How to Stay on Top
Make Your Program EssentialLERN Annual Conference
Orlando, Florida2007
Since revenues are downWe’re looking to cut in Areas that don’t affectThe bottom line. We can’tSee where you’re contributingTo revenue growth.You do interesting
Stuff, but it’s not Essential
Five Success Strategies• Toot your own horn
– Develop a solid internal marketing plan and a positive program image
Promote your hidden assets– Outcomes Assessment– Economic Impact
• Become central to others’ success– Be a model of best practice
• Develop growth strategies– Analyze your performance ratios and act on
them
• Exercise Power
Toot Your Own HornThe Power of Internal Marketing
Internal Marketing Is
• Self-awareness
• Communication
• Education
• Persuasion
• Comprehensive
• Inclusive
IBUSA
• Identity
Five Phases of an Internal Marketing Campaign
Customers
Admin.&
Decision-Makers
Funding Funding SourcesSources
Gov. Gov. AgenciesAgencies
ResidentsResidents(voters)(voters)
Boards and
Committees
LegislatorsLegislators
YOU
• I. Assessment Phase/Identity– Identify stakeholders: employees, managers,
customers, others– Determine stakeholder attitudes and beliefs
about each other.– Determine stakeholder attitudes
toward the organization, the
department, your organization
Do An Internal SWOT Analysis
• Strengths
• Weaknesses
• Threats
• Opportunities
Determine Your Image
• Ask your staff
• Ask your customers
• Ask your bosses
• Ask others in your institution
What is Your Internal Image?
• Supports overall goals• Makes positive
contribution to the institution/community
• Helps generate support for the institution
• Fills important community need
• Is a drain on scarce resources
• Doesn’t do anything of substantial benefit
• Why should we support people who just set up programs in underwater basketweaving.
• Why should I support this organization. I’ll never use its services.
Elements of Your Identity
• Your Name
• Your Logo
• Your Slogan
• Mission
• Markets
• Products
• Marketing
Phase II. Create Your Internal Brand
• Mental Real Estate• Your Place in the Scheme of
Things
IBUSA
• Beliefs
Segment Your Internal Market• Central
administration• Your boss• The legislature• local government • Your program staff• Your customer-
facing staff• Staff in other
departments
Internal Marketing Checklist
• List all the benefits that anyone interacting with you will experience.
• Determine the two or three “hot buttons” or benefits that matter most to each group
IBUSA• Understanding
I know you’re always busy, but I don’t have a clue what you really do.
If I don’t understand your role, it can’t be very important.
Phase IV. Know What Makes Your Program Tick
• Key Formulas• Performance metrics• Operate from a basis of fact, not opinion
Communicate Communicate Communicate
• Link budgeting to planning
• Be clear about what you need to do your job
• Know what your program needs and where it is strong or weak
IBUSA
• Strategy
Phase IV. Develop Your Strategy
• Communication
• Behavioral
• Performance
Across all levels of the organization.
Map Your Communication Channels
• A review of communications activities and their effectiveness, including a mapping of communications channels, both formal and informal.
• Identify the links among customers, staff, marketing, management.
Identify Areas Where You Have Power
• Power of Expertise• Legitimate Power• Referent Power
Demonstrate Value(Power of Expertise)
• Be clear about how your program benefits the organization
• Foster an image as being expert in the external environment
Build Relationships(Referent Power)
• Learn the systems and make friends with critical managers and support staff.
• Build bridges and connections to every part of the organization.
Take Control in Some Areas(Legitimate Power)
• Become the “go-to” department for certain kinds of organizational needs
• Be the “keeper of the keys” to certain kinds of information and even physical access
• Authority is not given, it is taken
Be a Team Player• Express your mission
in terms of the overall organizational mission
• Get involved in organizational planning. Be part of the long range planning committee
• Don’t whine and complain.
IBUSA
•Action
Phase V. Communicate In Their Language
• Financial data
• Charts
• Graphs
• Participation Statistics
• Positive outcomes
Promote Your Hidden Assets
– Votes Earned– Cost Savings to business and industry– Income to local business– Increased job productivity– Fiscal benefit to local government– Jobs created– Personal income– Learning outcomes– Numbers Served– Feeder to other programs– Models Created– Positive PR & Public Relations– Social Capital
Hidden Asset #1
• People who take your classes are decision makers
According to a LERN survey, persons who participated in a community education programs voted in higher numbers and percentages for school district referenda than did other voters in their community. This means that community education programs can help school districts win referenda, and community education participants may be critical to winning those votes.
