ࡱ> _ zbjbj .bbr ` ` 8Tv>>l !<G! 1v3v3v3v3v3v3v$x{Wv% %%Wvlv)))%1v)%1v))[n4#t.'p>vv0vpV`|(`||#t#tN`|qtg!,")i#$g!g!g!WvWv)g!g!g!v%%%%`|g!g!g!g!g!g!g!g!g!` :  FACULTY OF VETERINARY SCIENCE, UNIVERSITY OF PRETORIA COMPREHENSIVE MARKETING AND COMMUNICATION PLAN 2013 - 2017 1. INTRODUCTION AND SUMMARY The Marketing and Communication division guides and assists the Facultys departments and other entities in developing, producing, communication and marketing products or services for their customers. Goals and guidelines set by the division should, by design, be in line with the vision and mission of the faculty, and top management should be involved in and endorse cooperation by all departments in following and implementing the marketing and communication plan and integrating a consistent message into all communication channels. The division manages an integrated strategic marketing plan and uses marketing communications to define the Facultys relationship with its customers. In effect, marketing communications is promotion of a marketing mix which is currently the main thrust of the objectives and goals of the communication and marketing programme. However, a comprehensive, overarching plan for marketing and communication, supported by a strong management team with a unified approach to its strategies and action plans, is needed. This will ultimately enable us to (1) more accurately reflect the national demographics of the country within the Faculty, (2) attract quality graduate and postgraduate students, (3) intensify our internationalization drive and strategic networking, (4) establish the Faculty as a leading role player in veterinary science education and research, and (5) promote the reputation, status and image of the Faculty on a continuous basis The Faculty of Veterinary Science is the only one of its kind in South Africa and the leading veterinary faculty in Africa. The training of veterinarians currently offered by the Faculty is highly regarded internationally The market segment from which the Faculty currently attracts potential students is however very small, especially in the case of students from designated or previously disadvantaged groups. The size of the market is probably underestimated and currently not valued and exploited in accordance with its full potential. Potentially, a much bigger percentage of students from the designated groups may be reached depending on the strategies with regard to marketing, awareness and recruitment to be followed. . In the next five years it is thus imperative that the Faculty must explore alternative and additional (supplementary to existing) avenues aimed at effectively assisting it with the challenges but also the opportunities it is facing, including the recruitment of historically disadvantaged students, increased postgraduate numbers, increased research outputs, strategic partnerships, internationalization, and strategic positioning. **Supplementary to the comprehensive communication and marketing plan, an implementation plan is provided as separate document. 2. THE PRODUCT / SERVICE Veterinarians and veterinary services are indispensable to the health and well-being of animals and humans and play an important role in the economy of South Africa. Sustained high quality training of veterinarians and veterinary nurses is therefore paramount. The Faculty of Veterinary Science is the only one in South Africa and has the sole responsibility to meet the national veterinary and veterinary nurses training needs. The Faculty is also the leading veterinary faculty in the region. It remains committed to providing veterinary education at a level commensurate with the needs and expectations of the country and all its people. The training of veterinarians currently offered by the Faculty is highly regarded internationally and the statutory registering authorities in Australia, Malaysia, New Zealand and the United Kingdom also recognize the BVSc degree programme. The development of a new shorter veterinary curriculum with a core elective approach will increase the value of the Facultys product and has the potential to attract more students, including students from the designated groups. Veterinary science offers a rewarding, stimulating and unique career path to prospective students. 3. IDENTIFYING THE MARKET: OVERVIEW 3.1 Market context and competition The Faculty has identified specific problem areas with regard to the recruitment and intake of prospective students from the designated groups including candidates with rural/agricultural backgrounds. Although the Faculty has recently increased its student intake from 2013, a recruitment drive, specifically aimed at this group as primary target market remains crucial. With regard to postgraduate candidates the situation is altogether different although a strong marketing drive is needed to attract more postgraduate students with a view to increased research outputs and internationalisation. Ever-increasing competition for the best students will in future increase the need for ongoing and continuous marketing and awareness campaigns as well as specifically identified projects to retain the interest in veterinary science. The Faculty of Veterinary Science is also the only Faculty of its kind in the country, which has an influence on its admission policy as well as recruitment strategies. 