Advancement Framework Planning€¦ · Advancement Framework Planning . ... experience, resulting...

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Advancement Framework Planning Monthly Progress Review Meeting Summary May 9, 2012

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Advancement Framework

Planning

Monthly Progress Review

Meeting Summary

May 9, 2012

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Agenda

Brand Development Understand implications for positioning, personality, differentiation and messaging

Organizational Alignment Update on process

Key findings from expert interviews

Discussion Topics Identify issues that need greater discussion outside the scope of this project

Quantitative Follow-ups Additional engagement vs. giving analysis

Project Next Steps Align on immediate next steps for June

Review proposed agenda for Board Meeting in June

2

90 mins

60 mins

45 mins

15 mins

30 mins

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BRAND DEVELOPMENT POSITIONING RECOMMENDATIONS

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TABLE OF CONTENTS

WHERE WE ARE IN THE PROCESS

AN OVERVIEW OF OUR BRANDING APPROACH

OHIO STATE UNIVERSITY BRAND EQUITY REVIEW

• FUNCTIONAL EQUITIES

• EMOTIONAL EQUITIES

• META-THEMES

POSITIONING RATIONALE

BRAND IDENTITY PLATFORMS

• BRAND BLUEPRINT

• PERSONALITY GUIDELINES

NEXT STEPS

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Where We Are In the Process

PHASE 2

DEVELOP

BRAND

RECOMMENDATION

We are at the tipping point between analysis and execution • We have gained a deep understanding of Ohio State, its assets and

equities, and the needs, desires and associations of its multiple stakeholders

• We have heard the vision of its leadership • We are ready to articulate a structured Brand Identity

• This will build cohesion and clarity around what Ohio State stands for, and what makes it distinctive

• It will ground and guide all future Advancement activity, be it marketing, messaging or engagement

Our focus has remained at the “enterprise” level of The Ohio State University • Defining the highest truths and attributes that will naturally and

powerfully unite all parts of the University • This allows—even facilitates—each part of the University extending

this brand definition to form a more powerful yet differentiated position within its own competitive set

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Goals of Today‟s Presentation

PHASE 2

DEVELOP

BRAND

RECOMMENDATION

Branding is a collaborative exercise • Today is designed as a directed discussion Alignment is critical before final decisions • Assumptions • Building blocks • Approach • Solutions We’ve explored and articulated multiple brand “areas” to ensure • No ideas are unaccounted for • Pros and cons of different approaches are “felt” as well as understood • Consensus can emerge around the most powerful area(s) for all

stakeholders and goals of Ohio State

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2

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An Overview of Our Branding Approach

Brand Identity Platforms

5 positioning directions, based on our strategic

rationales, that can drive a group discussion on the

most compelling brand identity for Ohio State

Positioning Rationale

A strategic framework for determining the range of

places in which The Ohio State University’s brand can

credibly play

Brand Equity Review

A broad, execution-agnostic survey of the distinct

functional and emotional features of The Ohio State

University

Final Brand Identity and Personality

A fully-formed brand identity, determined in

collaboration with key stakeholders, with associated

enterprise equity statement, functional/emotional

benefits, and personality guidelines

1

4

This is a sequential process -- building from an understanding of what makes The Ohio State

University distinct, to a compelling and galvanizing brand identity that can become a unifying

beacon across the University’s many divisions

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3

4

8

An Overview of Our Branding Approach

Brand Identity Platforms

4-5 positioning directions, based on our strategic

rationales, that can drive a group discussion on the

most compelling brand identity for Ohio State

Positioning Rationale

A strategic framework for determining the range of

places in which The Ohio State University’s brand can

credibly play

Brand Equity Review

A broad, execution-agnostic survey of the distinct

functional and emotional features of The Ohio State

University

Final Brand Identity and Personality

A fully-formed brand identity, determined in

collaboration with key stakeholders, with associated

enterprise equity statement, functional/emotional

benefits, and personality guidelines

This is a sequential process -- building from an understanding of what makes The Ohio State

