DRAFT SEM Works Copy for Morehead State University RFP 07-10
Ray, some COVER LETTER SELLING POINTS to be used as you wish

We are SEM Works, and as our name suggests, enrollment
management is what we do best.

Over 300 higher education clients at colleges, universities,
community colleges/two-year colleges, and systems in US and
five foreign countries, and SEM plans for all of these types
institutions/systems.

Staff has over 400 years of experience in higher education
(mostly practitioners), and Dr. Black has over 24 years of
experience with emphasis on enrollment management and
marketing higher education.

Over 100 enrollment management and
marketing/communication audits.
DR. BLACK’S BIO.
The president and CEO of SEM Works, Dr. Jim Black, is
the founder of the National Conference on Student
Retention in Small Colleges and cofounder of the
National Small College Admissions Conference and the
National Small College Enrollment Conference. He
formerly served as the director of AACRAO’s Strategic
Enrollment Management Conference. Dr. Black has
published a monograph titled, Navigating Change in the
New Millennium: Strategies for Enrollment Leaders, and
three books, The Strategic Enrollment Management
Revolution, considered to be a groundbreaking publication for the enrollment
management profession, Gen Xers Return to College, and Essentials of
Enrollment Management: Cases in the Field. Among his other published
works are numerous articles and book chapters including a feature article in
College & University, Creating Customer Delight; a chapter, Creating a
Student-Centered Culture, for a book on best practices in student services
published by SCUP and sponsored by IBM; a chapter on enrollment
management in a Jossey-Bass book on student academic services; as well as
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a bimonthly feature in The Greentree Gazette.
Black was honored as the recipient of the 2005 AACRAO Distinguished
Service Award. He has been interviewed by publications such as The
Chronicle
of
Higher
Education,
Converge
Magazine,
The
Enrollment
Management Report, The Lawlor Review, and was interviewed for AACRAO’s
Data Dispenser. Black also was featured in an international teleconference on
enrollment management sponsored by The Center for the Freshman Year
Experience at the University of South Carolina, and a PBS broadcast on
“Blending High Tech and High Touch Student Services.” Since 1999, Jim
Black has been an IBM Best Practices Partner, one of only twenty-three in
the world. He was invited by The College Board to Heidelberg, Germany, to
evaluate the APIEL Exam and most recently was invited to lead conferences
on enrollment management and student services in the United Kingdom and
the Netherlands.
Dr. Black has served on the boards of several technology companies and has
consulted with companies such as Microsoft, Blackboard, and the SAS
Institute. Higher education clients have included two-year, four-year, public,
and private institutions. Jim earned a B.A. in English education and M.A. in
higher education administration from the University of South Carolina, as
well as a Ph.D. in higher education curriculum and teaching from The
University of North Carolina at Greensboro.
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Steven T. Carnish
Project Responsibilities: Graphic design, optional creative templates
Steven has over twenty years of experience as a Graphic
Designer and Illustrator. His diverse experience includes
sign
design,
packages
for
marketing
presentations,
promotional material for print and Web marketing and
video production, Website design, content development,
and
maintenance,
commercial
story-boarding,
architectural illustration, and logo standards and graphic
identity systems. Steven has a broad array of industry experience including
higher
education,
entertainment,
telecommunications,
multi-media
companies, and organizations involved with technical communications,
computer graphics, advertising, public relations, media placement, emarketing, and collateral development.
Mr. Carnish's proficiency in software by Adobe, Corel, AutoDesk, and
Luxology is an extension of his skills in traditional illustration methods.
His
versatility and knowledge of software and graphic design standards,
accompanied with experience in project management, drafting, commercial &
residential illustration, 3D illustration, vector & raster illustration, photo
editing, architectural sign design, vinyl application and large-format printing,
provides an invaluable service to various industries.
Steven’s education in Commercial Graphics from Randolph Community
College is complemented by certification as an Internet Webmaster/Designer
from Guilford College, and additional coursework for the graphics industry
and internet related software.
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COMPANY PROFILE
Jim Black and Associates, Inc., converted to SEM Works in February of 2004
as an LLC. Prior to February 2004, Jim Black and Associates, Inc., had been
working and performing services in the higher education consulting industry
for ten years. SEM Works was founded by Dr. Jim Black and is grounded in a
long history of higher education clients through consulting and professional
development. The SEM Works team has four-hundred years of combined
experience with more than 300 higher education clients from five countries.
SEM
Works’
staff
has
experience
with
four-year
public
and
private
institutions, college and university systems, graduate and professional
schools, community colleges, technical colleges, proprietary schools, and
nonprofit and for-profit organizations.
The SEM Works staff is comprised of twenty-seven individuals, primarily
current
or
former
practitioners
in
the
field
and
creative
services
professionals. Including Dr. Black, your lead consultant, there are nine SEM
Works consultants—each with their unique specialty areas. In addition to the
consulting group, SEM Works employs a director of technology services, a
director of market research, a director of educational research, a research
analyst, a director of marketing and customer relations, a director of
business development, a conference director, two account representatives, a
director of operations, team of Web designers, three graphic designers, a
copywriter, and an editor. A consulting team will be assigned to MSU based
on your needs, campus type, and distinctive culture including.
While our core business is consulting, we also provide some of the best
conferences, technology services, on-site training opportunities, market
research, and creative services in the industry. SEM Works offers solutions
designed to improve enrollment outcomes and the image of our clients
without overtaxing resources such as budgets, staffing, and IT support.
SEM Works provides consulting services to colleges and universities needing
to assess existing operations and develop related plans. Areas of consulting
include:
Enrollment Management
Marketing
Branding
Student Recruitment
Student Retention
Customer Service
Student Services
Institutional Positioning
4
Market Research
Organizational Structure
Organizational Change
Web Development
Graphic Design/Publications Development
Electronic Communications
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REFERENCES
Ferris State University, 2003, 2005 and 2007
Craig Westman, Ph.D.
Provost for Enrollment Management Services
University of Texas at El Paso
ASB Room 102
500 West University Avenue
El Paso, TX 79968
cewestman@utep.edu or 915/747-5093
An enrollment capacity audit and enrollment planning consulting was
provided. Key concepts such as branding, marketing, the relationship
continuum, integration, the enrollment funnel, student recruitment, student
retention, and student services were addressed.
"Ferris State University has had Jim Black to campus several times.
Each time Jim has brought institutional focus to enrollment
management and how enrollment management is an institutional
imperative, not a singular unit's job. Jim has aided Ferris in
realigning its recruitment activities to place them into a firm
strategic enrollment management context. About every two years,
Jim comes to campus to get our batteries recharged—to look
critically and strategically at how we are doing our recruiting. Jim's
guidance has allowed Ferris to embark on successful e-Recruitment
and print campaigns. Jim's guidance has been instrumental in the
past several years of Ferris's success—a 15.63% growth in
enrollment!”
Enrollment Success:

Since SEM Works first worked with FSU, undergraduate enrollment
has increased an average of 23.6% over the past eight years.

15.63% increase in enrollment between 2002 and 2006, second
highest among public institutions in Michigan.

Including fall 2007, the highest enrollment growth among public
institutions in Michigan.
Craig Westman, Ph.D., Former Associate Dean of Enrollment Services
and Director of Admissions and Records, Ferris State University
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Arkansas State University, 2005–2006, two years
Rick Stripling, Vice Chancellor
PO Box 189
Jonesboro, Arkansas 72467
ricks@astate.edu or 870/972-2048
Jim Black, president of SEM Works, facilitated the development of an
enrollment management plan and branding strategy at Arkansas State
University in Jonesboro, Arkansas. Dr. Black worked directly with a planning
group at the university to identify objectives, a planning construct, a
process, and timeline. An audit of existing enrollment management
operations was preceded by a review of institutional trend data, competitor
information, survey data, publications and Web sites, strategic plans,
enrollment plans, organizational charts, and related documents. The site
visit included direct observations of operations, interviews with staff and
those they serve, along with focus groups with students.
E-mail campaign technology and strategy were provided by SEM Works are
already yielding significant results. ASU has had more visitors to campus this
fall than ever before.
"There are a lot of consultants. We needed someone to understand
our institution’s mission and purpose. Jim Black's knowledge of the
enrollment process and higher education marketing greatly helped
our institution focus on enrollment and marketing efforts that
matter. We have seen an increase in our freshman class for the
second straight year. Freshman enrollment has increased 27 percent
for the past two years, and this year's class represents the largest
freshman class that we have seen in eight years. Our spring to
spring enrollment increase is the largest in at least fourteen years
and the second highest spring semester enrollment in history. SEM
Works and Jim black delivered!"
Rick Stripling, Vice Chancellor