3.2 Market size and segments The market segment from which the Faculty attracts potential students is currently very small, especially in the case of students from designated or previously disadvantaged groups. The specialised nature of veterinary science and the lack of knowledge of the general population about the various career options available to veterinarians, have always demanded/required an aggressive marketing drive (including an awareness programme) to deal with the problem. However, the size of the market is probably underestimated and currently not valued and exploited in accordance with its full potential. Potentially, a much bigger percentage of students from the designated groups may be reached depending on the strategies with regard to marketing, awareness and recruitment to be followed. Typical questions that need to be asked to determine the size and segmentation of our market can include the following: QuestionAnswerWho are we targeting?What is the typical social status of our potential target markets?Demographics How can the target market be measured in terms of, e.g., age, gender, race, education and income level?Geography Where do potential target markets live?LifestyleLevel of awareness Existing growth strategyAn aggressive marketing drive and an awareness campaign have been implemented over the last few years. To be effective a marketing and communication strategy (including the elements of awareness and recruitment) must be sustained for a number of years. Contacts on executive level have included MECs for agriculture in the various provinces, chief directors, directors, and managers of veterinary services in the provinces, representatives of the South African Veterinary Association (SAVA) and the South African Veterinary Council (SAVC), the Department of Agriculture, Forestry and Fisheries, major donors, and representatives of commercial and developing farming sectors. On operational level, continued visits to schools, career evenings and expos as well as an effective publicity and PR campaign have been sustained. However, the potential for other effective and functional mechanisms and projects has been identified and is indeed vital to provide impetus to the existing initiatives. Geographical breadth and variation Potential prospective students are mainly found at secondary schools, the University of Pretoria and at other universities. In respect of awareness, however, potential target markets exist across a broad spectrum that can serve to complement and assist with creating awareness and recruitment, and can act as opinion makers. Section 3.4 identifies the target markets. Target Markets (Primary and Secondary) Primary identified target markets: Prospective students (undergraduate, graduate and postgraduate), teachers and Government Secondary identified target markets: Alumni, parents, the media, publishing companies, the general public, sponsors, referring veterinarians, other universities locally and abroad, and University of Pretoria representatives Internal stakeholders: staff, students and unions Other: South African Veterinary Council, South African Veterinary Association, South African Veterinary Foundation, TIA, NRF, other non-governmental organisations 3.5 Market research Although the Faculty of Veterinary Science has initiated a market research project among prospective students in the past, it is essential to undertake first hand research of a big enough sample group, at least, say 1 000 people (ideally separated into each of the main target groups so that responses can be apportioned appropriately). This will give the assumed and potential or proposed strategies credibility and more weight in the strategic plan. These findings must be based on asking the right people the right questions. This is fundamental to useful market research and will enable us to apply the findings to the market at large. It is sometimes suggested that potential clients or prospective students and other target markets do not know what they want. This is generally a way of avoiding the effort of market research. Asking for client feedback is probably a risk worth taking. There are enough examples of businesses that have failed because they have written plans without enough first hand market research. 4. ROUTE TO MARKET Markets can always be reached in a number of ways but each has a different risk profile and a different cost profile attached to it. Three key areas in the routes that have to be taken to the market are promotion, sales and distribution: Promotion: About getting an interest Sales: In the context of awareness making and recruitment, converting that interest into admission into the veterinary science degree programme Distribution: Delivering to the student, prospective student, etc. In the context of marketing, recruitment and awareness it can also mean the way information is distributed In order to effectively analyse, weigh up, consider and describe all the ways of promoting the product, veterinary science both now and in the future, it is important to, in short, list the key strategic objectives and goals within the context of chosen strategies and proposed mechanisms. Strategic objectives and goals Strategic objective 1 (External): To promote and market veterinary science with regard to identified target markets namely prospective students, the Government, public, Alumni, teachers, parents, referring veterinarians and the media, other universities, sponsors and non-governmental organisations. Strategic objective 2 (External): To generate information and awareness about veterinary science, the Faculty of Veterinary Science, its status, activities and facilities through visits, advertisements, publicity, PR, liaison with relevant role-players and other mechanisms. Strategic objective 3 (External): To bring about an increase in student numbers from designated and historically disadvantaged groups, including rural areas, through