University distinct, to a compelling and galvanizing brand identity that can become a guiding-

star across the University’s many divisions

1

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BRAND EQUITY REVIEW: FUNCTIONAL EQUITIES

• Scale • Contiguous Geography

• Breadth of programs

• Enrollment

• Land-Grant History and Tradition

• Heritage as Ohio’s Flagship University

• Extensive Alumni Network

• Athletics • National Ranking

• Media Presence

• World-class: • Professional Schools

• Cancer Center

• Research Funding

• Discovery Areas • Health and Wellbeing

• Energy and Environment

• Food Production & Security

• Tuition Value/Affordability

• Geographically Desirable Location 9

Ohio State‟s identity is rooted in a number of powerful functional attributes—including its history,

size, network, world-class athletics, research and facilities—all at an attractive price and location

1

Functional Equities were

collected from a range of

independent sources

EC

Discovery

P&G

Brainstorm

Brand Advisory

Group

Fisher School

Study

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BRAND EQUITY REVIEW: EMOTIONAL EQUITIES

• Midwestern Attitudes and Values • Honesty and Integrity

• Unpretentious, Understated, Humble

• Down-to-Earth, Practical, Pragmatic

• Plain-spoken, Human

• Ambitious, Optimistic, and Can-Do

• Earned, not Entitled

• Venerated History as a Pillar of Ohio

• Accessible and Achievable

• Big and Bold • Proud but not Arrogant

• Spirited

• A Training and Proving-Ground for Real Life

• An Up-and-Coming University • A Place With Opportunities for Everyone

• A Lifelong Badge of Distinction

• A Community that Values Civic Responsibility

• A Community that Values the Act of Giving Back

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Ohio State‟s rich emotional territory lies at the intersection of its values, heritage and singular

experience, resulting in lasting personal and societal impact

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Emotional Equities were

collected from a range of

independent sources

EC

Discovery

P&G

Brainstorm

Brand Advisory

Group

Fisher School

Study

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BRAND EQUITY REVIEW: META-THEMES

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Our brand review builds on the „potential brand value areas‟ surfaced in our discovery phase,

defining the highest-order functional and emotional story that only Ohio State can tell

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SPORTS

Connection

Collective Experience

Part of Something Bigger

EDUCATION

Applied

Entrepreneurial

REAL WORLD PREP

Mastery

Independence

Self Made

COMMUNITY

Discovery

Perspective

Family

FUNCTIONAL META-THEMES

• High-Quality, Accessible Education

• A Highly Relevant & Competitive University

• Extraordinary Value for Money

• The Quintessential “Big College”

Experience

EMOTIONAL META-THEMES

• A Unique Set of American/Ohioan Values

• An Open-Door to a More Fulfilling Future

• An Experience that Stays with You Always

• A “Sizeable” Advantage

Size, Land-Grant History and Tradition, Heritage as Ohio’s Flagship University, Extensive Alumni Network, Athletics, Highly Ranked Professional Schools, Best-in-Class Cancer Center, Best-in-Class Research Funding, Best-in-Class Discovery Areas, Tuition Value/Affordability, Geographically Desirable Location

Midwestern Attitudes and Values, Venerated History as a Pillar of Ohio, Big and Bold, An Up-and-Coming University, A Place With Opportunities for Everyone, A Lifelong Badge of Distinction, A Training and Proving-Ground for Real Life, A Community that Values of Civic Responsibility, A Community that Values the Act of Giving Back, Accessible and Achievable

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3

4

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An Overview of Our Branding Approach

Brand Identity Platforms

4-5 positioning directions, based on our strategic

rationales, that can drive a group discussion on the

most compelling brand identity for Ohio State

Brand Equity Review

A broad, execution-agnostic survey of the distinct

functional and emotional features of The Ohio State

University

Final Brand Identity and Personality

A fully-formed brand identity, determined in

collaboration with key stakeholders, with associated

enterprise equity statement, functional/emotional

benefits, and personality guidelines

This is a sequential process -- building from an understanding of what makes The Ohio State

