How to Stay on Top

Make Your Program EssentialLERN Annual Conference

Orlando, Florida2007

Since revenues are downWe’re looking to cut in Areas that don’t affectThe bottom line. We can’tSee where you’re contributingTo revenue growth.You do interesting

Stuff, but it’s not Essential

Five Success Strategies• Toot your own horn

– Develop a solid internal marketing plan and a positive program image

Promote your hidden assets– Outcomes Assessment– Economic Impact

• Become central to others’ success– Be a model of best practice

• Develop growth strategies– Analyze your performance ratios and act on

them

• Exercise Power

Toot Your Own HornThe Power of Internal Marketing

Internal Marketing Is

• Self-awareness

• Communication

• Education

• Persuasion

• Comprehensive

• Inclusive

IBUSA

• Identity

Five Phases of an Internal Marketing Campaign

Customers

Admin.&

Decision-Makers

Funding Funding SourcesSources

Gov. Gov. AgenciesAgencies

ResidentsResidents(voters)(voters)

Boards and

Committees

LegislatorsLegislators

YOU

• I. Assessment Phase/Identity– Identify stakeholders: employees, managers,

customers, others– Determine stakeholder attitudes and beliefs

about each other.– Determine stakeholder attitudes

toward the organization, the

department, your organization

Do An Internal SWOT Analysis

• Strengths

• Weaknesses

• Threats

• Opportunities

Determine Your Image

• Ask your staff

• Ask your customers

• Ask your bosses

• Ask others in your institution

What is Your Internal Image?

• Supports overall goals• Makes positive

contribution to the institution/community

• Helps generate support for the institution

• Fills important community need

• Is a drain on scarce resources

• Doesn’t do anything of substantial benefit

• Why should we support people who just set up programs in underwater basketweaving.

• Why should I support this organization. I’ll never use its services.

Elements of Your Identity

• Your Name

• Your Logo

• Your Slogan

• Mission

• Markets

• Products

• Marketing

Phase II. Create Your Internal Brand

• Mental Real Estate• Your Place in the Scheme of

Things

IBUSA

• Beliefs

Segment Your Internal Market• Central

administration• Your boss• The legislature• local government • Your program staff• Your customer-

facing staff• Staff in other

departments

Internal Marketing Checklist

• List all the benefits that anyone interacting with you will experience.

• Determine the two or three “hot buttons” or benefits that matter most to each group

IBUSA• Understanding

I know you’re always busy, but I don’t have a clue what you really do.

If I don’t understand your role, it can’t be very important.

Phase IV. Know What Makes Your Program Tick

• Key Formulas• Performance metrics• Operate from a basis of fact, not opinion

Communicate Communicate Communicate

• Link budgeting to planning

• Be clear about what you need to do your job

• Know what your program needs and where it is strong or weak

IBUSA

• Strategy

Phase IV. Develop Your Strategy

• Communication

• Behavioral

• Performance

Across all levels of the organization.

Map Your Communication Channels

• A review of communications activities and their effectiveness, including a mapping of communications channels, both formal and informal.

• Identify the links among customers, staff, marketing, management.

Identify Areas Where You Have Power

• Power of Expertise• Legitimate Power• Referent Power

Demonstrate Value(Power of Expertise)

• Be clear about how your program benefits the organization

• Foster an image as being expert in the external environment

Build Relationships(Referent Power)

• Learn the systems and make friends with critical managers and support staff.

• Build bridges and connections to every part of the organization.

Take Control in Some Areas(Legitimate Power)

• Become the “go-to” department for certain kinds of organizational needs

• Be the “keeper of the keys” to certain kinds of information and even physical access

• Authority is not given, it is taken

Be a Team Player• Express your mission

in terms of the overall organizational mission

• Get involved in organizational planning. Be part of the long range planning committee

• Don’t whine and complain.

IBUSA

•Action

Phase V. Communicate In Their Language

• Financial data

• Charts

• Graphs

• Participation Statistics

• Positive outcomes

Promote Your Hidden Assets

– Votes Earned– Cost Savings to business and industry– Income to local business– Increased job productivity– Fiscal benefit to local government– Jobs created– Personal income– Learning outcomes– Numbers Served– Feeder to other programs– Models Created– Positive PR & Public Relations– Social Capital

Hidden Asset #1

• People who take your classes are decision makers

According to a LERN survey, persons who participated in a community education programs voted in higher numbers and percentages for school district referenda than did other voters in their community. This means that community education programs can help school districts win referenda, and community education participants may be critical to winning those votes.

