1. Joining Forces for Success: Making the
Case for Strategic Partnerships between
Marketing, Admissions, and Academic
Departments
Presented by
Julie Staggs
Senior Client Consultant
Stamats, Inc.
(800) 553-8878

2. Overview
• Why discuss new program development
• Key roles for partners
• Process for new program development
• Understanding market opportunity
• Integrated plan for launch
• Measuring success
© 2012 Stamats, Inc. - 2

3. Why Talk about Program Development?
• Continual part of institutional momentum
– Expert or new faculty
– Meet competition
– Meet market demands
– Utilize capacity
– Grow revenue
• A challenge for marketing and admissions
– Affects planning and resources
– Accountable for outcomes
© 2012 Stamats, Inc. - 3

4. How are you currently involved in new programs
development?
RESPONSES
A. Not at all
B. Before Program designed
C. After Program designed
D. When Program is ready to launch
© 2012 Stamats, Inc. - 4

5. Key Roles in Program Development
• Admissions
– Forecast numbers
– Applications
Admissions – Matriculants
• Marketing
– Discuss program
– Identify/size market
– Application process
– Competitive info
– Define marketing
budget Marketing
– Marketing plan
Academic
Department
• Academic Department
– Determine courses
– Procure accreditation/certification
– Develop courses
– Provide faculty
© 2012 Stamats, Inc. - 5

6. Has this Happened to You?
• MEd, Administration and Leadership
– Faculty add specialized Masters in Education
– Develop courses
– Not only offering of this sort in state
– Set goals of 120 Annually
– State market is 60
• MA, Criminal Justice
– Relationship with State
– Previous state requirement/changed
– Low marketing budget/high goal
• MA, Communications, Social Media
– Hot new topic
– Faculty knowledge/expertise/experience
– Capacity low, demand high
– Delivery method at odds with content
© 2012 Stamats, Inc. - 6

7. Top Five Reason New Program Launches Fail
No Plan/No Research
No Market Demand
No Differentiation
No Marketing or Recruitment Budget
No Internal Communication
© 2012 Stamats, Inc. - 7

8. Do you have a process for new program development?
RESPONSES
A. No
B. Informal
C. Formal documented process
© 2012 Stamats, Inc. - 8

9. New Program Development Process
Market Program Budgets/
Idea Launch
Analysis Creation Goals
• Idea • Budgets/Goals
– Faculty Driven – Based on research
– Market Driven – Multi-year, conservative to
aggressive
• Market Analysis – Collaborative process
– On-going anecdotal
– Need—jobs • Launch
– Demand—interest – Integrated plan
– Competitive Analysis – Timing
– Budget
• Program Creation
– Research based
– Faculty Driven
© 2012 Stamats, Inc. - 9

10. Timeline of New Program Development
Months
Activity
1 2 3 4 5 6 7 8 9 10 11 12
Idea
Market Analysis
Program Creation
Budgets/Goals
Launch
Start first class/cohort
© 2012 Stamats, Inc. - 10

11. Documenting the Process
Committee including academic
department, marketing and admissions
should jointly complete this plan.
• Purpose/Rationale
• Mission Alignment
• Strategic plan/goals alignment
• Proposed Curriculum • Budget
• Accreditation/Certification – Start-up costs (one time)
• Potential duplication/overlap – On-going costs (recurring)
• Intra-institution cooperation • Forecasts/goals
• Market Strategy – Based on research
– Target Audience – Multi-year planning
– Competition • Determine KPI/Success Metrics
– Program Distinctions – Outline success
– Key Partners – Build dashboard
– Career and Professional Outcomes – Determine review cadence
© 2012 Stamats, Inc. - 11

12. How do you determine the market and demand
for a new program?
RESPONSES
A. Faculty member influence/antecdotal
B. Internal research
C. External research
© 2012 Stamats, Inc. - 12