recruitment actions, publicity and special liaison projects. Strategic objective 4 (External): To recruit and retain graduate and postgraduate students and to bring about an increase in postgraduate student numbers through special liaison projects, publicity, awareness and marketing of postgraduate programmes and related opportunities 4.1.5 Strategic objective 5 (Internal): To generate cohesion between members of the Faculty through internal liaison, publications and projects to establish a benevolent and loyal personnel corps and to portray a positive image of the Faculty 5. MARKETING MIX STRATEGY The main thrust of the above strategic objectives and goals of the marketing and communication programme of the Faculty, is currently supported by a marketing mix strategy consisting of: A focus on a promotion and awareness strategy (executive visits to provinces and various important role-players and school visits (Dean, Vice-Principal, Deputy Dean, Faculty Marketing staff, and other designated role players), publicity through media, advertisements etc.) Direct marketing (postal mail, electronic brochures etc.) Focus on recruitment actions targeting black scholars from rural areas where possible as well as from top public and private schools Focus on public relations, publicity and media liaison to assist with increasing awareness about the Faculty Focused advertisements (e.g., also in the official third language of the University of Pretoria in accordance with its language policy) Developing marketing materials (recruitment DVD, brochures, posters, corporate review, website) Appropriate programmes within the Faculty to attract postgraduate students and graduates into research Promotions and special events as well as visits to the Faculty, e.g., UP Open Day, student projects and events for donors Further development of Facultys website, search engine effectiveness (Google among others) and increased use of You Tube, PDFs and downloadable material, including video clips. Facebook was also introduced in a limited way, i.e. Equine Medicine and Surgery Internal communication (formal and structured events, meetings, electronic Faculty newsletter, OP News, Tukkievaria, open forums, and social events). Strengthened relations and continued contact and cooperation with government departments on national and provincial levels, e.g., Departments of Agriculture, Forestry and Fisheries, and Education as well as other important local and international role players with a view to cooperation An investigation of the possible use of other social media mechanisms, e.g. Twitter, mms, mobi-sites in awareness and recruitment (e-recruitment) actions 6. MANAGEMENT In order to execute and manage comprehensive communication and marketing strategies and plans at all levels it is advisable to identify a management team of which each member(s) is listed according to his or her position and/or experience, skills and functional expertise to indicate how each member will be able to possibly contribute to the success of the strategic plan and what possible role each member of the team can play to effectively manage and position this overall plan. Additional names can be added to such a management team at any time. Although functions may differentiate between members of such a management team, some of those functions may also be relevant to other members; for instance, media interviews do not have to be limited to one or two individuals but can also be arranged for other appropriate members of the team. The table below serves as an example of a management team to drive this process. PeopleExperienceSkillsFunctions 8. IDENTIFYING RISKS AND DEFINING ACTIONS Risk is inherent in all organizations, strategies and action plans. A SWOT analysis can indicate the strengths or positive aspects in the Faculty in support of the marketing and communication strategy, and possible weaknesses of the Faculty, its products and actions. It also identifies the opportunities and threats from the world outside the Faculty. 8.1 Strengths, weaknesses, opportunities, and threats analysis 2012 ExternalStrengthsWeaknessesOpportunitiesThreatsFacultys reputation & image++Facultys vision and mission+Expertise+Market share / overall marketX+Product's ability to meet market needs and trendsX+Value our product brings to the market+Target markets attitudes+XAwareness of target marketsX+Quality of courses, facilities +Customer service and support quality+Quality and effectiveness of past marketing++Budget available funds++XCompetition and isolation+XInternalStrengthsWeaknessesOpportunitiesThreatsOperational leadershipGood operational leadershipUnified strategyStrengthening of structuresFinancial strengthGood financial managementExternal sponsorsBudgetary limitations Manufacturing capabilitiesExpertise and skillsResponsiveness of workforceStaff most important resourceInternal messageChanges and transformation 8.2 External orientation Awareness (media, publicity, ads, expos, liaison with role-players, visits and Government, other recruitment actions) Increase in market share Meet the needs/trends of market (training, recruitment) Budget available funds and donors Increasing competition means a sustained aggressive marketing drive 8.3 PEST Other factors that can have an influence on the marketing strategies and actions of the Faculty include the following: Political factors national and provincial government, SAVC Economic factors bursaries, budget Social factors demographics, perceptions, and focusing on younger target group, e.g., Grade 9 and 10 learners Technology factors more effective use of the Internet, Faculty website, social media etc. 8.4 