University distinct, to a compelling and galvanizing brand identity that can become a guiding-

star across the University’s many divisions

Positioning Rationale

A strategic framework for determining the range of

places in which The Ohio State University’s brand can

credibly play

2

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POSITIONING RATIONALE: THE BRANDING SPECTRUM

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Brands are built by emphasizing different types of propositions, depending on the brand‟s strengths

and weaknesses; some are tangible and concrete, while others are abstract and emotional

2 N

AR

RO

W

BR

OA

D

ATTRIBUTE BENEFIT VALUES ROLE TERRITORY

Brands that are

defined by a

functional attribute

of the product or

service

Brands that are

defined by the

benefit that a

product or service

provides to its

consumer

Brands that are

defined by a set of

core beliefs, a strong

ethos, or a point of

view on its role in

the world

Brands that are

defined by the

emotional role it

fulfills in consumers‟

lives or in the world

Brands that are

defined by the

territory or space they

occupy, either

physical, emotional,

or somewhere in-

between

Tylenol is defined

by the dimensions

of its pain-relieving

properties

Ex:

FedEx is defined by

the speed and

reliability of its

shipping

Ex:

Nike is defined by

its belief that

anyone can unlock

their athletic

potential

Ex:

Google is defined by

its efforts to make

all information

searchable

Ex:

Disney World is defined

by its presence in

Orlando and its identity

as the ―Magic

Kingdom‖

Ex:

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POSITIONING RATIONALE: MAPPING OHIO STATE

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2 N

AR

RO

W

BR

OA

D

ATTRIBUTE BENEFIT VALUES ROLE TERRITORY

Ohio State has attributes that span all positioning categories. By mapping its attributes against this

framework, we can determine the strengths and weaknesses of each branding approach

• The ―Big School‖

Experience

• World-class in

Discovery Areas

• A Venerated

Land-Grant

University

• Highly-Ranked

• A Great Blend of

Academics and

Athletics

• Extensive

Resources

• Great Quality and

Great Value

• Affordable and

Accessible

• Extensive Alumni

Connections

• Qualifications for a

Lifetime

• Membership in

the Buckeye

Nation

• Opportunities for

Everyone

• Midwestern Values

on an International

Stage

• Lifelong

Achievement; Civic

Responsibility

• Big, Bold, but

Thoughtful

• Committed to

Research and

Academic

Excellence

• A Force for

Intellectual Good in

the World

• Committed to

Solving Real-World

Problems

• A Badge for Real-

World Success

• A Path to

Becoming Your

Best Self

• Education for Real

Life

• A Global

Worldchanger with

a Local Attitude

• An International

Ambassador for

the Midwestern

Way

• A Land-Grant for

the Future

• The Midwestern Ivy

• The Point of

Departure to Your

Future

• Boot-camp for a

More Fulfilled Life

• The Best of Ohio,

Internationally

Accessible

• The Nation of Ohio

State

• A School for Those

Who Want to Make

Their Own Path

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POSITIONING RATIONALE: MAPPING OHIO STATE

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2

Ohio State has attributes that span positioning categories; by mapping attributes against this

framework, we can determine the strengths and weaknesses of each branding approach