13. Key Factors in Understanding a Market
• Audience
– Who would be the students?
– What are their characteristics?
– Where are they located?
– What are their motivations?
• Demand
– Are their jobs/ need for the program outcomes?
• Competition
– How many other institutions offer this or similar programs
– Are their programs successful? Fully subscribed? Growing?
• Opportunity
– What is not being offered that is desired?
– Availability to potential audience?
© 2012 Stamats, Inc. - 13

14. Tools and Resources for Market Analysis
• Environmental Scan
– IPEDS
– DOL
– Census
• Competitor Scan
– Website
– Marketing materials
• Primary Research
– Focus Groups
– Phone Surveys
– Web Surveys
© 2012 Stamats, Inc. - 14

15. Top Five Program Killers
Most expensive in market
More than three competitors
No employer interest
No career/advancement opportunities
No obvious delivery mode
© 2012 Stamats, Inc. - 15

16. Case Study
• A new MBA model
– Low residency
– Project Based
– Accelerated
• Key Questions
– Will the undergraduate model work for a graduate program?
– Should we launch this new model for a MBA?
– Would it have regional and national appeal?
© 2012 Stamats, Inc. - 16

17. Reasons Why Blended MBA Program Not
Considered
Percent not considering blended programs citing:
Not familiar with concept 14%
Require residencies 13%
Too team-oriented 12%
Too little class time 8%
Not focused on my career 7%
Too little interaction 5%
Not good fit for me 5%
Don't know 9%
0% 20% 40% 60%
• Reluctance to consider blended format not driven by any single factor—responses suggest that some
want more online content and some want less
• Some indication that blended format is not well understood which leads some to shy away
Base: All prospective MBA students who would not consider blended program (n=161)
© 2012 Stamats, Inc. - 17

18. Preferred Program Format: Aided
Percent who prefer an MBA program that is:
100%
80%
60%
31%
40% 26% 23%
13%
20% 7%
0%
Blended 100% Part-time Executive Full-time
format online
• Fairly even split in preference for online, blended, and part-time formats—suggests the University’s
concept isn’t likely to be rejected on the basis of format
• Preference for executive and full-time formats fairly minimal among this respondent base—desire to
pursue career and education fairly widespread
Base: All prospective MBA students (n=585)
© 2012 Stamats, Inc. - 18

19. MBA Program Types Considered/Preferred
All
In State Surrounding
Other
Program Type States
(n=87) States
(n=200)
(n=298)
Consider full-time? 26% 25% 21%
Consider part-time? 72% 63% 68%
Consider executive MBA? 52% 46% 42%
Consider 100% online? 53% 56% 50%
Consider blended program? 74% 65% 64%
Prefer full-time? 7% 7% 5%
Prefer part-time? 16% 21% 24%
Prefer executive MBA? 20% 12% 13%
Prefer 100% online? 23% 28% 24%
Prefer blended program? 34% 32% 34%
Prefer accelerated program? 47% 59% 52%
Prefer regular pace program? 53% 41% 48%
• No statistical or meaningful differences in the types of programs considered or preferred between
geographic segments
Base: All prospective MBA students in indicated segment
© 2012 Stamats, Inc. - 19

20. Preferred Pace of MBA Program: Aided
Percent who prefer program at:
Accelerated
pace, 54%
Regular pace,
46%
• Preference for accelerated MBA program schedule just slightly higher than preference for regular pace
• Preference for speedier program differs only slightly across demographic segments (including age, gender,
importance clusters, and program-format preference groups)
Base: All prospective MBA students (n=585)
© 2012 Stamats, Inc. - 20

