Marketing & Communications B-School Benchmarking Data

Conducted by Emory University

Goizueta Business School

Prepared by: Ms. Kamaria Hill

1

Survey Overview • Series of 20+ questions

related to staff, organizational structure, budget and time focus and outreach efforts

• 21 total respondents across 14 institutions

• Distributed following 2013 AMA conference and thru LinkedIn Group

• Questionnaire shaped by input from attendees

• Collected over 2 month timeframe

2

Participating Institutions • Arizona State University

• California State University

• Carnegie Mellon University

• Emory University

• Isenberg School of Management

• Rice University

• SMU Cox School of Business

• The Ohio State University

• University of California

• UC Irvin

• University of Georgia

• University of Maryland

• William & Mary School of Business

• Vanderbilt University 3

Leadership by Title Q: What is your title?

0

0.5

1

1.5

2

2.5

3

3.5

4

C-Level Titles Director LevelTitles

Other

4 4

3

1

2 2

1

CMO

Executive Director

Director

Senior Director

Assistant Dean

Senior Associate Dean

Specialist

Total Respondents: 21 4

Program Offerings & Reporting/Planning Structure

Q : Which of the below programs does your school have? Of these, which does the marketing/communications function support?

Exec Ed, BBA and PhD are areas with less than avg support Total Respondents : 16

02468

1012141618

BBA FT MBA PT MBA ExecMBA

Exec ED Masters Other PhD

11

18

15 14

12

16

9 9

5

2 4

2

8

2 3

5 5

1 2

5

1 3

7 6

Yes & Support Yes, but No Support No

5

0%

5%

10%

15%

20%

25%

30%

35%

40%

BBA FTMBA PTMBA ExecMBA ExecED Masters

25%

37%

31%

26%

21%

24%

% Time/Effort

% Budget

Time/Effort & Budget Allocated to Programs Q: What % of Time/Effort AND Budget does the MarComm group provide towards each area?

Program size did not seem to proportionately affect time/effort or budget Total Respondents: 16 6

Faculty Members Q: How many faculty members (full-time and adjunct, but not lecturers)

do you have within the business school?

0% 5% 10% 15% 20% 25% 30% 35% 40%

Don't Know

100 <

76-100

51-75

26-50

> 25

5%

40%

25%

20%

5%

5%

B-School Faculty Members

The majority of respondents manage schools with less than 100 faculty members Total Respondents: 16

7

Input AND Authority Q: Using the below list of departments/areas, please tell us which

groups have input and/or authority over the objectives of MarComm?

0 2 4 6 8 10 12 14 16

Other

Main College/Univ.

Faculty

Program Offices

Admissions

Dean's Office

Input Authority Input AND Authority Neither Vague/Unclear Relationship

School’s seemed split in their relationship with admissions and/or program offices, but almost all Dean’s Offices were clearly held esteemed positions

Respondents Total: 16 8

Influence, Planning & Execution Q:In relation to the marketing and admissions/recruitment relationship, which efforts does

MarComm influence at your school? Which are you involved in the planning and/or execution?

0% 20% 40% 60% 80% 100%

Efforts NOT Influenced

Other

Yield Reports

Admissions Events

Prospect Comm

Target Cities

Travel

50%

38%

38%

88%

38%

19%

24%

57%

48%

38%

76%

57%

14%

Efforts Influenced by MarComm Involved in Planning & Execution

9

¼ of admissions depts do NOT include input from MarComm, while more than 3/4ths of communication to prospects is impacted by the group

Respondents Total: 16

People Resources Q: How many people work in your Marketing and Communications group?

0% 5% 10% 15% 20% 25% 30% 35%

< 10ppl

8-10ppl

6-8 ppl

3-5 ppl

> 3 ppl

29%

5%

19%

33%

14%

Total Team Members

10

Groups seem clustered around 5 or less or more than 10, but not directly aligned to their school’s size/enrollment

Respondent Total: 14

Direct Reports Q: How many people report to you directly?

0% 10% 20% 30% 40%

< 6 ppl

4-6 ppl

1-3 ppl

None

33%

38%

19%

10%

Organizations are largely flat, with most teams having few level between entry and upper management

Total Respondents: 14 11

Workload by Staff Members Q: Based upon marketing/communications areas and people resources allocation, how many individuals in the MarComm organization are directly responsible for each area.

