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Advancement Framework
Planning
Monthly Progress Review
Meeting Summary
May 9, 2012
Header
& Text
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
Section
Divider
BRAND DEVELOPMENT POSITIONING RECOMMENDATIONS
3
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
Header
& Text
5
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
Header
& Text
6
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
Header
& Text
3
2
7
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
Header
& Text
2
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
Header
& Text
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
Header
& Text
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
10
Ohio State‟s rich emotional territory lies at the intersection of its values, heritage and singular
experience, resulting in lasting personal and societal impact
1
Emotional Equities were
collected from a range of
independent sources
EC
Discovery
P&G
Brainstorm
Brand Advisory
Group
Fisher School
Study
Header
& Text
BRAND EQUITY REVIEW: META-THEMES
11
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
1
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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& Text
1
3
4
12
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
Header
& Text
POSITIONING RATIONALE: THE BRANDING SPECTRUM
13
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:
Header
& Text
POSITIONING RATIONALE: MAPPING OHIO STATE
14
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
Header
& Text
POSITIONING RATIONALE: MAPPING OHIO STATE
15
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
Header
& Text
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
Header
& Text
17
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
Header
& Text
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
Header
& Text
19
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
Header
& Text
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
20
Header
& Text
Are there pieces still missing?
21
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?
Header
& Text
22
• 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
Section
Divider
ORGANIZATIONAL ALIGNMENT PROCESS & CONTENT OVERVIEW
23
Header Only,
No Logo
Organizational Alignment Phase: Overview
24
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
24
Header
Only
Progress Update: Taking a more engagement-driven approach ORGANIZATIONAL ALIGNMENT
25
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
Header
Only
Expert interviews on Advancement organizations SUMMARY OF KEY TAKEAWAYS FROM INTERVIEWS
26
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
Section
Divider
DISCUSSION TOPICS STRATEGIC PRIORITIES
27
Header
& Text
Discussion Topic #1: Change Management ISSUES THAT ARE OUT OF SCOPE OF THE PROJECT, BUT ARE IMPORTANT TO SUCCESS OF OVERALL EFFORT
28
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
Header
& Text
Discussion Topic #2: Brand Planning & Management ISSUES THAT ARE OUT OF SCOPE OF THE PROJECT, BUT ARE IMPORTANT TO SUCCESS OF OVERALL EFFORT
29
• 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
Header
& Text
Discussion Topics #3: Discovery Areas ISSUES THAT ARE OUT OF SCOPE OF THE PROJECT, BUT ARE IMPORTANT TO SUCCESS OF OVERALL EFFORT
30
• 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
Section
Divider
QUANTITATIVE ASSESSMENT ENGAGMENT VS. GIVING
31
Header Only,
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.
32
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)
Header
& Text
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
Section
Divider
NEXT STEPS
34
Header
& Text
Strategic Planning Overview BRAND ACTIVATION AND STRATEGIC MARKETING PLAN
35
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
Header
& Text
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
36