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Strategic Marketing and Communications Plan. January-December 2013. Mission & Goal. The mission of ASU Health Solutions is to bring forth innovative healthcare solutions that result in better outcomes for people at a lower cost.
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Strategic Marketing and Communications Plan January-December 2013
Mission & Goal • The mission of ASU Health Solutions is to bring forth innovative healthcare solutions that result in better outcomes for people at a lower cost. • Our goal is to build awareness and understanding of those efforts among students, faculty, alumni, donors/investors, and other thought leaders in the healthcare industry.
Desired Perception ASU is doing cutting-edge work to improve human health and longevity
Approach • Place bets that focus on IMPACT vs. activity • Represent the voice of the CUSTOMER… always! • Create compelling stories that can be EXTENDED • Use social vehicles to increase ENGAGEMENT • Cultivate third parties to lend CREDIBILITY • Speak to TRENDS and identify TENSION that peak customers’ and influencers’ interest • Drive an accurate and consistent BRAND EXPERIENCE aligned with ASU brand attributes
Audience & Influencers Include who or what informs and influences each audience Audience • Students & prospective students • Faculty & prospective faculty • Donors/investors & prospective donors/investors • Funding agencies • Partners (e.g. Mayo, Banner) • Alumni • Other Thought Leaders • Possibly local & state gov’t officials Infuencers
Key Message (Short) The healthcare industry is transforming and our goal at ASU is to prepare students to embrace change and lead through this transformation. Students working together across disciplines, faculty and other thought leaders at ASU are doing innovative work to improve human health and longevity while at the same time lowering the costs of healthcare.
Key Messages (Long) • The healthcare industry is transforming. We are preparing students in health at ASU to embrace change and lead through this transformation. (cite ASU alumni and other thought leaders doing great work locally and nationally) • Most corporations and institutions are focused on healthcare delivery and genetic research which, combined, only determine 30 percent of an individual’s health and longevity. (cite studies and examples that box competitors in to focus on treating/medicating the sick vs. preventative, long-term health & wellness) • ASU students, faculty and other thoughts leaders are doing innovative work to bring forth comprehensive solutions which include lifestyle decisions that determine the other 70 percent of the outcome. (emphasize cross-discipline, team-based approach, new degrees & delivery models, work with Mayo and other strategic partners, specific innovations) • Americans spend too much money on healthcare with suboptimal results. ASU is dedicated to making health solutions not only more effective, but also more affordable. (cite cost of healthcare today with diminishing returns, our vision of a better future and what needs to change, proof of impact/improved outcomes)
Possible Stories (turn into headlines) Latezia • Mindfulness • Teri Pipe • Affordable Healthcare (Clinics) • Diane/Denise • Obesity Solutions / Lifestyle Choices • Betty Phillips • Jim Levine • Nutrition • Glenn Gaesser - was on Dr. Oz • Chris Powell, ASU grad – Extreme Makeover Weight Loss Edition • Linda Vaughn – garden to kitchen • Healthy Aging • Exercise & Non-Exercise
Campaigns • Did You Know? • Fact based • Tout impressive stats that drives awareness for ASU in health • We Can Make a Difference • Emotional connection • Highlights students & team-based approach to solving problems • Leading Health Transformation • Trend/thought leadership series • Spotlights faculty, alumni & other thoughts leaders across ASU
Did You Know? • List tactics that map to objectives and accrue to desired perception
We Can Make a Difference • List tactics that map to objectives and accrue to desired perception
Leading Health Transformation • List tactics that map to objectives and accrue to desired perception
Programs Executive Communications News Center Third Party Advocacy Events Internal Communications Paid Media
Executive Communications • What’s included • How to implement • Key spokespeople and areas of expertise • Establish process & rhythm of communications • Get calendars of key meetings and speaking engagements
News Center • What’s included • How to implement • Establish process (editorial board) and rhythm • Editorial board helps brainstorm story ideas, are subject matter experts (SMEs) or work with SMEs to help produce content and help extend stories that marcomms produces • Includes Web and social media as means to extend stories
Third Party Advocacy • What’s included • How to implement • List third parties who can advocate for us and their areas of expertise; can be at or outside ASU; should include students, faculty, alumni and other industry thought leaders
Events • What’s included • How to implement • Ensure clarity of the ROI