Since SEM Works began consulting for ASU, total student enrollment
has grown from 10,500 to 12,000, an increase of 16%.
Fall 2008 headcount represents a 6.3% increase over fall 2007 and
exceeds the record enrollment of 1992.
The fall 2008 freshman class is up 9.1% over last year and it exceeds
the record enrollment set in 1983.
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


The 2007 freshman class has increased for the second straight
year. Freshman enrollment has increased 27 percent for the past two
years, and the 2007 year's class represents the largest freshman class
that ASU has seen in eight years.
Fall 2007 unduplicated headcount is the highest recorded enrollment
since 1992.
Spring 2007 to spring 2008 enrollment increase is the largest in at
least fourteen years and the second highest spring semester
enrollment in history.
8
Eastern Oregon State University, summer 2007
Michael Jaeger, Provost & Vice President for Academic Affairs
One University Boulevard
La Grandee, OR 97850
541-962-3544 or mjaeger@eou.edu
Fax: 541-962-3113
SEM Works conducted a comprehensive four-day enrollment management
audit including a review of existing institutional inquiry, application, and
retention trend data, gender and racial data, market research, survey data,
financial aid allocation strategies, organization charts, marketing budgets,
competitor information, communications materials, collaterals, Web sites,
marketing, recruiting and retention plans. Emphasis was placed on a review
of data and strategies that explain and impact EOU’s brand, marketing,
admissions policies, retention programs, and financial aid processes. Goals
included strategies to: increase applicant pools; improve and stabilize yields
at inquiry, application, and enrollment stages; financial aid packaging;
follow-up activities after inquiry and application, improve retention rates by
assessing student services, increase demographic diversity and/or ethnic
diversity; and activities to evaluate progress and success.
"Eastern Oregon University was faced with declining enrollment,
organizational
challenges,
and
fiscal
sustainability
problems.
Leadership recognized that we needed help to refocus our attentions
in enrollment management and support structures that would
facilitate a stable student population. SEM Works answered our RFP
and delivered a comprehensive plan to revitalize the University. As a
result of their work, Eastern restructured Academic and Student
Affairs
to
create
a
new
unit
on
campus
called
Enrollment
Management. This new organizational structure has made it possible
for us to marshal financial aid, admissions, and the goals of academic
enrollment in one strategic unit.
After only three months in
operation we already have seen an improvement in admission
applications for fall of 2008 by double digit amounts, but also higher
enrollment numbers for winter 2008 and spring 2008.
Enrollment Success:
 Undergraduate enrollment has increased an average of 10.8%
over the last two years since SEM Works first consulted with
EOU.

2009 undergraduate enrollment has increased 17.4% compared
to the year 2007.
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Michael Jaeger, Provost & Vice President for Academic Affairs
On-campus Enrollment
 “We are thrilled with the large increase in our resident
population. I am convinced that the strong recruitment
and outreach effort by the University, along with EOU’s
commitment to providing access by keeping costs low,
has raised our stature across the state and the region.
The largest increase is in first-year freshmen, who make
up the majority of the resident student population.”
Director of Housing & Student Involvement
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PARTIAL CLIENT LIST
Adams State College
Slippery Rock University
Alice Lloyd College
Southeast Missouri State
Arkansas State University
Belmont University
Buffalo State College
University
Southern New Hampshire
University
Carson-Newman College
Spalding University
Clayton State University
St. Francis University
East Stroudsburg University
Sunderland University (England)
Eastern Oregon University
Francis Marion University
East-West University
University of California at Santa
Fayetteville State University
Cruz
Ferris State University
University of Idaho
Fort Lewis College
University of Maine at Fort Kent
Franklin University
University of Maine at Machias
Indiana University Purdue
University of Maryland—Eastern
University Indianapolis
Ithaca College
Johnson State College
Kettering University
Lincoln University
Medical University of South
Carolina
Shore
University of Missouri—Kansas
City
University of North Carolina at
Greensboro
University of Regina (Canada)
University of Texas at Dallas
Meredith College
University of Texas at El Paso
North Carolina Central University
University of Vermont
Northwestern Michigan College
University of West Florida
Pacific Graduate School of
University of Victoria (Canada)
Psychology
Villanova University
Paisley University (Scotland)
William Paterson University
Seventh Day Adventist University
Winona State University
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CURRENT LIST OF ENROLLMENT MANAGEMENT CONSULTING
SERVICES CLIENTS

East-West University, Dr. Madhu Jain, Provost, 816 S.
Michigan Ave., Chicago, IL 60605, (312) 939-0111 x1803,
madhu@eastwest.edu

