Chapter 2 Getting Started or Starting Fresh

Question 1

What is the biggest barrier to integrated marketing and branding on college campuses?

Answer 1

Organizational structure.

Elizabeth Johnson, chairman, SimpsonScarborough.

Question 2

Building marketing capacity within an institution usually begins with what?

Answer 2

Hiring a chief marketing officer or developing a marketing and communication division.

This is often not the case, as many institutions start with discrete marketing roles.

Question 3

In what decade did the concept of an institution-wide marketing function led by a senior manager begin to take root in higher education?

Answer 3

The early 1980s.

Question 4

What was the initial role of marketing directors in higher education institutions?

Answer 4

To serve as resources or internal consultants to other offices or divisions.

Question 5

What was the budget for the marketing director position at the University of Maryland in the initial setup?

Answer 5

$48,000.

Question 6

What is essential for a strategic marketing effort in higher education according to the text?

Answer 6

Identification of target audiences and research reflecting their perceptions.

This includes developing a strategy to differentiate from competitors.

Question 7

What do institutions often do when starting their marketing efforts?

Answer 7

Seek outside help from marketing consulting firms or agencies.

Question 8

What are some discrete projects that institutions might initially focus on in marketing?

Answer 8

• Design of a visual identity (logo) system
• Production of print or digital materials for campaigns
• Development of themes and collateral for fundraising campaigns.

Question 9

What is necessary for an institution serious about establishing a marketing mindset?

Answer 9

To bring the marketing function in-house and formalize it as a department.

Question 10

What are some common themes in the leadership structure of marketing organizations in higher education?

Answer 10

• Enrollment-driven institutions often adopt a strategic integrated marketing framework
• Institutions maintaining strong reputations may choose public relations professionals.

Question 11

What is the best educational background for a chief marketing and communication position?

Answer 11

Training and expertise in marketing, public relations, and strategic communication.

Question 12

What advantage does an advanced degree provide for leaders in higher education marketing?

Answer 12

Credibility when dealing with faculty and understanding scholarly responsibilities.

Question 13

What kind of experience is valuable for a CMO in higher education?

Answer 13

Experience from within or outside the higher education sector.

Question 14

What is a significant challenge for CMOs coming from corporate or government sectors?

Answer 14

Understanding academic culture and the time required to develop support in a shared governance environment.

Question 15

According to Thomas Hayes, what should be considered when hiring a CMO?

Answer 15

Candidates from service industries and non-profits may have relevant experience.

Question 16

What is crucial for a CMO in developing a brand strategy?

Answer 16

The ability to think and act strategically.

Question 17

What kind of work must be guided by an overarching strategy in marketing?

Answer 17

Tactical work such as writing stories or creating campaign copy.

Question 18

What are some impacts that a well-defined marketing strategy should aim for?

Answer 18

• Revenue
• Recognition
• Reputation.

Question 19

What is the primary function of an email campaign in higher education?

Answer 19

Operates primarily in a tactical realm guided by an overarching strategy.

Question 20

What is a key goal for universities in developing awareness for a repositioning strategy?

Answer 20

Identify and convert more students for whom the university is their first choice.

Question 21

What should a communication plan for a fundraising campaign prioritize?

Answer 21

Increasing the number of principal gifts from high-level prospects.

Question 22

Why is the reporting relationship and title important for marketing leaders?

Answer 22

It influences the marketing leader’s success.

Question 23

What percentage of senior communication and marketing officers reported to the president or CEO in 2015?

Answer 23

51 percent.

Question 24

In 2019, what percentage of CMOs reported being part of the president’s cabinet?

Answer 24

56 percent.

Question 25

How does strategic integrated marketing relate to other executive team members?

Answer 25

It intersects with considerations of program, price, and delivery systems.

Question 26

What is a common organizational structure for CMOs in larger institutions?

Answer 26

CMO supervises development and alumni relations.

Question 27

What percentage of CMOs held the title 'CMO' in 2014?

Answer 27

8 percent.

Question 28

What are the four characteristics of strong marketing champions identified by Robert Sevier?

Answer 28

* Respect of the campus community * Theoretical and practical understanding of marketing * Power and clout * Ability to lead and motivate people.

Question 29

What is the role of a CMO at the executive level?