Strategy - positioning Positioning within faculty and externally Deans office, Deputy Deans offices, departments, OVAH and Centres UP institutional strategic plan and facultys mission and objectives All corporate PR and publicity controlled and consistent with image of faculty, i.e., Integrated Marketing Communications concept, also applicable with reputation management Coordination, information and feedback when applicable (general marketing PR). Inputs about WHAT we want to communicate Against this background, and with regard to strategic positioning, it is sometimes helpful to ask certain questions about ways the Faculty externally and internally positions itself, its products and strategic action plans and projects with regard to its overall status, reputation and objectives. An example of a positioning worksheet containing some questions is given below. POSITIONING WORKSHEET Position TestingExplanationCommentsCan we simplify the message, e.g., about the curriculum, courses, websiteYes  FORMCHECKBOX  No  FORMCHECKBOX  FORMTEXT   FORMTEXT  Is the position believable?Yes  FORMCHECKBOX  No  FORMCHECKBOX  FORMTEXT   FORMTEXT  Will target markets be interested in the position? (Will it get their attention?)Yes  FORMCHECKBOX  No  FORMCHECKBOX  FORMTEXT   FORMTEXT  Can we base the position on quality?Yes  FORMCHECKBOX  No  FORMCHECKBOX  FORMTEXT   FORMTEXT  Can we base the position on specific strategies/projects?Yes  FORMCHECKBOX  No  FORMCHECKBOX  FORMTEXT   FORMTEXT  Is the position clear and understandable?Yes  FORMCHECKBOX  No  FORMCHECKBOX  FORMTEXT   FORMTEXT   9. Evaluation and tracking Evaluation and tracking is necessary to determine which marketing and communication strategy and action plans are the most successful and vice versa. Although there is currently a veterinary science awareness survey (market research) inserted in the study guides that are distributed by Proverto Educational Publishers, the following methods are also used: Feedback on display advertising and marketing material through calls, electronic communication and visits Direct marketing (e.g. postal mail and source codes that correspond to mailing list and database Data forms for prospective students that can be send back to the Faculty are issued at events such as expos, career evenings etc. 10. Action steps .. / Key issueObjectivesAction stepsRecruitment Networking and partnersIdentify and recruit prospective students Establish a network of role players as partners in the overall recruitment strategyIdentify suitable schools, e.g. DOE, Dinaledi schools and institutionsDevelop suitable plans to visit identified schools and institutionsReview available marketing material and develop new materialConduct visits and disseminate information; empower teachers & staffArrange group visits for students and/or teachers / disseminate marketing infoFollow up on identified potential studentsKeep a database of prospective students and update it on a regular basisIdentify and develop head-hunters to identify candidatesAttend all applicable and relevant expos and career days for prospective students including Open Day, Sasol Techno X in collaboration with UP/CSC and other facultiesImplement an effective online response management system (e-mail) for enquiries, follow-up and databaseIdentify key role players and set up meetings to obtain cooperationInvite key role players to FacultyMaintain contact with key role playersRecruitment and SelectionTo bring about an increase in student numbers from designated and historically disadvantaged groups, including rural areas, in particular African students in veterinary and veterinary nursing programmesDevelop an effective recruitment planAppoint a specialized recruitment manager (CSC appointed)Consolidate and coordinate recruitment efforts on a wider scale Engage with provincial governments for the identification and recruitment of suitable prospective students by themIdentify new diverse pools of prospective students including BSc students and advocate for support bursariesInitiate and develop a finishing school for prospective studentsReview existing procedures and policies and identify potential changesChange current procedures if neededDevelop alternative procedures to improve access in conjunction with the new degree structure if neededFocus on younger prospective student year groups, e.g. Grade 7 - 9 Recruitment Recruiting post-graduate studentsTo bring about an increase in the number of students that will enter rural areas and State Veterinary Services as well as the intake from all provinces except from Gauteng To recruit and retain graduate and postgraduate students and to bring about an increase in PG numbers through special liaison projects, publicity, awareness and marketing of postgraduate programmesArrange and set up meetings with Directorates of Veterinary Services in the Provinces (for, e.g. the Dean)Develop an awareness programme aimed at graduates and postgraduate students about State Veterinary Services in conjunction with National and provincial governmentInteractive liaison with students to make them aware of postgraduate programmes, scholarships and research opportunitiesArrange opportunities for postgraduate students to communicate concerns to Faculty ExecutiveRecognition of exceptional achievement in the FacultyMarketing of PG programmes and related opportunities through marketing media Promotion / MarketingTo promote and market the Faculty and the profession with regard to identified target markets including government, public, Alumni, prospective students, teachers, parents, media, referring vets and sponsorsIdentify high profile and other