This was presented at the 2018 AMA Higher Education Conference by Michael Stoner, co-founder and co-owner at mStoner, Inc. and Rob Zinkan, associate vice president, marketing, at Indiana University.
In this presentation, based on insights from the 2018 Benchmarking Digital Advancement research by CASE and mStoner, Inc., and interviews with senior advancement and marketing professionals, we explore the current relationship between the CMO and chief advancement officer. Are they colleagues and partners? And, more importantly, what
lies ahead for the CMO/CAO relationship as institutions seek to implement more effective engagement strategies with the entire range of an institution’s stakeholders?
3. We’re at an inflection point in
higher ed as the CMO gains respect
& prominence and as the CAO
faces a new set of challenges.
The Assertion:
4. Both leaders must do their best work
and learn to work together effectively
for the benefit of their institution.
The Corollary:
5. “It often goes back to the evolution and maturity
of the marketing role – the reason there’s
tension is because they’re running headlong into
each other. Often there aren’t clear lines of
cooperation or separation – and a lack of clarity
– about who’s being held responsible for what.”
Charlie Melichar, Senior Consultant
Marts & Lundy
6. “It’s not about reporting, it’s about an
understanding of how marketing strategy
should work at an institution, whether you
report to Advancement or the President.”
Mary Gresch, Chief Marketing and Communications Officer
University of Washington
7. Today’s
Topics
1. What the data show
2. Challenges for CMOs &
CAOs
3. Being effective partners
4. The future?
5. Discussion
Agenda
9. Parity in reporting
Our chief advancement officer and our chief marketing officer both report to our CEO 60%
Our chief advancement officer reports to our CEO; our chief marketing officer reports to
advancement
21%
Our chief advancement officer reports to our CEO; our chief marketing officer reports
elsewhere (If elsewhere, to whom?)
14%
Our chief marketing officer reports to our CEO; our chief advancement officer reports
elsewhere (If elsewhere, to whom?)
3%
Our chief marketing officer reports to our CEO; our chief advancement officer reports to
marketing
2%
In response to the question: “Q30. Which of the following statements is most true of your institution?”; n = 239.
Source: mStoner/CASE Survey of Digital Advancement 2018.
10. Topline takeaways from the data
Brand is a major .edu priority
Slightly less than half of
institutions use one brand
for all communications;
just over half use a slightly
different brand for
Advancement purposes
At a majority of
institutions, the .edu
brand and the campaign
brand are largely identical
At nearly two-thirds of
institutions, “creating,
sustaining improving
brand image” is a major
goal for social media
Enhancing the .edu brand
is the major goal for video
at institutions that are
creating and deploying
video
One institutional brand Even in a campaign Brand is a key goal for
social media initiatives
Brand is a driver for video
11. One brand or similar brands?
In response to the question: “Q32. Which of the following statements is most true of your institution?”; n = 379.
Source: mStoner/CASE Survey of Digital Advancement 2018.
51% 49%
Our institution has
developed a brand
platform but
advancement uses a
slightly different
platform for
communications
Our institution has
developed a brand
platform that serves as the
foundation for all our
communications
12. .Edu brand & campaign brand
In response to the question: “Q33. If your institution has recently conducted, currently engaged in, or planning a fundraising comprehensive
campaign or capital campaign, to what extent did/will the campaign branding leverage your institution’s brand platform?”; n = 238.
Source: mStoner/CASE Survey of Digital Advancement 2018.
14%
29% 57%
The campaign brand
is distinctive
There's
significant
overlap
They’re largely identical
13. In response to the question: “Q14. Which of the following goals for your [UNIT/INSTITUTION]’s
social media activities are most important?Please select up to three.?”; n = 79. Source: mStoner/CASE Survey of Digital Advancement 2018.
create, sustain, improve brand image
encourage more engagement in general
engage alumni
increase brand advocacy 23
24
59
65
Brand: Top goals of social media initiatives
14. In response to the question: “Q28. [If use video] What is the video usually created for? Please select all that apply.”; n = 35.
Source: mStoner/CASE Survey of Digital Advancement 2018.
institutional brand awareness
giving (Annual Fund, Days of Giving, etc.)
student recruitment
social media engagement
marketing campus event
capital campaign 38
50
59
67
61
75
Brand: Top purposes for video
15. Topline takeaways from the data
Marketing priorities
At majority of institutions,
enrollment was ranked as
the #1 goal for the central
marketing team from
among seven options.
These goals were ranked
among the top three. Fundraising and alumni
engagement goals are not
key priorities for central
marketing teams.
Enrollment Brand & reputation Fundraising & alumni
are not goals
16. Priorities for marketing
In response to the question: “Q35. How would you, personally, rank the priority areas that your institution’s central marketing team is most focused on
currently?”; n = 241. Note: *Some respondents only ranked a few items; therefore the base percentage is slightly different for each priority area. This will
be re-formatted at a later date, and the percentages may change slightly. Source: mStoner/CASE Survey of Digital Advancement 2018.
1st 2nd 3rd 4th 5th 6th 7th Not
ranked*
Enrollment goals 57 13 14 5 2 1 6 2
Institutional brand
management
25 37 25 5 3 1 3 <1
Overall institutional
reputation goals
16 36 30 3 6 5 2 2
Alumni engagement 0 5 10 20 28 15 10 11
Stakeholder fundraising <1 2 3 12 16 23 32 12
Alumni fundraising <1 5 5 13 17 26 22 11
Stakeholder engagement 1 3 12 31 16 17 13 8
17. Topline takeaways from the data
Who does what?