1 person 2-3 ppl 4-5 ppl None, this is

outsourced

We do not provide these efforts

Copy/Creative

Writing 3 9 3 4 2

Graphic/Collateral

Design 6 6 2 6 1

Magazine/Alumni

Communications 3 7 5 2 4

Paid

Advertising/Media

Buying

6 5 1 7 1

PR/Media/

Communications 7 9 1 4 0

Social Media 10 9 0 1 1

Website content

management 2 10 8 0 1

Website Dev/

Coding 2 11 2 4 2

Other 2 5 2 3 2

Metrics/Analytics 8 7 1 3 1

CRM/Reporting 6 5 1 1 4 12

Aside from SM and Analytics, most tasks have redundancy of staff. Media Buying, Graphics and Web Development are

greatly outsourced, likely due to their

high headcount cost and turnover.

Total Respondents:

16

Skill Acquisition Q:If given additional funds for headcount, what would be your top priority

and most important need in terms of skill acquisition for your team?

0% 5% 10% 15% 20% 25% 30%

Graphic/Digital Design

Wed Development

Copy Writing

CRM/Reporting

PR/Media

Metrics/Analytics

Communications

Web Content Mngt

22%

15%

13%

12%

8%

8%

6%

5%

13

Jobs with high technical skill or proficiency are in large demand, despite most reporting already having some help in these areas

Total Respondents: 14

Budgeting/Outreach Q:Considering your current resources, please share what percent of your total

budget is spent towards the following areas:

0%

10%

20%

30%

40%

50%

60%

31% 33% 31% 29% 26%

51%

38%

14

32%

Only Advertising outspends SG&A, but most work (if done) is even expense Total Respondents: 14

Paid Advertising Efforts Q: For your paid advertising efforts, which of the following

types of marketing have you done in the last 18 months?

0% 20% 40% 60% 80% 100%

Other

Online Radio

Outdoor Ad

Print Ads

Sponsorships

Radio Spots

Social Media

Search Ads

Banner

33%

62%

71%

71%

76%

81%

81%

86%

90%

More than 80% are running online and off-line efforts

Total Respondents: 16

Marketing Budget Allocation Q:Considering all of your marketing dollars for prospective-focused efforts,

what percent of your budget do you allocate against the following (reported in averages):

0%

10%

20%

30%

40%

50%

60%

70%

80%

Prospects withinlocal DMA

Prospects outsideof local DMA

InternationalProspects

67%

48%

28%

16

Standard dev was +30 pts across schools, heavily weighted by geographic location and rank Total Respondents: 15

DMAs & Marketing Efforts Execution Q: In how many DMAs (both domestic and international), outside of your own, do you

currently execute marketing efforts?

0% 10% 20% 30% 40% 50%

< 10 DMAs

7 -10 DMAs

4-6 DMAs

1-3 DMAs

17%

11%

22%

50%

17

75% of respondents were marketing in fewer than 6 DMAs total, with most in less than 3 Total Respondents: 16

New Marketing Efforts and Directions Q: In terms of new marketing efforts and directions, which of the following, if

any, are you looking to pursue in the next 12-18 months?

0%

10%

20%

30%

40%

50%

60%

70%

Social MediaHub

Paperless/pdf.Collateral

AppDevelopment

Other MobileWebsite

33% 38%

43%

57% 57%

Other options included faculty blogs, CRM and personalized website development Total Respondents: 16 18.

Questions From Respondents • Content management

– How do teams develop and manage CMS? How much is done internally versus outsourced? Alumni content & communications--is that managed by you or via an external university-wide alumni association?

– We're going fully responsive with the website in the next 15 months. Interested in how others are tackling the issue of content management/website/platforms.

• Dept Structures

– How are the school’s MarComm structures made? How do you manage the admissions/mktg split? How much of the lead nurturing is owned by marketing?

• Metrics

– How are metrics done/ROI given? Who uses an agency and what are fees?. Have others had success in bringing this intelligence in-house?

• Budgeting

– How (and by whom) are budgets set? Our budgets are decentralized and MarComm has little influence on the use of those budgets. We have made improvements over the past few years by forming tighter relationships with individuals in each of the program areas but there is still work to be done. 19