role playersInvite high profile and other role players to the Faculty to make them aware about the Facultys facilities, training and veterinary scienceVisit high profile role players at least once a yearDevelop appropriate awareness campaigns for each role player and develop new marketing materialIdentify role models / championsDisseminate information to role modelsRaise the Facultys profile and aggressively and innovatively market veterinary science (integrated approach)Engage with internal role players such as the OPVSC for ideas and in support of initiatives such as I want to be a vet, for website, OP News Assist with marketing, communication and admin of events such as the Run 4 Rhinos student initiativeFurther develop the general OP for Rhinos notion for the facultyIntensify annual visits to schools including private, Black and English-medium schools Promotion / marketing Strategic networking and partner-ships Awareness and marketing mix strategyHost and further develop events such as the Facultys Open Day, e.g. with a separate session for Grades 9 and 10Host various visitors to the Faculty, i.e. individuals, school groups, corporate visitors, compile programmes and conduct visits and toursActive liaison and communication with current and potential sponsors of faculty initiativesAnnual sponsor event to recognize existing and attract new sponsorsInfo in special sponsor publicationIdentify international and local key role players and set up meetings to obtain cooperation (compile year programme)Invite local and international key role players to the FacultyArrange one or two forums / meetings for the Dean with, e.g. selected AlumniMaintain contact with key role playersProvide all role players with up to date info about the facultyContinue with and further build on the success of events such as the DVTD Postgrad SymposiumFurther develop the Facultys website with specific emphasis on research, and postgraduate, undergraduate infoDevelop distribution strategy for veterinary science DVD for prospective studentsUpdate existing Faculty corporate videoProduce updated or new Faculty corporate ReviewProduce two printed editions of OP News annually and post the electronic version to the webProduce and publish Faculty Day programme / research overviewUpdate prospective student Faculty brochure in conjunction with UP CSCCooperate with UP CCM in updating and providing info, articles for e.g. UP Annual Review, UP in a Nutshell, Research Report, Tukkievaria, Junior TukkieReview media liaison plan and update contact database Awareness and marketing mix strategyPrepare media releases, liaise with members of the media and disseminate information to them, also Vet NewsDevelop new or updated existing posters and 3000 leaflets for the use of Mr R Golele, student advisor responsible for the recruitment of black students for facultyReview existing advertisements and develop new ones in line with UPs CIReview existing pull-up posters, banners and other and investigate the need for the development of new ones (collateral)Effective utilization of internal communication tools and publications, e.g. OP News, Tukkievaria, mass e-mail Awareness and marketing mix strategy Awareness and marketing mix strategyDevelop a new comprehensive postgraduate brochure for the faculty encompassing all courses and relevant infoDevelop marketing material for Postgraduate Student Association (PGSA) and provide them with relevant infoDetermine the marketing needs of Departments, Centres and the OVAH and assist them with marketing tools, planning, products, websiteRegular in-depth meetings with Dean, Deputy Deans, Departments, Centres and OVAH to obtain up to date infoUpdate OARS (OVAH) Z-folder, Mamelodi Clinic leaflets and other OVAH marketing materialOversee and publish CE electronic newsletterHost and assist with special events, e.g. Open Day, I want to be a Vet, possible International DayCreate a social network for communication with Alumni, through, e.g. LinkedIn or similar social media mechanism Disseminate info to alumni via OP News, LinkedIn and other electronic communication, i.e. E-mailObtain support of qualified vets to visit their old schools and other schools to inform prospective students about the professionsAttend meetings of the Joint PR committee for the promotion of the veterinary professionInternal Communi-cationRegular internal communication and distribution of info about transformation, changes and other issues in FacultyInternal forums or sessions between the Dean and staff at all levels to listen and respond to staff questions, queries and suggestions (or pre-selected topics)Open forum discussions on specific topics for all staff membersPlanning and marketing of Faculty social activities with input from relevant role playersDevelop an electronic newsletter incorporating important issues, events and activities in the FacultyDevelop a secure internal OVAH intra-web for OVAH staff for more effective internal communication at the request of the Director: Clinical Services Market research and support to the DeanInitiate market research project for first hand research among a proportionally big sample group of prospective studentsContinue with surveys among existing student groups within the FacultyDo relevant marketing research for relevant target markets at the Deans requestInitiate survey among postgraduate studentsResponse management, reputation management and communication of tendencies and findings to the Dean (externally, e.g. media and internally)Assist with messages and writing of messages for various publications, e.g. From the Desk 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