Hidden Asset #2: Your Program Influences Community Attitudes
• Total Universe of Respondents: 693
• % with no school-age children: 73%
• % more likely to support local funding initiatives: 58%
• Moorhead Community Education Adult Enrichment Programs, Moorhead, MN
Hidden Asset #3: Local Employers Benefit
• 35% of all participants “learned skills that help me at work”
• Of those taking work-related courses, 90.3% learned skills that were helpful at work
Hidden Asset #4: Your participants give back to the community
• More likely to be involved in community issues
• Improved quality of life: 91%– More involved in civic affairs– More likely to take leadership roles in the
community– Contribute to local tax base– Improved skills leads to increased
employment and local economic health
Hidden Asset #5: Your program generates business for others
• Community Services Program at Minneapolis Community College 4% enrolled for credit
• Rancho Santiago College: former CE students comprised 6% of the college credit enrollment and accounted for 24,658 course enrollments over 7 semesters
• Moorhead MN. Community Ed: 20% subsequently enrolled in credit classes in higher education institutions
Source: Eric Database
Hidden Asset #6: Publicity and Public Relations:
Creating Brand Awareness• Increase Community
Awareness• Increase Community
Relationship• Become part of the
institution’s brand identity
• Build positive relationships
Strategy: Evaluate Program Impact
• Identify key outcomes (3-4)– Improved work performance
• Identifier 1• Identifier 2• Identifier 3
Develop an Economic Impact Model
• For your community
• For your Institution
• For your department
The Multiplier Effect
Every dollar spent re-circulates in the community, thus increasing the actual impact of that dollar.
One Dollar Bill, Serial# L0885---8G Series: 2001
This bill has travelled 821 Miles in 2 Yrs, 115 Days, 14 Hrs, 15 Mins at an average of 0.97 Miles per day.
This list is in reverse-chronological order
Entry Time(Local Time of Zip)
Location, State/Province(Green=USA, Blue=Canada, Purple=International)
Travel Time(from previous entry)
Distance(Miles)*
AverageSpeed(MilesPer Day)
SendAnonemail
ViewUserProfile
Sep-26-05 09:36 AM River Falls, WI 209 Days, 20 Hrs, 27 Mins 568 2.7
User's Note [Edit] Received in change in River Falls Wisconsin. Fair Condition.
Feb-28-05 12:08 PM Branson, MO 20 Days, 20 Hrs, 31 Mins 29 1.4
User's Note school-lunch money, fair condition
Feb-07-05 03:36 PM Nixa, MO 315 Days, 17 Hrs, 9 Mins 83 0.26
User's Note Received from a customer paying bill. Condition is pretty rough, wrinkled, fold lines, markded on.
Mar-28-04 10:27 PM Sunrise Beach, MO 299 Days, 4 Hrs, 7 Mins 141 0.47
User's Note a friend gave it to me to find out where it has been. It has the website to track on it in red. good cond.
Jun-03-03 07:20 PM Kirksville, MO Initial Entry n/a n/a
User's NotegbWas received from Bank of Kirksville.Will be spent as admission to view FINDING NEMO at Downtown Cinema8.PLEASE NOTE WHERE YOU RECEIVED IT.THANKS
This Store Returns More than $2,000,000 per Month to the
Community
“Hidden” Economic Impact: Savings to Local Businesses
• Health CareA study conducted for Johnson & Johnson by the Medstat Group of Ann Arbor, analyzed medical insurance claims for 18,331 Johnson & Johnson employees who participated in its Health & Wellness Program from 1995 to 1999. Savings of $225 annually per employee came from reductions in hospital admissions, mental health and outpatient visits. Employee medical expenses were evaluated for up to five years before and four years after the program began. Johnson & Johnson savings averaged $8.5 million annually.
• Focus on impact• Look beyond
your classes and participants
• Set up the dominoes
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