• The ―Big School‖

Experience

• World-class in

Discovery Areas

• A Venerated

Land-Grant

University

• Highly-Ranked

• A Great Blend of

Academics and

Athletics

• Extensive

Resources

• Great Quality and

Great Value

• Affordable and

Accessible

• Extensive Alumni

Connections

• Qualifications for a

Lifetime

• Membership in

the Buckeye

Nation

• Opportunities for

Everyone

• Midwestern Values

on an International

Stage

• Lifelong

Achievement; Civic

Responsibility

• Big, Bold, but

Thoughtful

• Committed to

Research and

Academic

Excellence

• A Force for

Intellectual Good in

the World

• Committed to

Solving Real-World

Problems

• Your Badge for

Real-World

Success

• A Path to

Becoming Your

Best Self

• Real Education for

Real Life

• A Global

Worldchanger with

a Local Attitude

• An International

Ambassador for

the Midwestern

Way

• A Land-Grant for

the Future

• The Midwestern Ivy

• The Port of

Departure to Your

Future

• Bootcamp for a

More Fulfilled Life

• The Best of Ohio,

Internationally

Accessible

• The Nation of Ohio

State

• The School for

Those Bold Enough

to Find Their Own

Way

An attribute-

focus, while

clear, misses

Ohio State’s

substantial

emotional

value

A benefit-

focus is

challenging

because it

inherently

limits the

breadth of

the brand’s

mandate

A values-

focus

captures

Ohio State’s

emotional

ideals, but

could fall

short of

conveying

the impact it

creates

A role-focus

combines

Ohio State’s

compelling

individual

proposition,

with its

substantial

impact on

the larger

world

A territory-

focus captures

the truth of

Ohio State as

an

environment

that drives

both personal

and

international

improvement

NA

RR

OW

B

RO

AD

ATTRIBUTE BENEFIT VALUES ROLE TERRITORY

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1

2

4

16

An Overview of Our Branding Approach

Brand Equity Review

A broad, execution-agnostic survey of the distinct

functional and emotional features of The Ohio State

University

Final Brand Identity and Personality

A fully-formed brand identity, determined in

collaboration with key stakeholders, with associated

enterprise equity statement, functional/emotional

benefits, and personality guidelines

This is a sequential process -- building from an understanding of what makes The Ohio State

University distinct, to a compelling and galvanizing brand identity that can become a guiding-

star across the University’s many divisions

Positioning Rationale

A strategic framework for determining the range of

places in which The Ohio State University’s brand can

credibly play

Brand Identity Platforms

4-5 positioning directions, based on our strategic

rationales, that can drive a group discussion on the

most compelling brand identity for Ohio State

3

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What Constitutes a Brand Identity Platform?

A Brand Identity Platform constitutes a fundamental proposition in which a brand’s visual

identity, marketing messages, and operational activities can all be rooted. At this stage in our

discussion, we consider it a ―Platform‖ because it is directional and used for comparative

evaluation, rather than an inflexible final decision.

THE CORE COMPONENTS OF A BRAND IDENTITY PLATFORM

3

BRAND CONVICTION/

PROMISE

A single statement that

captures the brand’s

highest aspiration – a

singularity of purpose that

all business units can

align around

BRAND MISSION

A high-level,

action-oriented

mandate

describing how

the brand will

make its vision

become real

PERSONALITY/

VALUES

A set of

characteristics

that express the

brand’s identity

in human,

personal terms

EMOTIONAL

EQUITIES The distinctive, discrete

emotional equities that

support the larger brand

FUNCTIONAL

RTBs* The distinctive, discrete

functional equities that

provide a ―reason to

believe‖ in the brand

* RTBs = Reasons to Believe

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3

1

2

Brand Identity Platforms

4-5 positioning directions, based on our strategic

rationales, that can drive a group discussion on the

most compelling brand identity for Ohio State

18

An Overview of Our Branding Approach

Brand Equity Review

A broad, execution-agnostic survey of the distinct

functional and emotional features of The Ohio State

University

Final Brand Identity and Personality

A fully-formed brand identity, determined in

collaboration with key stakeholders, with associated

enterprise equity statement, functional/emotional

benefits, and personality guidelines

This is a sequential process -- building from an understanding of what makes The Ohio State

