The University of Sydney Marketing Strategy 2011-2015
Our mission
To position the University of Sydney as a leader in Australia and the wider world.
Our strategies
- Build and maintain the University's global brand and reputation.
- Drive and promote the University's role in shaping Australia's nation and international agenda.
- Recruit the most promising students from a diversity of social and cultural backgrounds.
- Capture and retain loyalty and advocacy throughout the student lifecycle.
- Foster engagement and active support among priority stakeholders and key opinion leaders.
- Develop a professional, world-class marketing community that is engaged with all areas of the University.
| Our tactics |
Our outcomes |
Measures |
- Develop an integrated communications plan to support and align with our national and international positioning, both internally and externally.
- Implement a corporate campaign that embodies our strategic goals and brand position.
- Optimise key channels to communicate and engage more effectively with our target audiences.
- Promote our international networks and partnerships in an integrated and cohesive way to demonstrate our global outlook and our institutional reach and impact.
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- The University has a clear positioning statement and value proposition that is implemented across all channels and markets.
- All marketing and communications plans for all target audiences and stakeholder groups align.
- Our stakeholders recognise us as a leader and as Australia’s premier university.
- Our reputation improves in key channels, such as the web, word of mouth and peer groups.
- Our stakeholders perceive us as strongly connected with international organisations, including educational institutions, governments and multinational corporations.
- We are perceived as an employer of choice.
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- Brand tracking research.
- Global rankings.
- Annual review of marketing and communications plans and activities.
- Web and social media metrics.
- National and international media monitoring.
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| Our tactics |
Our outcomes |
Measures |
- Develop plans to raise the profile of the University as a leader in obesity, diabetes and cardiovascular research, Indigenous education and research, and China studies.
- Identify and prioritise other research and teaching strengths of the University and develop plans to promote the University's leadership role and the impact on society.
- Identify national and global, current and emerging agendas and, where appropriate, optimise our communications to demonstrate our teaching and research leadership in these areas.
- Promote and leverage our affiliations with government and industry.
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- Our staff understand our areas of excellence/key strengths.
- We are recognised as the leading research university in Australia, in our identified areas of research strength.
- The University and its researchers are the first point of contact for the media, particularly in the identified areas of excellence.
- Our stakeholders, including students, alumni, industry and government, see the University as more connected, progressive and relevant.
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- Brand tracking research.
- University rankings.
- Increased share of voice across media channels.
- Increased collaborations and funding.
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| Our tactics |
Our outcomes |
Measures |
- Define what constitutes a promising student.
- Undertake market research to develop a greater understanding of different market segments, in particular postgraduate and international.
- Implement a marketing and competitor intelligence gathering process to inform the development, pricing and promotion of programs.
- Develop an agreed and comprehensive student recruitment strategy and associated divisional and faculty plans, including targets for all segments.
- Demonstrate internally and externally evidence that the University is a place of opportunity for anyone with promise.
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- Our staff have a clear understanding of what constitutes a promising student.
- We meet the social inclusion targets agreed with the Government in the University’s compact document 2011-13.
- We reach set targets for local and international undergraduate, postgraduate and research recruitment.
- Future students and staff perceive the University as a place open to all that have the potential regardless of their background.
- University and divisional student recruitment plans are aligned.
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- Social inclusion data.
- Enrolment data.
- Annual review of student recruitment plans.
- Brand tracking research.
- Enquiry management data.
- Conversion tracking from Sydney Student.
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| Our tactics |
Our outcomes |
Measures |
- Identify and communicate the distinctive Sydney student experience.
- Work with all stakeholders to understand student needs and improve the overall student experience.
- Use and share market intelligence and market research to inform and guide service excellence throughout the student life cycle, from prospective student to alumni.
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- Advocacy of the Sydney experience among our students increases.
- Students have positive experiences in their interactions with the University throughout the student lifecycle.
- We are in the top two Go8 universities for student satisfaction.
- Alumni continue to engage and with and support current students.
- The University’s program portfolio is in line with market demands and the University’s priorities.
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- Brand tracking.
- Student surveys.
- CEQ scores benchmarked against Go8 universities.
- Alumni engagement with students.
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| Our tactics |
Our outcomes |
Measures |
- Support agreed and comprehensive alumni and donor engagement strategies and associated divisional plans.
- Develop targeted strategies to engage agreed priority stakeholder groups, including alumni, donors, students and staff, more actively with our brand.
- Plan, develop and leverage partnerships and sponsorships to maximise impact and return on investment.
- Optimise our key channels to provide online engagement opportunities for our stakeholder
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- All priority stakeholder groups and key opinion leaders are more engaged with the University and advocacy increases.
- Our reputation and brand position is enhanced through our partnerships and sponsorships.
- We are seen as a provider of cutting-edge technology to engage stakeholder groups.
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- Alumni participation rates.
- Brand tracking.
- Donations.
- Participation in online channels.
- Online and social media metrics.
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| Our tactics |
Our outcomes |
Measures |
- Actively participate in the Marketing, Communications, Events and Student Recruitment Services Review.
- Elevate the role of marketing in the development of University strategy, academic programming and pricing.
- Enhance marketing capability in the University through staff development, the creation of communities of practice and the development of professional networks outside the University.
- Develop an induction and mentor program for marketing staff.
- Develop more effective measurement and reporting mechanisms for all marketing activities.
- Participate in local and international peer review.
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- An agreed framework is implemented.
- Marketing, communications, events and student recruitment services meet client and stakeholder needs.
- Marketing is seen as an important element in achieving the University's strategic goals.
- Marketing staff have the knowledge and skills to be effective in their roles, staff share best practice.
- Clear induction program for all marketing staff and staff have an improved understanding of marketing in the University.
- Improved quality and effectiveness of marketing activities.
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- Annual review of marketing, communications, events and student recruitment services.
- Annual review of strategies and plans.
- Staff KPIs.
- Participation in induction program and survey of participants.
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If you have any questions about the University Marketing Strategy, please contact the Director, Marketing & Communications Division, Marian Theobald.