Centennial College, Jennifer Leith, Vice President Student and
Community Engagement, Toronto, Ontario, (416) 289-5050
x3545, jleith@centennialcollege.ca

Andrew College, Dr. Joree Jones, Dean of Administration and
Advancement, 501 College St., Cuthbert, GA 39840, (229)7325935, JoreeJones@andrewcollege.edu

Fanshawe College, Lane Trotter, Senior Vice President of
Academics, 1001 Fanshawe College Blvd., PO 7005, London
Ontario, N5Y 5R6, (519) 452-4430 x4463,
ltrotter@fanshawec.ca

University of Colorado at Denver (contract to be signed after
November 10, 2009, David Turner, Purchasing Agent,
Procurement Service Center, P.O. Box 173364, DC 116, Denver,
CO 80217-3364, (301) 315-2787, David.Turner@cusys.edu

Horry-Georgetown Technical College, Harold Hawley, Vice
President for Finance, 2050 Hwy. 501E, Conway, SC 29526,
(843) 349-5279, harold.hawley@hgtc.edu
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SCOPE OF THE WORK AND EXECUTIVE SUMMARY
The leadership at Morehead State University has determined the need for a
consultant to develop an enrollment management plan that has institutionwide support, is systematic, comprehensive, data-driven, and designed to
attract and enroll an optimal mix of students that can be successful at MSU.
SEM Works will partner with Management of America, Inc. to meet the
following needs.
1. Scope of the work includes assessments of:

University brand, communication tools and marketing strategies

Marketing and recruitment strategies and operational practices
at each stage of the admissions process

Adequacy of resources (including operating budget, technology
and personnel) committed to enrollment management and
marketing

Organizational structure, policies and processes used to support
enrollment management and marketing
Executive Summary of SEM Works’ Response

Conduct a four-day strategic enrollment management audit
with focus on marketing and communications

Deliver an on-site executive summary of findings and related
prioritized recommendations

Submit a comprehensive written enrollment management audit
report with a focus on marketing and communications
2. Scope of the work:

Translate Management America’s market research, geodemographic and enrollment opportunities into an integrated,
Strategic Enrollment Management (SEM) plan.

Collaborate with MSU’s faculty, administration and staff to
develop an integrated SEM plan that: enhances the yields and
value of marketing, recruitment, enrollment and retention
efforts; aligns marketing and strategic enrollment plans and
strategies; develops an effective brand and messages that are
consistent, coordinated and sustainable; and re-engineer plans
and process as necessary to optimize marketing and enrollment
management strategies.
13
Executive Summary of SEM Works’ Response

Conduct a two-day SEM and marketing/branding retreat.

Conduct 3 two-day SEM and marketing/branding strategy
sessions.

Write an integrated SEM plan that includes marketing/branding
and other strategic opportunities.

Conduct 2 two-day sessions for facilitation with implementation
of the SEM plan.
FULL RESPONSES
SEM Works’ Four-day Enrollment Management Audit
To meet the scope of the work, SEM Works will conduct an in-depth review of
MSU’s enrollment management strategies, policies and practices beginning
with a four-day enrollment management audit with an in-depth review of
marketing and communications.
Dr. Jim Black, your lead consultant for enrollment planning, will conduct a
four-day audit of MSU’s SEM planning process. This review will consist of:

A pre-visit situational assessment, involving an examination
of existing institutional strategic plans, marketing and
communication plans, strategic research, environmental
assessments, governance and decision structures, and related
documents.

A four-day site visit during which Dr. Black will facilitate a
series of meetings with faculty, administration, and staff as well
as student focus groups, culminating in an oral presentation
with prioritized recommendations to the executive staff and
other invited guests.

A first draft of a written report with recommendations
within 4-5 weeks of the site visit.

A final written report inclusive of observations and related
recommendations prioritized as mission critical (MC), essential
(E), or desired (D).
Pre-Visit Review
In preparation for the four-day on-site visit, a preliminary examination of
the following types of information and materials will be undertaken:
Strategic Plans:
 Institutional strategic plan through 2010 (mission, vision,
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