21. Current Top MBA Program: Unaided
- In State Market -
%
%
College/University Top
Considering
Choice • Fully one-third of prospective
MBA students in the in state
University of Utah 60% 22%
market have no current “top”
University of Phoenix 38% 7% choice program
Brigham Young University 26% 7%
Utah State University 21% 2% • The University fares well
The University 17% 8% among those considering it—
nearly one-half indicate it as
Weber State University 13% 5%
their “top” program
Utah Valley University 5% 2%
Argosy University 2% 1%
• University of Utah, however,
Harvard University 2% 1% appears less able to capitalize
New York University 2% 1% on widespread consideration
University of California Los Angeles 2% 1%
University of Texas Austin 2% 1%
Arizona State University 2% 1%
Don’t know -- 32%
Base: All prospective MBA students in in state market (n=87)
© 2012 Stamats, Inc. - 21

22. MBA Programs Currently Considered: Unaided
- Surrounding States -
College/University % Citing • Handful of online entities draw
considerable level of interest
University of Phoenix 26%
University of Denver 24%
• Focus on local programs
Arizona State University 19%
becomes obvious when
University of Colorado Boulder 18% considering prospects from
Regis University 13% multiple states/locations—72
other single mentions
Colorado State University 12%
University of Nevada Las Vegas 8%
University of Arizona 7%
• The University, however,
receives no mentions from
University of Colorado Denver 6% respondents in this geographic
Northern Arizona University 3% market (states bordering the
home state)
Boise State University 3%
Grand Canyon University 3%
• Suggests The University more
Kaplan University 3%
of a local player in MBA
Thunderbird School of Global Management 3% degrees than a regional player
University of Colorado, Colorado Springs 3%
Base: All prospective MBA students in adjacent states (n=200)
© 2012 Stamats, Inc. - 22

23. Current Top MBA Program: Unaided
- Surrounding States -
%
%
College/University Top
Considering
Choice
• As was the case among in
University of Phoenix 26% 8%
state respondents, a fairly
University of Denver 24% 7% sizable proportion of
Arizona State University 19% 9% prospective students in this
region have no favored
University of Colorado Boulder 18% 5%
program currently
Regis University 13% 5%
Colorado State University 12% 3%
• No single program shows
University of Nevada Las Vegas 8% 2% particular strength in terms of
University of Arizona 7% 1% converting consideration into
meaningful interest
University of Colorado Denver 6% 2%
Northern Arizona University 3% 0%
Boise State University 3% 1%
Grand Canyon University 3% 1%
Kaplan University 3% 1%
Thunderbird School of Global Management 3% 1%
University of Colorado, Colorado Springs 3% 1%
Base: All prospective MBA students in
Don’t know -- 40% adjacent states (n=200)
© 2012 Stamats, Inc. - 23

24. Interest in Project-Based MBA Program
60%
48% Very interested 47%
44% Moderate interest
Slight interest
40% No interest
25% 27% 27%
24%
21%
20% 16%
9% 10%
2%
0%
Home State (n=87) Surrounding States Other States (n=298)
(n=200)
• No differences between geographic markets in terms of interest in the concept
Base: All prospective MBA students in indicated segment
© 2012 Stamats, Inc. - 24

25. MBA Competing Programs
UT AZ CO NV ID WY U.S.
Number of MBA Programs 13 14 17 7 5 2 1,139
Number of 2008 MBA Graduates 1,674 11,946 4,035 546 221 57 158,198
Share of U.S. MBA Graduates 1.1% 7.6%* 2.6% 0.3% 0.1% <0.1% 100%
* Just over 9,000 degrees conferred by University of Phoenix Online Campus attributed to AZ location
• Home state-based MBA programs conferred just under 1,700 degrees in 2008
• Most MBA students (even those enrolled in 100% online programs) select a program that is
located fairly close geographically
• The University enjoys no real consideration outside the home state, and surrounding states
represent a fairly limited pool of prospective students to recruit
© 2012 Stamats, Inc. - 25

