the UNB web site for 2006 (start in 2005).
•   Complete a mini-web plan to guide the process and define the
    architecture with consideration given to:
    a) more interactive tools (ex. Virtual campus tour)
    b) stronger sell of programs
    c) section on “what alumni are doing now” – notable alumni, where
    grads have found jobs, testimonials from grads, etc.
    d) section for parents
    e) student blogs (ex. Blogs from a number of students with different
    profiles, from different markets, taking different programs, etc.)
    f) on-line campus tours (with an on-line interactive tour guide)
    g) search for students in your area (current students who have agreed
    to be contacted by prospective students)
    h) special section for transfer students
    i) take a „student approach‟ to information sharing. Take perspective
    students “inside” university walls.
    j) search engine optimization

            Tactics: All Markets

Partnership Proposals: Product Placement in Publications for 2006
•   Addition of product placements of corporate messaging in the
    Viewbook and faculty folders (ex. AIiant tips throughout the book that
    would merge UNB facts with information on Aliant such as: Aliant tip
    #1: Did you know that all residence rooms are equipped with high
    speed Internet access? Access is provided by Aliant, available to
    serve all your communications needs while at UNB.
•   These would not be paid ad space, but relevant and high profile
    exposure in key locations throughout the book (ex. Under the Campus
    living section may be a box on Bank of Montreal and their ability to
    provide banking to students while in the area).

           Tactics: All Markets

Partnership Proposals: Faculty Partnerships for 2006
•   Approach faculties with strong programs (ex. Engineering) to cost
    share program specific messaging (ex. Second flight of web
•   If the faculty has resources to apply, unique “faculty specific
    campaigns” could emerge in some markets with expanded tactics
    promoting the faculty. (ex. Engineering campaign in the secondary

           Tactics: All Markets

Partnership Proposals: Other Campus Partnership Proposals
•   Athletics, Awards, Admissions, Campus Bookstore.
•   Tactics to be accomplished through EMC Recruitment.

            Tactics: All Markets

Partnership Proposals: Corporate Partnerships for 2006
•   Approach several “blue chip” corporate partners that could potentially
    increase exposure for recruitment activities.
•   This could include sponsorship of recruitment events (ex. Campus
    tour series, Maritime receptions) or joint tactics that increase exposure
    for UNB at no additional cost (ex. Bill stuffer/on-line bill link with NB
    Power or Aliant).

Other Considerations


•   On-campus focus groups mid-winter of first year UNB students and
    first year transfer students to gain more insight on the selection
    process from those that chose and are now experiencing UNB.
•   Implement customer service research among current UNB students to
    test satisfaction level with the effeciency, effectiveness and
    personalization of the service chain at UNB (from initial contact to
    enrollment). Conduct as an on-line survey to students with UNB web
    addresses (incentive response through giveaways ex. Ipods).
•   Repeat 2005 Maritime research in three years to test performance and
    improvements in the Maritime marketplace.
•   Add to any Advocacy research undertaken for 2004 some
    image/reputation questions that are applicable to recruitment
    activities. More efficient to add questions to an existing piece of

          Customer Service
•   Attempt to facilitate further integration of recruitment services to ensure
    quality service for prospective students. Focus should be on:
    a) Speed of service/response – need to be first in the door.
    b) Quality of services/response – knowledge level, errors, etc.
    c) Personalization of services – not a number.
    d) Proactive contact – reaching out to students versus waiting for the
    call (part of communication process).

    Recruitment Integration

•   Investigate the possibilities to integrating all recruitment functions for the
    university for effectiveness and efficiency:
    a) Fredericton campus
    b) International
    c) Faculty
    d) College of Extended Learning
    e) Graduate studies

          Reputation Building

•   As reputation effects the university as a whole, a reputation building
    marketing program would benefit all aspects of the university (image,
    research partners, advocacy, fundraising, etc.).
•   Consideration should be given to executing an image building program
    in key markets. This could be cost shared across offices/divisions or
    additionally funded.
•   In addition, consideration should be given for any other reputation
    building messaging conducted by other office/division to ensure
    coverage in key recruitment markets (i.e. public relations).