values, strategic development directions),
Current SEM plan
President’s State of University Report
Academic development plan and priorities
Enrollment management goals, plans and strategies
Marketing goals, plans and strategies
Recruitment and communication plans
Recruitment, Branding, Image, and Collateral Tools (Materials)
 Brand marketing and communication materials, collaterals,
electronic communications, and Web sites employed in the
recruitment of students
 Visual appeal, and brand message relevance and consistency
of marketing and communication materials, as well as the
navigation of recruitment Web sites
Organization & Governance Structures:
 Organizational charts
 University governance and decision structures
 SEM Committee (and sub-committee) charter(s) and
accountabilities, if available
SEM Operations:
 Enrollment operations infrastructure (organizational
structures, staffing, budgets, technology) and resources
that support the SEM planning and implementation process
and any potential re-engineering
 Administrative policies and related documents
Environmental Analyses:
 Environmental scan (external and internal)
 Strategic research: image and market research, campus
climate
 Market research with prospective students and their parents
three years ago
 SWOT analyses (if available)
Enrollment Trends and Related Research:
 Application, admission, and enrollment trends and yields by
key student segments
 Enrollment and student flow trends and analyses
 Student geo-demographic profile
 Student survey research: recruitment and applicant yield
studies, student satisfaction surveys, student engagement
studies, completions/graduations studies
On-Site Audit
Dr. Black’s on-site audit will include direct observations of enrollment
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services operations, a review of related workflow, interviews with staff from
admissions, continuing education, financial aid, marketing, retention,
student services, and those they serve. Of particular interest will be the
identification of opportunities and strategies to grow enrollment, improve
admissions
processes
processes,
where
increase
needed,
retention,
and
align
improve
SEM
and
ROI,
re-engineer
marketing
plans.
Communications materials, admissions presentations, Web sites, etc., will be
examined for visual consistency, visual appeal, message relevance, message
repetition, ease of navigation, content and presentation for Web pages, and
impact on target audiences. Staff and student training processes, levels,
organizational charts, and resources will be examined for their ability to
deliver exceptional customer service, effective recruitment, and consistent
and compelling marketing messages, and integrated SEM plan. Faculty and
staff will be invited to provide feedback on the effectiveness of the
University’s
Web
site,
marketing,
communications,
recruitment,
and
retention strategies and their respective involvement in these processes, as
well as operational procedures such as inquiry response, and application
processing will be assessed for efficiency and effectiveness. The audit will
begin the process of developing university-wide understanding of an
integrated SEM plan with a focus on marketing, and build buy-in from key
constituents. Three focus groups of eight to twelve students will be
conducted with the following groups.

Traditional undergraduate students (1), balanced for gender,
ethnicity, and class year

Nontraditional adult undergraduate students (1), balanced for
gender, ethnicity, and class year