University distinct, to a compelling and galvanizing brand identity that can become a guiding-

star across the University’s many divisions

Positioning Rationale

A strategic framework for determining the range of

places in which The Ohio State University’s brand can

credibly play

4

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3 The Final Destination: The Brand Blueprint

BRAND CONVICTION/PROMISE

EMOTIONAL EQUITIES

BRAND MISSION

PERSONALITY/VALUES

COMPETITIVE ENVIRONMENT The competitive and analogous

insights from the category that

indicate this brand identity as a clear

opportunity

CULTURAL CONTEXT The cultural opportunities and

factors that our brand identity taps

into

FUNCTIONAL RTBs

AUDIENCE INSIGHTS Points of resonance with our key

audiences and stakeholders that will

make this brand identity especially

compelling

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3 Still to Come: Illustrative Personality Guidelines

OHIO STATE IS…

Humble

Optimistic

Proud of Its Heritage

Proudly Midwestern

Straight-talking

Down-to-earth

Internationally-aware

Excited by Diversity and Difference

Concerned for the Wellbeing of Others

OHIO STATE IS NOT…

Boastful

Overconfident

Proud of Its Heritage

Midwestern Over All Other Values

Averse to Intellectual Debate

Unsophisticated

Only Focused on Ohio

Diverse for Diversity’s Sake

Concerned About Athletics First

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Are there pieces still missing?

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Discussion & Evaluation

Which do we ―feel‖ is closest?

Which accomplishes the largest number of our business goals?

Which can we not credibly commit to from an operational-standpoint?

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• Incorporate feedback

• Refine (as necessary)

• Explore alternatives (as necessary)

• Narrow final options (ideally 1 or 2)

• Syndicate

• Brand Advisory Group

• Board of Trustees

• Others?

• Evaluate

• Qualitative testing—positioning(s) and messaging

• Quantitative testing

• Next Steps

The Path Forward

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Divider

ORGANIZATIONAL ALIGNMENT PROCESS & CONTENT OVERVIEW

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Organizational Alignment Phase: Overview

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DISCOVER -- COMPLETE

IMPLEMENTATION PLAN* DEVELOP / DESIGN

Internal Data Gathering

− University Development

• Advancement Leadership Interviews

− Board of Trustees

− Alumni Association

− University Communications

•Interviews by unit

− Deans

− Advancement Resources

(development, communications,

alumni relations)

Best Practice Research

• Research

− Matrix organization

− Advancement models

• Expert interviews

− University Advancement leaders

− Advancement experts (e.g., CASE)

− Functional experts (fundraising,

alumni relations, communications)

− Innovative engagement and

fundraising models (e.g., non-

profits)

Roadmap for implementation

• Synthesis of improvement ideas

• Prioritize program execution

• Create phased approach (e.g., pilots)

Identification of the following:

• Project metrics

• Communication implications

• Resourcing implications

• Change management implications

1. Overall Strategy / Mission

• Articulate for Advancement organization

• By function: alumni relations, development,

communications

2. Organization Design

• Reporting lines

• Role profiles

• Service Offerings by function

3. Governance Structures

• RACI overview and decision mechanisms

• Functions provided by center

• Budget implications

4. Talent Implications

• Performance and leadership implications

• Skills and role requirements

• Resourcing implications (headcount)

5. Process Implications

• Assess critical process flows

• Data requirements and gaps

6. Culture / Mindset Management

• Identify gaps in motivation, values, opportunity, etc.