26. Major Research Findings
• Market has diversity of needs, preferences, and interests
• Need differentiation
• Single format would not have broad-based appeal
• Low awareness and consideration requires significant investment and effort to get or
increase enrollment (Having a distinctive concept alone does not create awareness,
familiarity or demand)
• Concept was of interest to those had previously investigated MBAs, so the concept likely
is addressing unmet needs.
• Multiple positioning points (four) for the program are indicated, though one is of broader
appeal than the other three. A second had an advantage in interest level, but is not
differentiating.
• Given the concept could generally be put in the online category, there was not enough
appeal beyond the local area to make the decision to invest in the new format without
other distinguishing factors as the awareness and demand was not indicated in the
research.
© 2012 Stamats, Inc. - 26

27. If you have launched a new program was there a written
launch plan?
RESPONSES
A. Yes, with strategy and tactics
B. Yes, a general plan but not specifics
C. No, I was called and given a goal and start date
© 2012 Stamats, Inc. - 27

28. Integrated Launch Plan Components
• Timing
– Internal Launch
– External Launch
• Audiences
– Prospective Students
– Employers
– Alumni
• Channels
• Recruitment
– Timing
– Training
– Activities
• Class Start Date
© 2012 Stamats, Inc. - 28

29. Integrate Across Multiple Channels
Advertising: PR:
• Newspaper • Radio • Features
• Magazine • TV/cable • Wild art
• Billboard
Digital: • Facebook Direct marketing: (response marketing)
• Email • LinkedIn • Telephone
• Website • YouTube • Postal mail
• Aggregators • Search • E-mail
• Blogs • PPC • Text/SMS
• Banner Ads
• Twitter • SEO • List Buys
Publications including variable digital printing/print Sponsorships, publicity, event marketing
on demand
Internal communication Collaborations, alliance marketing (co-branding)
Word-of-mouth (buzz marketing) Facilities and environmentals:
• Buildings and grounds
• Signage and perimeter marking
Events • Fairs Engaged employees as media
• Campus events • Conferences
© 2012 Stamats, Inc. - 29

30. How are you determine success with a new program?
RESPONSES
A. First year applications/enrollments
B. Breaks even/makes money
C. Meets multi-year targets
D. No defined measures
© 2012 Stamats, Inc. - 30

31. Measuring Success
• Goals—Define Success • Identify Key Performance Indicators
– Students (KPI)
§ Inquiries • Build Dashboards
§ Applicants • Review data and make decision
§ Admits – Weekly
§ Matriculants – Monthly
– Revenue – Term
• Short Term/Long Term
– Term/start
– Year
© 2012 Stamats, Inc. - 31

32. KPI
Worksheet
Google
Analytics
KPI
Name Goal Data
Source Calcualtion Timeframe View
Parameters Segment
URL Notes
Admissions
Application 350 SIS wkly/mtd/mom/ytd/yoy line
chart
by
segment
Accepted 250 SIS wkly/mtd/mom/ytd/yoy line
chart
by
segment
Fee 125 SIS wkly/mtd/mom/ytd/yoy line
chart
by
segment
WEB
line
chart
f or
past
year,
current
month
percentage,
rate
of
Number
of
visits
i n
target
change
f rom
precvious
geographic
region/All
month,
rate
of
change
Target
Geographic
Reach Web
Analytics visits yearly
by
month from
previous
year http://goo.gl/x0WnB
Note:
In
the
Google
Analytics
Segment
replace
the
keywords
Visits
f rom
search
e ngines
line
chart
f or
past
year,
with
branded
keywords
that
are
in
which
the
keyword
current
month
relevant
to
your
i nstitution.
If
used
was
one
associated
percentage,
rate
of
you
i nclude
more
than
one,
as
with
your
brand
( name
of
change
f rom
precvious
does
the
e xample,
separate
e ach
university,
college,
sports
month,
rate
of
change
keyword
with
a
"|"
pipe
Branded
Keywords Web
Analytics team,
e tc.)/All
visits yearly
by
month from
previous
year http://goo.gl/lTRHn character.
Visits
that
came
to
the
site
through
a
search
e ngine
keyword
associated
with
a
subject
( for
i nstance,
line
chart
f or
past
year,
business
f or
a
business
current
month
program)
OR
visit
to
a
percentage,
rate
of
page
on
your
site
that
change
f rom
precvious
contains
the
subject
i n
the
month,
rate
of
change
Subject
Interest Web
Analytics title/All
visits yearly
by
month from
previous
year http://goo.gl/qcXS2
line
chart
f or
past
year,
current
month
percentage,
rate
of
change
f rom
precvious
Visits
f rom
social
media
month,
rate
of
change
Social
Media
Traffic Web
Analytics source/All
V isits yearly
by
month from
previous
year http://goo.gl/UL6pE
line
chart
f or
past
year,
Note:
It
may
help
to
apply
current
month
additional
segments
such
as
percentage,
rate
of
social
media
traffic
to
goal
change
f rom
precvious
conversions
to
better
understand
Goal
Completions/All
month,
rate
of
change
which
traffic
i s
converting
the
Goal
Conversion
Rate Web
Analytics visits yearly
by
month from
previous
year best.
© 2012 Stamats, Inc. - 32

