Best Practices: MIT Messages

1. Best Practices: MIT Messages Marsha Sanders, Provost’s Office Mary Leen, MIT Museum Paul Denning, Sloan School Mary Haller, Arts at MIT Effective Messages Presentation, May 5, 2003

2. Best Practices • MIT Leadership: Hal Abelson • MIT Museum: Mary Leen • Sloan School: Paul Denning • Arts at MIT: Mary Haller

3. MIT’s Five Key Messages • MIT makes a difference in the world • MIT is leading the scientific and technological revolution • MIT works together with others—across fields, institutions, and national boundaries—to shape the future • MIT is a meritocracy: egalitarian and accessible • MIT is redefining its residential university experience and building a new sense of community

4. MIT Leadership: Hal Abelson • “MIT is leading the scientific and technological revolution” • Professor Hal Abelson • Co-Chair of the Council on Educational Technology (CET), iCampus co-Director, EECS Professor, MacVicar Fellow

5. Best Practices: MIT Museum Mary Leen, Acting Director

6. The MIT Museum • The MIT Museum is unique among university museums in its focus on the activities and achievements of the parent institution, particularly in the fields of science and technology. • Positioning • The museum dedicated to science and technology and their impact on society • Introduction of hands-on, interactive experiences, and educational programs that foster learning by doing

7. The MIT Museum • The MIT Museum, working with MIT Facilities, recently completed a capital project to create a bold new entrance, façade and signage to be more visible and welcoming to the community.

8. The MIT Museum: Re-positioning • A three-year campaign to re-position the museum • Museum messages support two of MIT’s key messages: • MIT is leading the scientific and technological revolution • MIT is redefining its residential university experience and building a new sense of community

9. Ways we reinforce the messages • A mission statement that is related to MIT’s mission • Development of a long-range strategic plan involving the whole staff • A new graphic identity and redesign of the website: web.mit.edu/museum • Remaking the building and museum space to be a destination for the community • New ongoing exhibitions focusing on MIT innovation

10. MIT Museum: Mission Statement To document, interpret, and communicate to a diverse audience, the activities and achievements of the Massachusetts Institute of Technology and the worldwide impact of its innovation, particularly in the fields of science and technology; and to enhance the spirit of community inside the Institute through the promotion of dialog both at MIT and between the Institute and the wider world.

11. MIT Museum: New Graphic Identity • Consistent look-and-feel • All stationery, public relations, and marketing materials • Website: http://web.mit.edu/museum • Re-design of the building façade and construction of a new entrance

15. MIT Museum: New exhibits • Major ongoing exhibitions show how MIT leads the scientific and technological revolution, from the Institute’s founding to today Mind and Hand:The Making of MIT Scientists and EngineersRobots and Beyond:Exploring Artificial Intelligence at MIT

18. Visit me!

19. Best Practices: Sloan School Paul Denning, Communications Co-Director

20. Best Practices: the goals • MBA program wanted a strategic vision • Goal was to define a distinctive value proposition to engender strong brand identity • Ensure the vision drives operational decisions • Define powerful and consistent message for delivery to the outside world/applicants

21. Best Practices: the process • McKinsey & Co. retained to do analysis of Sloan’s place in the market – focus groups to determine public perception • 4 value propositions developed by faculty/staff • All were tested FOR EXCITEMENT, CREDIBILITY FOR SLOAN • CLEAR WINNER (AND FACULTY/STAFF FAVORITE): “The premier program for shaping innovative leaders who will create, redefine and build cutting edge products, markets and organizations”

22. Best Practices: the results • A new mission statement: The mission of the MIT Sloan School of Management is to develop principled, innovative leaders who improve the world and to generate ideas that advance management practice. • A marketing function was created to ensure consistent messages come out of the School • Messages will differentiate Sloan from its competitors

23. Best Practices: the differentiators • With Sloan’s vision defined, differentiators became clear: • Sloan specializes in teaching skills to innovate • Sloan offers cross-disciplinary learning opportunities that play to MIT’s strengths—engineering, technology, innovation • Sloan exposes students to cutting edge faculty research • Sloan’s Career Development Office will specialize in relationships with innovative companies

24. Best Practices: the materials Sloan Case Statement Cover The Chronicle of Higher Education: The New MBA

25. Best Practices: the materials Sloan Viewbook Page

26. Best Practices: Office of the Arts Mary Haller, Director

27. Arts at MIT: Positioning • Position the arts at MIT, not just the Office of the Arts • What’s special about the arts at MIT? • They are flourishing in an Institute focused on science and technology • The variety and excellence of MIT’s arts offerings • Innovative; emphasis on hands-on creativity and invention extends from sciences/engineering to the arts • The people that make up MIT’s arts community

28. The Arts at MIT: People

29. Arts at MIT: Positioning continued • An indicator of the way that MIT has changed; contrast with image of the “old” MIT • An integral part of MIT’s curriculum and community • An appealing feature for prospective students, faculty, staff, and visitors

30. Arts at MIT: Audiences • Prospective students • MIT community: students, faculty, staff • MIT alumni • Boston/Cambridge Community • General public/press • Donors/donor prospects

31. Office of the Arts: Audience Needs • Prospective students • “Can I play my trumpet at MIT?” • MIT community/alumni • What arts programs/events does MIT offer? • Boston/Cambridge community • What arts programs/events does MIT offer? • “How do I get to Killian Hall?” • General public/press/donors • “Arts? At MIT???”

32. Office of the Arts: Purpose of Communications • Raise awareness • MIT is not only about science and engineering • High caliber of arts programs and events • Multi-talented, multi-dimensional people • Participate at all levels • Communicate value • MIT is more than a specialized technical school for attending students; the arts are valued here • MIT offers an exciting, interesting, rich environment in which to study, teach and work

33. Office of the Arts: Purpose of Communications continued • Value to the Cambridge/Boston community—most events are free and open to the public • Stimulate action • Apply to MIT • Enroll at MIT • Once you are here, participate in the arts; be part of this fascinating community • Attend MIT arts events • Give $$ to MIT’s arts programs

34. Office of the Arts: Messages • MIT students are “Renaissance kids”—talented and interested in science/technology as well as arts/humanities; creative • “I came to MIT for engineering and I found the arts” • “Don’t leave your trumpet at home…you can use it here.”

35. Integrated Communications Website

36. Arts at MIT Brochure Brochure

37. Integrated Communications Calendar

38. Integrated Communications Direct Mail Card Preview Weekend Card