7. Measurement Framework

• Metrics to support Advancement goals (e.g., strategic,

operational, cultural)

QUICK WINS

Implement Now

High

Impact

Low

Impact

Low Cost /

Low Difficulty

High Cost /

High Difficulty

1

23

4

5

6

7

8

LONG RANGE

Develop Plan

CONSIDER

Weigh TradeoffsREJECT

No Action

* Implementation Plan would occur during Strategize Phase

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Progress Update: Taking a more engagement-driven approach ORGANIZATIONAL ALIGNMENT

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COMPLETED IN PROGRESS

Internal Data Gathering

• Completed over 70 interviews of internal Advancement

leadership and staff

• Organizational Charts

– Collection and creation of organizational charts for

Advancement-specific resources (headcounts, roles,

open positions)

• Process flows: Detailing key processes within the

organizations (based on expert interviews and best

practices)

Best Practice Research & Synthesis

• Completed 15 expert interviews (2 more scheduled)

• Research in best practice (e.g., media, academic)

• Synthesis of best practices gleaned from expert

interviews, organizational knowledge and research

Draft Overall Current Assessment

• Synthesis of our understanding of the organization’s

mission, structure and processes

• Articulate the opportunities and challenges, based on

internal feedback and best practices

Organizational Structure

• Draft top-level or structure in collaboration with HR

Leadership Team

• Key questions to address:

– What are the key leadership positions for the

Advancement organization, and how should they

report?

– What are key responsibilities for each role /

organizations?

– What are the key skills and attributes required by the

role?

Data Gathering

• Budgets: Collecting budgets for Advancement-related

functions

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Expert interviews on Advancement organizations SUMMARY OF KEY TAKEAWAYS FROM INTERVIEWS

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ADVANCEMENT

COMMUNICATIONS

DEVELOPMENT

ALUMNI

RELATIONS

• There is no ―right‖ Advancement model

• Organizations are only as good as their data

• Creating a shared services team has clear value

• Getting culture right has tangible benefits

• High development turnover is addressable

• Development metrics must foster long-term thinking

• Great donor experience is never an accident

• Alumni engagement is an asset unto itself

• Volunteers can extend the reach of limited staff

• ―Brand management‖ for universities is a unique concept

• Digital capabilities enable targeted outreach

• Central planning is key to elevating core themes

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DISCUSSION TOPICS STRATEGIC PRIORITIES

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Discussion Topic #1: Change Management ISSUES THAT ARE OUT OF SCOPE OF THE PROJECT, BUT ARE IMPORTANT TO SUCCESS OF OVERALL EFFORT

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Given the extent of changes that are

anticipated for both brand and organization,

change management will be critical to effective

execution. This includes:

• Internal communications strategy and

execution

• Faculty, student and staff engagement

strategies (especially around brand)

• Project Management Office (PMO)

• Detailed workplanning

• Measurement and benefits realization

• Training & education

Description

H • Identify external change management partner

• Identify internal resources

– Steering committee

– Project managers

Proposed Solution Steps

HIGH PRIORITY

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Discussion Topic #2: Brand Planning & Management ISSUES THAT ARE OUT OF SCOPE OF THE PROJECT, BUT ARE IMPORTANT TO SUCCESS OF OVERALL EFFORT

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• Identify a ―brand taskforce‖ (led by TBD brand

owner) to develop and execute on a strategic

plan for internal brand activation

• Develop on-going cadence of brand

management activities

Brand Planning &

Management

• Currently, there is no brand planning or

management function within the organization

• When a new brand is developed, it needs an

―owner‖ or a ―steward‖ that drives the

adoption and alignment of the brand

throughout the organization (units,

departments, functions) e.g.:

– Enrollment: How will the new brand be

incorporated into messaging and activities

used to attract students?

– Student Life: How will the brand be

expressed in students programs and

services?

– Communications: What does this mean for

website / publication content and visual

imagery?

• On-going, this role would also manage the

execution and measurement of the brand

attributes internally and externally.

Proposed Solution Steps Description

HIGH PRIORITY

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Discussion Topics #3: Discovery Areas ISSUES THAT ARE OUT OF SCOPE OF THE PROJECT, BUT ARE IMPORTANT TO SUCCESS OF OVERALL EFFORT

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• Define the potential set of opportunities

• Develop and prioritize initiatives that address

the selected opportunities

• Identify the resources and investments

required to effectively execute the initiatives

• Develop an implementation plan to rally

internal resources (e.g., research, product

development, commercialization, corporate

relations, development, communications) to

manage the execution and measurement of

the initiatives

• The Discovery Areas have not been widely

communicated, and not in any level of detail

• In order to execute, Ohio State needs to define

the opportunity:

– For each Discovery Area, what are the

differentiated opportunities that Ohio State

can pursue that support the new brand

positioning ?