33. KPI
Dashboard
The
light
gray
lines
of
standard
deviation
in
the
charts
denote
the
normal
range
for
that
data
set.
+-­‐
Month
is
the
rate
of
change
as
compared
to
the
previous
month.
+-­‐
Year
is
the
rate
of
change
compared
to
the
previous
year.
35 Recommendations
and
Observations
This
over-­‐time
graph
shows
t he
amount
of
visits
from
visitors
t hat
This
over-­‐time
graph
shows
t he
percentage
of
visits
from
came
t o
t he
site
with
a
branded
keyword
search. within
universities. Use
a
multivariate
test
on
the
home
page.
33.00% 38.00% Test
home
page
image
and
heading.
Include
additional
goal
links
on
the
home
page.
31.00% 36.00%
Test
three
different
locations.
29.00% 34.00%
University
Traffic
%
Use
A/B
test
on
forms
to
test
how
well
different
versions
convert.
Branded
Visits
27.00% 32.00%
25.00% 30.00%
Branded
Visits
23.00% 28.00%
21.00% 26.00% While
there
was
a
s pike
in
expected
Branded
traffic
in
the
s ummer,
there
has
been
a
decline
during
the
Fall.
19.00% 24.00%
Overall
there
s eems
to
be
s ignificant
name
recognition
based
on
visitors
that
came
to
the
s ite
through
branded
s earches
17.00% 22.00%
15.00% 20.00%
Jul
2 008
Jul
2 009
Jul
2 010
Jul
2 008
Jul
2 009
Jul
2010
Mar
2010
Mar
2 008
Mar
2 009
Mar
2 008
Mar
2 009
Mar
2 010
Jan
2008
Jan
2009
Jan
2010
Jan
2008
Jan
2009
Jan
2010
Nov
2008
Nov
2009
Nov
2010
Nov
2008
Nov
2009
Nov
2010
Sep
2008
May
2 008
May
2 009
Sep
2 009
May
2 010
Sep
2 010
May
2 008
Sep
2 008
May
2 009
Sep
2 009
May
2 010
Sep
2 010
University
Traffic
%
Branded/
Branded/ UT/All
+-­‐
UT/All
+-­‐
Oct
2010 All
+-­‐
Oct
2010
All
+-­‐
Year Month Year Recent
months
have
been
within
the
normal
range.
Month
28.28% 4.45% 11.35% 31.99% 10.52% -­‐6.49% Levels
have
been
lower
than
they
were
the
previous
year.
Branded/
Branded/ UT/All
+-­‐
UT/All
+-­‐
Nov
2010 All
+-­‐
Nov
2010
All
+-­‐
Year Month Year
Month
24.85% -­‐12.15% -­‐12.22% 31.20% -­‐2.45% -­‐0.89%
This
over-­‐time
graph
shows
the
amount
of
visits
from
This
over-­‐time
graph
compares
goal
conversions
by
segment. %
of
Loyal
Visits
visitors
that
have
been
to
the
website
between
9-­‐50
times.
10.00% 30 October
and
November
percentages
of
loyal
visits
are
above
the
normal
range,
increasing
from
the
previous
year.
25 Consider
offering
a
s pecial
promotion
to
extend
the
trend.
9.00%
%
of
Loyal
Visits
20
8.00% 15
Goals
7.00% 10
5
6.00%
0 Goals
Mar Apr May Jun Jul Aug Sep Oct Nov
5.00%
All
Visits
(Segment)
There
has
been
a
decline
in
goals
conversions
during
the
Fall.
4.00% Create
A/B
or
multivariate
tests
on
the
home
page
and
admissions
page
to
increase
goal
conversions.
University
Traffic
(Segment)
Jul
2008
Jul
2 009
Jul
2010
Mar
2 008
Mar
2 009
Mar
2 010
Jan
2008
Jan
2009
Jan
2010
Nov
2008
Nov
2009
Nov
2010
Sep
2 008
Sep
2 009
Sep
2 010
May
2008
May
2 009
May
2010
Since
university
traffic
s eems
to
convert
better
than
other
traffic,
increase
PPC
dollar
amounts
to
university
traffic.
Branded
Keywords
(Segment)
Since
conversions
are
down
from
previous
years,
modify
page
content
to
increase
conversions.
Loyal
V isitors
(9-­‐50
Visits)
(Segment)
Goal
Loyal/All
Loyal/All
Oct
2010 Conversio
+-­‐
Month +-­‐
Year
Month ns
9.14% 40.44% 7.90% Jul 14
Aug 8
Loyal/All
Loyal/All
Nov
2010
+-­‐
Month +-­‐
Year Sep 8 Fewer
goal
9.08% -­‐0.67% 27.93% Oct 8 conversions
than
Nov 12 anticipated.
© 2012 Stamats, Inc. - 33