Hidden Asset #2: Your Program Influences Community Attitudes

• Total Universe of Respondents: 693

• % with no school-age children: 73%

• % more likely to support local funding initiatives: 58%

• Moorhead Community Education Adult Enrichment Programs, Moorhead, MN

Hidden Asset #3: Local Employers Benefit

• 35% of all participants “learned skills that help me at work”

• Of those taking work-related courses, 90.3% learned skills that were helpful at work

Hidden Asset #4: Your participants give back to the community

• More likely to be involved in community issues

• Improved quality of life: 91%– More involved in civic affairs– More likely to take leadership roles in the

community– Contribute to local tax base– Improved skills leads to increased

employment and local economic health

Hidden Asset #5: Your program generates business for others

• Community Services Program at Minneapolis Community College 4% enrolled for credit

• Rancho Santiago College: former CE students comprised 6% of the college credit enrollment and accounted for 24,658 course enrollments over 7 semesters

• Moorhead MN. Community Ed: 20% subsequently enrolled in credit classes in higher education institutions

Source: Eric Database

Hidden Asset #6: Publicity and Public Relations:

Creating Brand Awareness• Increase Community

Awareness• Increase Community

Relationship• Become part of the

institution’s brand identity

• Build positive relationships

Strategy: Evaluate Program Impact

• Identify key outcomes (3-4)– Improved work performance

• Identifier 1• Identifier 2• Identifier 3

Develop an Economic Impact Model

• For your community

• For your Institution

• For your department

The Multiplier Effect

Every dollar spent re-circulates in the community, thus increasing the actual impact of that dollar.

One Dollar Bill, Serial# L0885---8G Series: 2001

This bill has travelled 821 Miles in 2 Yrs, 115 Days, 14 Hrs, 15 Mins at an average of 0.97 Miles per day.

This list is in reverse-chronological order

Entry Time(Local Time of Zip)

Location, State/Province(Green=USA, Blue=Canada, Purple=International)

Travel Time(from previous entry)

Distance(Miles)*

AverageSpeed(MilesPer Day)

SendAnonemail

ViewUserProfile

Sep-26-05 09:36 AM                  River Falls, WI  209 Days, 20 Hrs, 27 Mins 568 2.7       

User's Note [Edit] Received in change in River Falls Wisconsin. Fair Condition.

Feb-28-05 12:08 PM                  Branson, MO  20 Days, 20 Hrs, 31 Mins 29 1.4          

User's Note school-lunch money, fair condition

Feb-07-05 03:36 PM                  Nixa, MO  315 Days, 17 Hrs, 9 Mins 83 0.26    

User's Note Received from a customer paying bill. Condition is pretty rough, wrinkled, fold lines, markded on.

Mar-28-04 10:27 PM                  Sunrise Beach, MO  299 Days, 4 Hrs, 7 Mins 141 0.47    

User's Note a friend gave it to me to find out where it has been. It has the website to track on it in red. good cond.

Jun-03-03 07:20 PM                  Kirksville, MO  Initial Entry n/a n/a                 

User's NotegbWas received from Bank of Kirksville.Will be spent as admission to view FINDING NEMO at Downtown Cinema8.PLEASE NOTE WHERE YOU RECEIVED IT.THANKS

This Store Returns More than $2,000,000 per Month to the

Community

“Hidden” Economic Impact: Savings to Local Businesses

• Health CareA study conducted for Johnson & Johnson by the Medstat Group of Ann Arbor, analyzed medical insurance claims for 18,331 Johnson & Johnson employees who participated in its Health & Wellness Program from 1995 to 1999. Savings of $225 annually per employee came from reductions in hospital admissions, mental health and outpatient visits. Employee medical expenses were evaluated for up to five years before and four years after the program began. Johnson & Johnson savings averaged $8.5 million annually.

• Focus on impact• Look beyond

your classes and participants

• Set up the dominoes