Graduate students (1), balanced for gender, ethnicity, and class
year
Sample Four-day Strategic Enrollment Management Audit Agenda.
Final agenda will be developed in consultation with MSU.
Day 1
8:30 – 9:30 A.M.
9:45 – 10:45 A.M.
11:00 – 12:00 NOON
12:15 – 1:45 P.M.
2:00 – 3:00 P.M.
3:15 – 4:30 P.M.
5:00 – 6:00 P.M.
Meeting with Jeffrey Liles, Assistant VP for
Enrollment Services
Meeting with Dr. Andrews, President
Admissions Office Processing Staff
Lunch with Admissions Office Recruitment Staff
Web manager
Registrar’s Office Staff
Student Focus Group
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Day 2
8:30 – 9:30 A.M.
9:45 – 10:45 A.M.
11:00 – 12:00 NOON
12:15 – 1:30 P.M.
1:45 – 3:00 P.M.
3:15 – 4:30 P.M.
5:00 – 6:00 P.M.
Day 3
8:30 – 9:30 A.M.
9:45 – 10:45 A.M.
11:00 – 12:00 NOON
12:15 – 1:30 P.M.
1:45 – 3:00 P.M.
3:15 – 4:30 P.M.
5:00 – 6:00 P.M.
Day 4
8:30 – 9:30 A.M.
9:45 – 10:45 A.M.
11:00 – 12:00 NOON
12:15 – 1:30 P.M.
1:45 – 3:15 P.M.
3:30 – 5:00 P.M.
Institutional Research and Assessment
Administrative IT Support
Financial Aid Staff
Lunch with VP of Development
Communications and Marketing Staff
Director of Communications and Marketing
Student Focus Group
Continuing Education and Distance Education Staff
Directors of Continuing Education and Distance
Learning
Distance Learning (select group of faculty and staff
involved with distance learning instructional
delivery)
Lunch with Enrollment Management Division
Directors
Dean of Students
Faculty Involved in Student Recruitment and
Retention Efforts
Student Focus Group
Academic Deans
Representative Group of Academic Department
Heads
Registrar
Lunch with Administrative Vice Presidents
Briefing Preparation
Briefing Session with Executive Staff and Other
Invited Guests
Strategic Enrollment Management Audit Report
Dr. Black’s audit will culminate with an on-site executive briefing of
preliminary findings. Recommendations that require immediate action in
order to impact spring 2010 enrollment outcomes will be identified in
priority order. Recommendations will include but not be limited to those
impacting new and returning student enrollment (traditional freshman,
adult learners, transfers, graduate students, and veterans, etc.), conversion
rates, quality of accepted students, program mix, program costs, and
delivery
options,
marketing/branding,
recruitment,
retention,
and
benchmarking institutions and indicators.
17
Within four to five weeks, Dr. Black will submit the preliminary draft of a
final written report for review and comment, and the final draft will
incorporate suggested changes that do not compromise the integrity of the
report. Using a combination of the physical evidence described above along
with secondary data sources, on-campus interviews, student focus groups,
and direct observations of existing practices, Dr. Black will utilize a research
method known as “triangulation” to validate findings. Any finding supported
by all three research techniques will be considered to be valid. A
complementary method called “pattern matching” will be used to validate
findings that did not appear to be triangulated. Pattern matching describes
reoccurring themes that emerge from one or more of these research
techniques. The report will include major conclusions, findings, and
recommendations shown as mission critical (MC), essential (E), and desired
(D). Emphasis will be placed on strategies and tactics that will improve
recruitment, admissions, marketing/branding, communications, optimization
of resources, effectiveness of organizational structures, retention, and
student
support
infrastructure.
Of
particular
interest
will
be
recommendations related to recommendations to improve market share in
Northern Kentucky and Cincinnati markets.
The audit report will be comprehensive and highly detailed. Dr. Black’s audit
reports typically consist of forty-five pages or more and may include an
introduction, MSU context, strategic opportunities, market opportunities,
integrated marketing, inquiry generation, prospective student cultivation,
service delivery, student retention, and antecedents to success, etc.
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SEM Works’ ENROLLMENT MANAGEMENT PLANNING
Enrollment Management/Marketing Planning Retreat (two days)
SEM Works will conduct a two-day retreat to kick off the SEM planning
process. The composition of workshop participants will be determined
through consultation with MSU’s senior leadership. Team members are
selected
for
their
involvement
in
key
enrollment
functions
such
as
recruitment, marketing, registration, financial aid, and retention, etc. The
quantitative and qualitative data gleaned from the enrollment audit, market
analysis, demand forecasting, trend analysis, price analysis, and geodemographic research will inform the development of the agenda for the twoday planning retreat.
Planning Retreat, Day One
Morning Session

Overview of Workshop Agenda and Purpose

Enrollment Management, and Marketing/Branding Concepts and
Planning Models

Key Findings from the Exploration and Research Phase (e.g., SEM
audit, and marketing and geo-demographic research)

Analysis and Discussion of Admissions Goals, Marketing/Branding
Goals, and Strategic Direction
Afternoon Session

Identification and Prioritization of Strategic Opportunities

Identification of Key Performance Indicators and Metrics

Discussion of Strategy Development Teams

Next Steps
Day One Deliverables:

An enrollment planning construct

Enrollment targets and marketing/branding goals

High priority strategic opportunities

Key performance indicators for each strategic opportunity

Metrics for each key performance indicator

Strategy
development
teams
assigned
to
each
strategic
opportunity
Planning Retreat, Day Two
Work with the MSU planning team to:
19

Finalize Admissions and Marketing/Branding Goals

Identify the Composition of Strategy Teams

Develop the Charge for Each Strategy Team

Outline Next Steps in the Process

Prepare for Next Meetings
Day Two Deliverables

Admission goals

Marketing and branding deliverables including:

a context of institutional identity, branding, and
marketing planning

existing elements of the identity package including, but
not limited to, marketing messages, content, design,
navigation, and market positioning

recommendations regarding strategies for marketing,
advertising, promotion, and brand development

prioritized strategic recommendations as mission critical
(MC), essential (E), and desired (D).

Recommendations related to the brand position of select
competitors and provide insights about obtaining and
sustaining a competitive market position.