34. Quick Review of Basic Steps
• Build Relationships
• Have Ideas
• Do Research
• Make a Plan
• Design the Program
• Create a Budget
• Launch Program
• Measure and Refine
© 2012 Stamats, Inc. - 34

35. About Stamats
Stamats is recognized and respected as the nation’s higher education integrated
marketing thought leader. Our comprehensive array of innovative services has set
the standard for pairing insightful, research-based strategic counsel with compelling
creative solutions. We promise our clients the highest level of professional service
and attention to detail in the industry because, in the end, we know our success is
measured entirely by theirs.
Research, Planning, and Consulting Services Creative & Interactive Services
• Image, perception, and brand studies • Creative concepting
• Recruiting, marketing, brand, and academic • Web strategies
program marketability audits
• Recruiting and advancement
• Tuition pricing elasticity and brand value studies publications
© 2012 Stamats, Inc. - 35

36. Stamats on Your Campus
Stamats has a wide array of presentations and workshops—like this
one—that we conduct on campus for departments, senior leadership
teams, and boards.
A partial list of sessions include:
• Assessing Your Marketing Structure and Organization
• Developing an Integrated Marketing/Brand Marketing Strategy
• Marketing Your Academic Programs
• Applying Research to Strategic Enrollment Management Planning
• AdultStudentTALK—Understanding the Graduate Prospects
Motivations and Desired Communications Channels
Please contact us for a complete list or to discuss a session for you in
greater detail. Thank you.
Julie Staggs
Senior Client Consultant
julie.staggs@stamats.com
800-553-8878 ext 5069
© 2012 Stamats, Inc. - 36

37. Stamats’ Graduate School
Integrated Marketing Conference
July 23-25, 2012
Intercontinental Hotel, Atlanta, GA
Navigating the New Normal
www.stamats.com/Grad2012
Promotional Code: NAGAP
© 2012 Stamats, Inc. - 37

38. Questions
© 2012 Stamats, Inc. - 38