Answer 29

Participates in setting the policy and direction of the entire institution.

Question 30

What type of power do CMOs need to effect change at their institutions?

Answer 30

A combination of bureaucratic and network power.

Question 31

What are the two drivers of bureaucratic power for CMOs?

Answer 31

* A seat at the leadership table * Demonstrated support from the president.

Question 32

What are the four contributors to a CMO’s network power?

Answer 32

* Centrality to operations * Strong relationships across campus * Data and analytics * Use of transformational leadership.

Question 33

Fill in the blank: The ideal marketing leader should be a strategic thinker and _______.

Answer 33

[transformational leader].

Question 34

What must be evaluated in the context of marketing and communication functions?

Answer 34

The organization's size, expertise, and reporting structure.

Question 35

What challenge do presidents face regarding internal marketing capacity?

Answer 35

Determining whether existing team members have the skills and influence to develop strategy.

Question 36

What impact does a widely distributed marketing responsibility have?

Answer 36

It can diffuse the impact of resources invested.

Question 37

What can limit the effectiveness of organizational structure in marketing?

Answer 37

Lack of clear structures, policies, and relationships for integration.

Question 38

What is typically observed when marketing responsibilities are widely distributed?

Answer 38

The impact of resources invested is more diffuse. ## Footnote This can lead to a lack of alignment around strategy among different units.

Question 39

What structural change was made at a small liberal arts college regarding marketing?

Answer 39

The decision was made to reintegrate the staff under one leader in the office of college advancement. ## Footnote This was due to a lack of alignment in strategy across different units.

Question 40

Why is choosing the right partners critical in marketing for higher education?

Answer 40

Partners should respect and understand academic culture and have experience with higher education. ## Footnote This ensures that they can provide valuable insights and push for necessary strategic choices.

Question 41

What percentage of CMOs in 2019 reported relying on freelancers?

Answer 41

70 percent. ## Footnote This reflects a trend toward outsourcing certain marketing functions.

Question 42

What is a common function included under central responsibility in higher education marketing?

Answer 42

* Development of the institution's brand strategy * Advertising and media buying * Media and public relations * Issues management * Institutional publications * Digital marketing and communication * Analytics and market research ## Footnote These functions benefit from institution-wide leadership.

Question 43

True or False: Organizational structure is considered the biggest barrier to integrated marketing and branding on college campuses.

Answer 43

True. ## Footnote This observation was made by Elizabeth Johnson, chairman of SimpsonScarborough.

Question 44

What trend was reported regarding the size of marketing teams at smaller institutions compared to larger ones?

Answer 44

Smaller institutions tend to have smaller staff sizes than larger institutions. ## Footnote The average size of a central marketing staff varies significantly based on institutional size.

Question 45

What is a challenge faced by CMOs regarding organizational structure?

Answer 45

Managing and integrating the work of marketing professionals who do not report to them. ## Footnote This challenge is exacerbated by distributed authority and resources in many institutions.

Question 46

Fill in the blank: A common responsibility of central marketing includes _______.

Answer 46

[digital marketing] ## Footnote This encompasses both organic and paid search marketing.

Question 47

What was the average size of central staff at doctoral-granting universities according to the 2014 survey?

Answer 47

Close to 20 central staff members. ## Footnote This includes various roles such as media relations and graphic design.

Question 48

What is a suggested measure for institutions to report and compare their central staff?

Answer 48

The ratio of enrollment to central staff. ## Footnote This can help understand staffing efficiency in relation to student numbers.

Question 49

What are some activities that distributed marketing functions might address?

Answer 49

* Academic unit communication * Alumni communication * Athletic marketing * Community relations * Special events ## Footnote These activities may not be prioritized at the institutional level but are crucial locally.

Question 50

What did the 2019 survey indicate about the resources of chief marketing and communication officers?

Answer 50

A majority reported that their resources had held steady or increased. ## Footnote This indicates a trend towards maintaining or enhancing marketing capacity.

Question 51

What should leaders consider when establishing the right size of a marketing organization?

Answer 51

* The nature of the work to be done * Strategic value to be built * Enrollment and retention revenue * Brand equity * Alumni support and engagement ## Footnote These factors help determine in-house or supplementary capacity needs.