Clarify the University’s unique strengths, core values, and
differentiating factors compared to primary competitors
and make related recommendations by analyzing and assessing:

existing marketing data and research, enrollment audit
recommendations, and market analysis, demand
forecasting, trend analysis, price analysis, and geodemographic research, the University’s mission
statement, vision statement, value proposition, strategic
plan, marketing strategies, and graphic identity system,
etc.

Establish a baseline of image, reputation, and support
from within the University’s marketplace via new market
research and geo-demographic opportunities

Develop three to five brand messages for consideration and
testing during portfolio development.

In collaboration with the MSU Marketing Team, set benchmark
criteria for evaluating future success of the brand.
20

Develop action items and timelines for selected high
priority strategies that will organize the strategies and tactics,
identify responsibilities, and create levels of accountability.

Provide feedback and direction as parts of the SEM plan are
developed, and provide ongoing coaching to the enrollment
staff.

Strategy teams assigned and prepared for work on strategic
opportunities (e.g., admissions, recruitment, retention, financial
aid, service delivery, etc.) and development of SEM plan

Increased understanding of strategic enrollment management
and buy-in for an integrated SEM plan
21
Example of SEM Works’ Planning Construct
Planning Direction
Environmental
Factors
Strategic
Opportunity
Filters
QualityFocused
Recruitment
Results
Retention
Results
StudentCentered
MSU Current
Reality
Strategies
Action
Steps
PromiseOriented
MarketDriven
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SEM Strategy Sessions
Three Two-day Strategy Sessions with Strategy Development Teams
SEM Works will work with the SEM planning teams over a total of six days to
develop the SEM Plan. This highly collaborative and iterative process will
build knowledge of and provide a rationale for strategic enrollment
management, and most importantly, build campus-wide buy-in. These
sessions will kick off the strategic planning process and focus on the
following:
1. Work with each strategy development team to create actionable
strategies and tactics that respond to high priority strategic
opportunities.
2. Employ the following branding process for the marketing/branding
team.
a. Conduct testing of the premise of the brand
personality/identity descriptions with the MSU strategy
development team and external focus groups.

determine which concepts resonate strongest,
differentiate best, represent the University to the
greatest extent, and is the most relevant to target
audiences

ensure that the brand reflects the needs and
requirements of prospective students and is consistent
with the strategic direction of MSU

conduct seven (7) focus groups to test the premise of
the brand including: three prospective student groups
(freshmen, transfers, and nontraditional/continuing
education students); current students (1); alumni (1);
and representative sample of faculty and
administration (2)
b. Assist in leading a discussion regarding taglines, brand
attributes, and overall visual identity to accomplish an
integrated marketing/branding plan that will effectively
communicate the brand and include:



an executive summary
methodology
communication principles
23



the purpose and objective of every contact
effective strategies
communication templates and communication plans
(internal and external) recommendations on how to
deliver the brand promise
c. Elements of the new identity will include at a minimum:



a succinct statement of the brand
more fully described rationale for the brand
a list of brand attributes that will guarantee brand
equity or a higher value when compared to similar
institutions


a concise institutional identity statement
new themes and messages with graphic representation
and usage recommendations for key market segments
d. Internal brand rollout plans and strategies:



objectives
effectiveness measures
necessary antecedents for a successful
implementation: funding, staff expertise,
organizational structure, and supporting technology

an internal brand communication campaign to create
buy-in and compliance, etc.
e. Provide to key constituencies and stakeholders a suite of seven
(7) creative templates (OPTIONAL NOT INCLUDED IN PRICE)
to communicate the brand consistently including:
o
print (1)
o
awareness advertising (1)
o
recruitment advertising (1)
o
e-mail (1)
o
home page (1)
o
secondary Web pages (2)
o
outdoor media (1)
o
SEM Works will provide one revision of the initial
concepts.
2. Conduct formative analysis of the SEM planning process, related
deliverables, and the early stages of implementation for all strategy
teams that are identified in the planning process
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3. Provide ongoing coaching to the strategy teams and staff.
4. Assist in the identification of key performance indicators and other
evaluative metrics.
5. Submit a brief report at the conclusion of each site visit outlining the
progress to date, recommended midcourse adjustments, and related
implementation strategies.
6. SEM Works will submit an integrated SEM plan that will include:

an introduction

SWOT Analysis and MSU environmental scan

strategic opportunities (e.g., marketing/branding, recruitment,
financial aid, retention, service delivery, course management,
etc.).

key performance indicators (KPIs) for each strategic opportunity

metrics for each KPI

strategies and related planning elements

antecedents to success (e.g., processes, structures, funding,
etc.)

conclusions

an internal SEM planning campaign

prospective student communications plan
25
SEM Works will develop an integrated SEM plan that will include an
extensive focus on recruitment, retention, marketing/branding, as well as
other enrollment foci and strategic opportunities identified during enrollment
audit and enrollment planning process. The following is an example of an
integrated SEM plan that will be customized for MSU.
26
Facilitation with implementation of the integrated SEM Plan (2 twoday sessions) including the following.