Internal Communications • What’s included • How to implement: SharePoint for daily, targeted info that cuts across the org; scrub DLs if email is needed occasionally; Quarterly All Hands meetings led by Deans to provide vision and state of the union • Establish group of brand ambassadors that can be immersed in our branding guidelines and tools; ambassadors ensure accuracy and consistency in how the brand is represented within their units and ultimately across the org • Establish contacts (likely admins) and rhythm for getting SharePoint content ready in a timely matter (will require training co-led with Henry’s team)
Paid Media • What’s included • How to implement (use ASU media buyer on Terri’s team) • This includes our approach to paid advertising and promotional materials; branding guidelines will be intertwined
Core Materials • Logos & Templates • Signatures & Voicemail • Boilerplate • Key Messages & Proof Points • Fact Sheets • Master Q&A • Editorial Calendar & Experts List • Media List (Health Solutions, ASU-wide, local, national, social) • Crisis Plan & After Hours Contact • Strategic Brief (for press releases/announcements) • Briefing Doc (for interviews) • Campaign Content • Bios/Photos • Annual Report & Investor List • Advertising & Promo (flyers, brochures, giveaways) • Events List • Preferred Vendors List
Budget/Resources • List Internal & External (where vendor support required) as well as any other dependencies such as IT • Note Professional Development budget managed centrally by HR
Team Org Chart (Current) Melissa Harris Thirsk Director of Strategic Marketing and Communications Plan, Strategy, Performance Management, Integration Melissa.HarrisThirsk@asu.edu |602.496.0877|425.444.5520 |17-Mar Marketing Coordinator TBH Latezia Fletcher Marketing Specialist Latezia.fletcher@asu.edu 602.496.0915|480.221.3692|17-Jun Julie Leuthard Web Content Administrator Julie.Leuthard@asu.edu 602.496.1123|480.216.5821|4-Aug Juliana Campbell Senior Editor Laurie Trowbridge Web Content Editor Laurie.trowbridge@asu.edu 602.496.0759|309.310.7494|XX Shannon Murray Student Intern semurra3@asu.edu 602.496.2297|858.663.0998|15-Jul Caitlin Cole Student Intern Caitlin.cole@asu.edu 602.496.2297|480.776.8262|27-Dec
Team Org Chart (Future) Melissa Harris Thirsk Director of Strategic Marketing and Communications Plan, Strategy, Performance Management, Integration Melissa.HarrisThirsk@asu.edu |602.496.0877|425.444.5520 |17-Mar Marketing Coordinator Administrative Support Campaigns/Project Manager Support Business Development Story Optimizer Web Development/DLs Internal Communications Special Projects • Storyteller/PR • Earned Media/Editorial Board • Thought Leadership • Executive Communications Story Extender Web/Digital Content Social Media Third Party Advocacy Paid Media/Events Advertising/Promotional Materials Events Branding Guidelines/Ambassadors Writer/Researcher Press Releases, Fact Sheets, etc. Trends-Spotter Competitive Intelligence Roaming Reporter (Student Intern) Roaming Reporter (Student Intern)
Distribution Lists (Laura/IT/HR to help?)Health Solutions DL (approx. 500 people) College of Health Solutions • Doctor of Behavioral Health Program • Audience | DL • Department of Biomedical Informatics • Audience | DL • School of Nutrition and Health Promotion • Audience | DL • School for the Science of Health Care Delivery • Audience | DL College of Nursing and Health Innovation • Audience | DL • Shared Solutions • Office of Clinical Partnerships DL • Administrative & Business Services DL • Information Technology DL • Marketing & Communications DL • Facilities DL • Human Resources DL • Educational Support Services DL • Research Collaboration & Support Services DL • Development/Alumni Relations DL
University Integration Calendar • Other: • Digital Strategy Board (closed group) – sets policy for website, social media strategy • Social Media – every two weeks • Media Board – focused on video production
Internal Training Needs • Branding/Guidelines (Brand Ambassadors) • SharePoint/Internal Communications (SMEs/Content Providers) • How to Handle Interviews (Spokespeople) • How to Share Our Story (Start with Editorial Board) • How to Engage People (Social Media, etc.)
Fundraising Goals CHS • Currently at about $550k • Eric Spicer developing goals with Keith CONHI -> by FY17 • Raise $2M annually • 50 endowed scholarships & awards = $332k annually • Currently 39 endowed scholarships and awards and about $255k in privately funded support • 5 new faculty fellowships/ professorships ($500k each) • Raise $300k for the Hartford Center of Geriatric Nursing Excellence • To meet the challenge grant put forth by the John A. Hartford Foundation
Fall 2013 enrollment goals • Freshman Success Program CI <93
Health Solutions UG and G Programs Graduate Programs “Centers”
Graduating Senior Report Card • Needs (2011-2012) (very satisfied/satisfied) • Advising/employment • SNHP = 59% • DSHS = 54% • Faculty feedback • DSHS = 57% • Overall experience (2011-2012) (very satisfied/satisfied) • SNHP = 94% • DSHS = 91%
Student demographics (UG) • SNHP • Female = 63% • Resident = 80% • White = 58.7% • Hispanic = 21% • cGPA = 3.05 • Yield rate = 20-37% (?) • DSHS • Female = 92% • Resident = 81% • White = 68.8% • Hispanic = 18.1% • cGPA = 3.09 • Yield rate = 35%
EnrollmentSpring 2012 v Spring 2013 *15 students currently enrolled in Barrett