Question 52

What are the three primary areas of responsibility for a CMO?

Answer 52

Community relations, government and legislative relations, special events

Question 53

In the 2014 Chronicle survey, what percentage of CMOs said they played 'some role' in various responsibilities?

Answer 53

More than half

Question 54

What is a suggested tool for coordinating activities performed outside the central marketing and communication office?

Answer 54

Tools for coordinating, integrating, and influencing activities

Question 55

Which key initiatives might be distributed among leaders in executive teams and academic leadership?

Answer 55

Enrollment marketing, development communication, brand integration, media relationships, constituent communication, internal communication

Question 56

What management model involves shared responsibility for performance management and compensation?

Answer 56

Matrix management

Question 57

What is the account executive model in marketing?

Answer 57

Central marketing staff assigned to work as strategic partners with units

Question 58

What are the benefits of embedding staff in other units with shared marketing responsibilities?

Answer 58

Deeper understanding of business objectives, influence on marketing outcomes, coordination with brand strategy

Question 59

What is necessary for effective execution of marketing strategies according to the text?

Answer 59

Support from the president and executive team, significant network power by the CMO

Question 60

What is a marketing task force in a college or university?

Answer 60

A group charged by the president and chaired by the CMO to develop buy-in for marketing initiatives

Question 61

What is the primary role of a marketing task force?

Answer 61

Advisory role making recommendations to institutional leadership

Question 62

What should the membership of a marketing task force include?

Answer 62

High-level representatives from admissions, athletics, alumni, development, student affairs, and other key constituencies

Question 63

What is the purpose of working groups in an institution?

Answer 63

To encourage staff with similar roles to collaborate and integrate efforts

Question 64

What is the role of steering committees in marketing communication?

Answer 64

To develop and reinforce policies and procedures for shared communication resources

Question 65

What responsibilities can the CMO take on as an internal consultant?

Answer 65

Consulting, advising, approving, coordinating communication

Question 66

What is a crucial responsibility of the CMO during a crisis?

Answer 66

Leading crisis communication

Question 67

What is a common initial step for presidents and executive teams to assess organizational capacity?

Answer 67

Hire a strong CMO and assign a thorough assessment

Question 68

What should a CMO review to assess the effectiveness of their team?

Answer 68

Existing work products, budgets, staffing levels, capacities

Question 69

What is the recommended time frame for a thorough assessment by a CMO?

Answer 69

No more than three months

Question 70

When might an institution consider hiring an outside consultant?

Answer 70

If there is no CMO or if confidence in the current CMO is lost

Question 71

What qualities should an external consultant possess for organizational assessment?

Answer 71

Experienced, respected leader, operates with compassion and discretion

Question 72

What should the consultant operating in the assessment process be?

Answer 72

An experienced, respected leader in the field who operates with compassion and discretion.

Question 73

What must be made clear to avoid a conflict of interest regarding the consultant?

Answer 73

The consultant cannot become a candidate for the CMO role if the assessment leads to an opening.

Question 74

From whom can institutions seek recommendations for an external consultant?

Answer 74

Respected CMOs or agency leaders with whom the institution has an existing relationship.

Question 75

What is the purpose of the Registry for College and University Presidents?

Answer 75

To identify an interim communication and marketing executive for a period of 6–12 months.

Question 76

What role does the interim appointee have during their term?

Answer 76

To keep the trains running, do the assessment, and guide the search for the next CMO.

Question 77

What should leaders and trustees possess regarding marketing and branding?

Answer 77

At least a discerning consumer’s knowledge of what they are investing in.

Question 78

What is the starting point in marketing according to the document?

Answer 78

The laying of the foundation of strategy through market research.

Question 79

How does the president demonstrate support for marketing and communication?

Answer 79

By supporting the strategic value of marketing and communication.

Question 80

Does the CMO have a seat at the table for institutional strategy conversations?

Answer 80

Yes, and the reporting structure should support the CMO’s success.

Question 81

What should be evaluated regarding the marketing and communication team?

Answer 81

The appropriateness of its structure and the balance of central and distributed responsibility.

Question 82

Fill in the blank: The consultant must operate with _______.

Answer 82

[compassion and discretion]

Question 83

True or False: The interim appointee can be considered for the permanent appointment.

Answer 83

False.