A formative evaluation of the planning process and related
deliverables at the early stages of implementation.

A brief consulting progress status report at the conclusion of
each visit outlining progress to date, recommend midcourse
adjustments, and related implementation strategies.

An
internal
plan
rollout
chart
including
audience,
communication, call to action, owner, timeline, and effectiveness
measure.

An implementation timeline chart that includes columns for
goal, deliverables, start date, end date, duration in days and
months for project activity.

Ongoing feedback and coaching to the strategy implementers.
TIMELINE
Ray, I would suggest the audit and audit report first, then research
and research results, and finally SEM planning.
I have not given
exact dates for our work, so you can adjust according to projected
start date of the project, and integration with the rest of the project.
Week one
SEM Works conference call and email
communication to discuss enrollment audit,
enrollment management planning, and detailed
consulting plan.
Week one
SEM Works begins enrollment audit off-site
assessment of strategic plans, publications and
communications, etc.
Week two
SEM Works conducts four-day on-site enrollment
management audit including student focus groups
and meetings with key administration, faculty,
staff, and presents an executive briefing of findings
and related recommendations.
Week eight
Within approximately five weeks, SEM Works
27
submits a comprehensive enrollment management
audit report for review by MSU.
Week nine
SEM Works submits final enrollment management
audit report that reflects feedback from MSU, but
does not compromise the integrity of the report.
Ray, perhaps insert your market research here followed by SEM
Works’ SEM and marketing/branding process
Week one
SEM
Works
conducts
a
two-day
SEM
and
marketing/branding retreat to: introduce SEM
and marketing/branding concepts; planning model;
review findings from the enrollment audit and
market research; establish strategy teams; KPIs
and metrics; branding elements; baseline image
and support, etc.
Week three
SEM Works conducts first of three two-day SEM
and marketing/branding strategy sessions to:
kick off the planning process; offer a formative
evaluation; test premise of the brand; develop
taglines, visual identity, internal brand rollout; and
KPIs
for
other
strategic
opportunities
(e.g.,
recruitment, retention, marketing/branding, service
delivery, financial aid, etc.) and related metrics.
Week six
SEM Works conducts second of three two-day
SEM and marketing/branding strategy sessions
to: continue brand development; plans for strategic
opportunities; and KPIs and metrics
Week nine
SEM Works conducts third and final two-day
SEM and marketing/branding strategy sessions
to: finalize SEM plan including marketing/branding,
other strategic opportunities and KPIs and metrics.
Week fourteen
SEM Works submits a written SEM plan including
28
marketing/branding
and
other
strategic
opportunities identified in the planning process.
Week nineteen
SEM Works conducts the first two-day session
for facilitation with implementation of the SEM
plan.
Week twenty-three
SEM Works conducts the second and final twoday session for facilitation with implementation of
the SEM plan.
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PRICING
Item
Description
Item 1:
Conduct four-day enrollment management audit
with a focus on marketing/branding; student focus
groups and meetings with key constituents; and
on-site
executive
summary
including
recommendations.
$16,000
Item 2:
Submit an enrollment management audit report.
$2,500
Item 3:
Conduct a two-day SEM and marketing/branding
retreat.
$8,000
Item 4:
Conduct 3 two-day SEM and marketing/branding
strategy sessions.
$24,000
Item 5:
Write a strategic enrollment management (SEM)
plan with a focus on marketing/branding and other
strategic opportunities.
$6,000
Item 6:
Conduct 2 two-day sessions for facilitation with
implementation of the SEM plan.
$16,000
SEM Works Total:
$72,500
Optional Item 1:
Develop seven (7) creative templates: print (1);
awareness advertising (1); recruitment advertising (1); e-mail (1); secondary Web pages (2);
Web home page (1); outdoor media (1); with up
30
to one revision.
$8,750 for seven (7) creative templates.
Note: other creative services will be estimated on
project-by-project basis.
Note:
SEM Works is a full-service consulting firm fully capable of
providing concepting, copy writing, and development of
publications, collaterals and Web sites, if needed.
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