– What are the whitespace opportunities

(e.g., areas where other institutions have

not staked a claim or where there is an

under-served)?

– Where Ohio State’s capabilities can make

the greatest difference to the results?

– What are the areas of greatest impact or

importance to key stakeholders?

Brand Planning &

Management Proposed Solution Steps Description

HIGH PRIORITY

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QUANTITATIVE ASSESSMENT ENGAGMENT VS. GIVING

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No Logo

Among alumni who have given to Ohio State, those who are engaged in 3 or more activities for Ohio State give more often, and give larger gifts than those who are not engaged.

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Null, or zero gifts NOT included in this analysis

Engagement activities are defined by Spring Segmentation Survey – excluding direct gift activities

$17,262

$2,100 Mean Lifetime Giving

$421

$222 Median Lifetime Giving

9

6 Median Number of Gifts

Among Alumni Who Have Given (49% of total)

■ Engaged (N = 282)

■ Not Engaged (N = 574)

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24.8

18.6

14.2 12

10.1

3.4

0

10

20

30

40

50

60

70

Mean Number of Lifetime Gifts

$465

$4,930

$6,718

$10,753

$17,471

$8,682

$0.00

$2,000.00

$4,000.00

$6,000.00

$8,000.00

$10,000.00

$12,000.00

$14,000.00

$16,000.00

$18,000.00

Not Engaged Engaged in 1+ Engaged in 2+ Engaged in 3+ Engaged in 4+ Engaged in 5+

Lifetime Giving and Number of Gifts

Mean Lifetime Giving

Both the mean number of gifts and mean lifetime giving go up with

increased levels of engagement

33 Null, or zero gifts ARE included in this analysis

Engagement activities are defined by Spring 2012 Segmentation Survey Data

Lifetime giving

average among all

alums = $3502

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NEXT STEPS

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Strategic Planning Overview BRAND ACTIVATION AND STRATEGIC MARKETING PLAN

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The goal of the strategic planning phase is to integrate the insights and analysis

performed thus far to deliver a brand activation and strategic marketing plan for

the Ohio State University.

OBJECTIVE

Brand and Marketing Activities Desired Outputs

MESSAGE TESTING Which messages are most effective at

mobilizing certain segments?

• Testing and confirmation of segment and messaging strategies

BRAND ACTIVATION

RECOMMENDATIONS How will Ohio State activate the new

brand identity across the university?

• Recommendations on how OSU brand umbrella positioning should

link to sub-brands

• Definition of a set of standards for brand expression, to be used

across the organization

STRATEGIC MARKETING PLAN How will Ohio State activate

Advancement marketing?

• Strategies and tactics for each prioritized segment

• Recommendations for overall media mix, based on target segment

and messaging

• Identification of measurement framework for each target segment

• Strategies for signature programs and effective alumni engagement

and fundraising

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Immediate Next Steps

Strategic Marketing Phase begins May 21

Brand Development

• Feedback from the Brand Advisory Group

• Narrow options for Framework Planning Committee’s final decision

Organizational Alignment Phase

• Completing final expert interviews, based on additions made by

Human Resources and suggestions from internal leadership

• Working with HR on gap analysis and organizational design

proposals

June Progress Review

• Brand Development: Confirmation of brand positioning proposals

• Organizational Alignment Review

– Org structure Proposals

– Draft Operating Model

• Scorecard: Align on the awareness and engagement objectives

June Board of Trustee Meeting

• General update (strategy and process)

• Brand positioning options

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