At a majority of
institutions, marketing is
responsible for market
research.
At two-thirds of
institutions, marketing
produces the website and
video production and
manages digital marketing.
At about a third of
institutions, Advancement
handles campaign identity
and communications; at a
third, it shares them with
marketing; and at a third,
marketing leads them.
Not surprisingly, perhaps,
Advancement leads on
alumni and fundraising
communications
Market research Digital marketing & video Campaign identity &
communications shared
Alumni & development
communications
19. CMO challenges
More with less
There’s less money and
fewer staff to do the work
in a time when there are
many important needs
across the institution.
Keeping up is hard enough
but especially when
institutional priorities &
organization are shifting
so much. Not to mention
keeping up with
stakeholder needs &
expectations.
Maintaining a viable brand
in the attention economy
is difficult.
Rapid changes, growing
impact, attention of
stakeholders raise the
stakes for web/digital/
social.
Shrinking staff & budgets Rapid change Maintaining a strong
brand
Tech still a challenge
20. Source: Table 15, “Greatest communications and marketing challenge in the next five years,” from
the 2015 CASE Educational Communications and Marketing Trends Survey, January 2017.
keeping up with trends in the profession & audience expectations
budget/resources/staffing levels
productivity in a fast-paced environment with limited resources
competition with other institutions & maintaining a viable brand
strategic focus or adapting to organizational challenges
tech adoptioin or implementation, inc. social media & web
innovation & producing relevant offerings
enrollment goals
championing comms & mktng in education or the institution 5
6
6
8
8
10
13
16
18
Greatest marcom challenges
21. CAO challenges
New reality: more, more, more
There’s no more down-
time between campaigns:
institutions are always in
campaign mode
Campaigns have more
goals, larger goals, and
more ambitious goals
These new campaigns
require more resources
and staff
Your institution is raising
money and so is everyone
else. That means
competition for dollars,
mindshare, and for
experienced staff
Permanent campaigns Bigger campaigns More resources required Ubiquitous fundraising
22. CAO challenges
Advice for the next campaign
Show donors how your
institution improves lives,
enhances accress/diversity,
medical research, the
environment — causes
they care about.
Deliver content that is
relevant to them, in
channels they follow.
Become more relevant Personalize outreach
Explore digital advertising
& retargeting along with
giving days, crowdfunding,
micro-campaigns to build
a new donor pool &
enthusiasm.
Embrace new channels
for engagement
24. Idea #1: Focus on your audience
Focus on the experience of your
stakeholders and what they
need from your institution.
25. “We can get too entrenched in silos … instead
of stepping out and putting ourselves in the
customer journey …. It creates confusion …
when … the experience of the institution differs
in fundamental ways.”
Scripps College
Binti Harvey, Vice President for External Rela3ons/Ins3tu3onal Advancement
26. Idea #2: Be awesome
Be awesome at your job. But
learn a lot about fundraising.
27. Idea #3: Digital first
Ensure that you and your team
master digital and online media.
28. Source: Data from Ruffalo Noel Levitz (2018). Advancement Leaders Speak: The future of higher education fundraising campaigns.
Cedar Rapids, Iowa: Ruffalo Noel Levitz. Selected responses to the question “Which [of the following investments] do you expect
to be part of your current or next campaign?"
web & social presence
trying new donor contact channels
increase in brand marketing
addl. tech investment
hiring of more marketing professionals 74
85
85
85
86
Our next campaign will feature …
29. Idea #4: Lead the data
Play a key role in developing,
managing, and using an
integrated institutional dataset.
30. “The digital tools are a place of common
intersection and common ground: getting the
institution to invest and administer them for the
best work is the challenge .… And who has the
vision and focus to build it?”
Bob Groves, Vice President for University Advancement
Michigan State University
31. Idea #5: Cultivate humility
Be humble, listen, and always
question your perceptions,
especially when you’re sure
you’re “right.”
33. “In an ideal world, the advancement executive would
have a broad view and responsibility across all
revenue streams and would be a Chief Revenue
Officer over admissions, government relations,
development, and constituent engagement.”
J T. Forbes, CEO, Indiana University Alumni Association
Indiana University
34. “Marketing owns a broader vision
of the university than Advancement
usually does.”
Larry Lauer, Vice Chancellor Emeritus
Texas Christian University
35. “I think that the Chief Marketing Officer is going to
become the Chief Strategy Officer, because there’s
no one else who has the perspective about what are
people getting and what’s happening out there.”
Tony Proudfoot, Vice President for Marketing and Strategic Communication
Western Michigan University
36. mstnr.me/2z1oeBH
[note: CASE membership
required for access]
mstnr.me/2JeqytM
For a copy, contact
Kristin Ingels
(ki@simpsonscarborough.com)
To receive a copy, sign up at
mstnr.me/DA2018AMA
Results from
mStoner/CASE
Survey of Digital
Advancement 2018
released in
December 2018.
37. Thank You!
ROB ZINKAN
Associate Vice President for Marketing
Indiana University
812-855-0287
rzinkan@indiana.edu
MICHAEL STONER
Co-Owner & CO-Founder
312-622-6930
michael.stoner@mstoner.com