The University of Wisconsin Colleges has a unique organizational structure including central administration services and leadership, 13 physical campuses, 17 institution-wide academic departments and an online division, and various special programs. The UW Colleges marketing web team was tasked with redesigning these areas’ websites – which were in various states of age, functionality, usability and design (or lack thereof) – into standard templates and consistent branding. As a consequence of digging into the old sites in preparation for redesign, a lot of archaic (relative to web standards) and not-so-archaic material was uncovered that challenged the limitations of their templates. This session will describe how the team succeeded in most ways and fell short in some.
"Authentic content" is a common term for describing social media. Indeed, this desirable quality is one of the great benefits of social media. It's often perceived as raw and unfiltered. It's “authentic.” However, authentic content is not reserved for social media. In fact, all content should be authentic. Authenticity represents a fundamental quality of clear communication, but many shy away from authenticity because it appears risky or to avoid opening an institution to critique and criticism. However, the risk of creating inauthentic content that can dull or misrepresent a brand can be a much worse consequence. Allen will discuss how institutions can "be themselves," including several examples of authentic content at work for colleges and universities. Attendees will learn how to turn perceived “flaws” into positive qualities that reflect and distinguish brand, culture, and values of colleges and universities.
Who owns a brand? How can a college or university develop, grow, and maintain its identity while staying abreast of changes in the marketplace, such as demographics with shifting online preferences, as well as new tools, platforms, and technologies? How can a brand grow with all of these challenges along with an increasingly engaged community of faculty, staff, and students, eager to act as advocates for the college? With employees, students, alumni, prospects, donors, and more to consider, these questions are becoming increasingly challenging for all institutions. Berklee’s marketing leadership shares the struggles and successes of an ongoing brand unification initiative to assimilate disparate campuses, degree programs, institutes, and other programmatic offerings into a coherent brand experience to a wildly diverse audience. Browning and Tracy will discuss working with both outside agencies and internal stakeholders as well as the ongoing process of aligning and developing brand architecture and marketing strategies. Topics and platforms include search and display advertising, web structure, social media strategy, and data analysis.
By now, we’ve all drank the proverbial Kool-Aid and understand the importance - and requirement - of social media in marketing for institutions. There have been a variety of creative appeals from admission, to student engagement to annual giving. But how can social media be used across an institution at the highest level, and what is an institutional social media strategy? Krywosa will provide a way forward by investigating integrating the best of discrete social media strategies (informative, fun, engagement and transaction focused) to a brand enhancing platform, as well as defining "best practices" specific to an institutional social media strategy. She will also examine the difference between campaign and organic social media strategies, while discussing means of collaboration to build a consistent brand message from content with social media in mind.
New York University is home to more than 40,000 students, attending 18 schools and colleges in Manhattan and around the world. Though the NYU community is large, the individual schools and colleges are small—each with its own traditions, programs, and faculty. The Digital Communications Group and Office of Public Affairs have used NYU’s central social media accounts to celebrate the successes of each of its schools, and have encouraged interdepartmental and collaborative social media efforts over the past year and a half. Given the size of the NYU student and employee population, and the extended reach of the NYU global brand, clear guidelines for social media use are essential. In coming together online, through a Google group for social media administrators, and in person at monthly campus meetings to discuss industry news and strategy, NYU’s social media ambassadors participate in the creation and maintenance of data-driven University-wide social media guidelines, while retaining autonomy over the platforms they manage for individual schools and departments. The Digital Communications Group also offers training and workshops on topics suggested in feedback from the social media ambassadors. In addition to improving the quality of social media messaging to the NYU community, these collaborative initiatives also support efforts to streamline communication within and among University departments.