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Transitioning to IntegratedMarketing and Communications:

 A Case Study

Mark A. Heckler, Ph.D.

Valparaiso University

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Key Institutional Attributes

• Comprehensive Masters with Law, DNP

• Independent Lutheran• 4,100 Students on Campus

• Seven Schools and Colleges

• Division I Athletics (21 Teams)• Robust Visual & Performing ArtsPrograms

• Successful Advancement Unit (Most

Recent Campaign ended 2009: $238million)

• Presidential Transition July 1, 2008

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Initial Organization

• VP for Marketing

• Decentralized Budget (Athletics, Admission, Advancement, Arts, Law,Colleges)

• Decentralized Staff 

• Internal Coordinating Committee Chairedby VP

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Marketing/Communications Audit

• Board Education and Endorsement• External Consultant (Stamats)

• Materials Collected and Reviewed

• Campus Visit and ConstituentInterviews

• Draft Report to the President

• Final Report to Constituent Groups

• Final Report to the Board• Reorganization Plan Announced

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Revised Organization

• Interim VP for Integrated Marketing &

Communications (IMC)• Centralized Budget (Athletics,

 Admission, Advancement, Arts, Law,Colleges)

• Centralized Staff 

• National Search for VP for IMC(Business Dean served as search

chair)• Board Committee Created for IMC

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Early Wins (1-3 months)

• Strong Endorsement from President’s

Council and Council of Deans• Negotiated Budget Agreements

• Negotiated Staff Agreements

• Centralized Office Space and Identity• Hiring of Experienced VP

• Board Committee Launched

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Intermediate Steps (3-12 months)

• Focus on Visual Brand Renovation and

Development of Brand Attributes• Quantitative and Qualitative Research-

Based Approach

• Development and Utilization of a “WarRoom” for Brand Research and Education

• Full Board Engagement in Brand Researchand “War Room” Education Session

• Deployment of Bow-Tie Model for BrandImplementation over 12 Months

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#2

Brand

Development &Communications

Planning

#3 The BigBang

Leadership

Unveils&

MandatesBrand

Change

#4 TacticalBuild Up

Short &Expected

Build Up ToCritical Mass

The “Bowtie” model

   #   5   A   C   H   I   E   V   I   N   G   C

   R   I   T   I   C   A   L

   M   A   S   S

   #   1   E   S   T

   A   B   L   I   S   H   C

   A   S   E   F   O   R

   B   R   A   N   D

#3

SOFT

LAUNCHGet the ball

rolling 

#2

BUILDING

CONSENSUS

 Ensuring brand implementation

 success

#4

MANAGING

THE BUILD UP Dealing with motivators

and adaptors

© Scott Ochander 

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Valparaiso UniversityBrand Launch Strategy – The Bowtie

   C  a

  s  e   f  o  r   B  r  a  n   d   R  e  n  o  v  a   t   i  o  n   E  s   t  a   b   l   i  s   h  e   d

   R  e

  s  e  a  r  c   h  –   D  e  s   i  g  n   S  y  s   t  e  m   C  o  m  p   l  e   t  e   d

Brand

Soft

Launch

   B  r  a  n   d   t  e  s   t  a   t   L   C

   M   S   Y  o  u   t   h   G  a

   t   h  e  r   i  n  g

8/20/107/9/106/25/10

   F   i  n  a   l   i  z  e   B

  r  a  n   d   A  r  c   h   i   t  e  c

   t  u  r  e

   A   t   h   l  e   t   i  c  s   I

   d  e  n   t   i   t  y   U  n  v  e   i   l  e   d

   C  r   i   t   i  c

  a   l   M  a  s  s   A  c   h   i  e  v  e   d  –   B  r  a  n   d

   M  g  m   t   B  e  g   i  n  s

8/21/1104/16/119/18/1001/2010

Milestone

© Scott Ochander 

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New Identity System

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Final Brand Attributes

Journey

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Intermediate Steps (12-36 months)

• Refine and Complete Visual Brand

Renovation• Refine Brand Attributes

• Secure Domestic and InternationalTrademark and Licensing

• Manage Brand Internally and Externally

• Develop Marketing Plans for All Key Areas

• Integrate Marketing Plans Across

University

• Continued Briefings of and Counsel fromBoard IMC Committee

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Intermediate Steps (12-36 months)

• Develop Crisis Communications Plan

• Develop Social Media and Digital MediaExpertise

• Revitalize Media Relations

• Launch Metro-Chicago AdvertisingCampaign

• Launch Strategic Plan

• Launch Campus Master Plan

• Launch Alumni Relations eCommunity

• Launch Phase One of Website Renovation

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Long Range Steps (36-60 months)

• Succession Planning

• Expand Internal CommunicationsCapacity

• Implement Executive CommunicationsStrategy

• Expand Chicago Metroland Advertising

• Complete Website Renovation

• Launch Comprehensive Campaign

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Lessons Learned

• Gain Board Endorsement at the Outset

• Importance of External Audit• Determine Institutional Readiness forBrand Renovation and Management

• Develop Strategy to Manage Staff

Transition to Integrated Model

• Determine President’s Role in Process

• Need for Strengthened Internal

Communications to Faculty and Students

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