Volume 7 (2022-23)

Volume 7 of Journal of Education Advancement & Marketing consists of four 100-page issues. Articles scheduled for Volume 7 are available to view on the 'Forthcoming content' page.

Articles published in Volume 7 include:

Volume 7 Number 1 (Summer 2022)

  • Editorial
    Simon Beckett, Publisher
  • Papers
    Recent grad refresh: Carleton University’s transformed approach to building relationships with new alumni
    Sarah McKinnon, Annual Giving Officer, Carleton University

    As alumni donor bases continue to mature, devoting resources and energy to welcoming new alumni and cultivating philanthropic relationships is essential. Following consultation with recent graduates, Carleton University developed a refreshed strategy to guide communications, engagement and solicitation with its newest alumni. In the two years since implementation, beginning in 2019, Carleton has seen an increase in the number of new donors and revenue, as well as positive indicators of engagement. This paper outlines the approach Carleton took to audit its existing practices and offers a comprehensive account of the process of developing and implementing this new strategy. The refreshed approach is one that emphasises inclusion and provides value to alumni. This revamped strategy has bolstered donor acquisition, resulting in an increase in the number of recent grad donors and revenue while improving engagement with new alumni. Specific tactics used to cultivate and solicit recent grads are detailed, demonstrating their effectiveness in developing better relationships with alumni at Carleton.
    Keywords: alumni, annual giving, recent graduates, young alumni, cultivation, direct marketing

  • Taking control of the trolls: Crisis and social media management strategies
    Victoria Mendoza, Director of Conversation Design, University of Southern California

    Institutions of higher education often find themselves in the crosshairs of Internet trolls. As online bullying and misinformation continue to grow as societal issues, it can be challenging to decide on the best tactic for handling trolling. The problem of trolls intensifies, and the ability to act quickly is all the more critical in the middle of a campus-wide crisis. This piece showcases how to maintain a welcoming presence and manage community online while allowing respectful dialogue through guidelines, an understanding of how the law may or may not restrict speech, and the ability to adapt on a case-by-case basis. Strategies for identifying trolls, common tactics for managing their presence, and how crisis management plays a role are all examined.
    Keywords: social media, trolls, crisis management, online community, community management

  • ‘Blown Away’: Partnering on a Netflix reality series to promote glassblowing education
    Christine Szustaczek, Vice President, External Relations, Office of the President, Sheridan College

    Despite having taught the craft of working with glass for 50 years and playing an instrumental role in establishing a community of glass artists and glassblowers throughout Canada, Sheridan College’s glass programme had been experiencing declining enrolment for several years. This case study outlines the innovative approach taken by Sheridan to generate visibility for and interest in its Honours Bachelor of Craft and Design – Glassblowing programme by partnering with Netflix to create a competition-based reality TV series about glassblowing called Blown Away.
    Keywords: brand promotion, integrated marketing and communications, partnership, enrolment

  • Packaging degree programmes to drive demand
    John Trierweiler, Vice President and CMO and Kinnari Sejpal, Associate Vice President, Rochester Institute of Technology

    ‘Can you promote our programme?’ This question may sound familiar. As might the answer. Marketing each academic programme/degree/major is challenging due to inherent obstacles such as promotional inefficiency and allocation of finite resources. As such, the question really became about packaging of programmes as compelling products. In response, Rochester Institute of Technology (RIT) marketing and communications launched a pilot: in close partnership with enrolment management, we identified programmes that met a certain set of criteria and developed an area of study called New Economy Majors with a positioning strategy that laddered up to the master brand. The teams then collaborated with the provost and colleges to bring this promotional effort to life in the most effective and efficient manner. As a result, programmes saw enrolment success and at the same time the effort bolstered overall brand awareness for the university.
    Keywords: higher education, higher education marketing, brand management, product marketing, programme marketing, New Economy Majors

  • China’s university fundraising and institutionally related foundations: Development, current status and challenges
    Yang Gao, Director of Strategic Development and Research, Tsinghua University Education Foundation

    Over the past decade, Chinese universities have been giving increased emphasis to institutional advancement through philanthropic fundraising. Private contributions received by China’s universities have increased rapidly. This study aims to understand the development, current status and challenges in China’s university fundraising by looking at the central actor: institutionally related foundations (IRFs). By presenting analyses and a case study on the organisation function, structure and fundraising practices of China’s leading university IRFs, this paper reveals and summarises some unique characteristics and development patterns of university fundraising and IRFs’ development in China, hoping to provide stakeholders with helpful reference and insights to understand China’s rising higher education fundraising.
    Keywords: China, public university, institutionally related foundations (IRFs), philanthropy, fundraising

  • Do the right thing and get caught doing it: A case study of developing cognitive impairment guidelines for advancement staff at the University of Illinois System
    Tara Adams, Assistant Director of Advancement, University of Illinois College of Law and Anthony Pomonis, Director of Development, University of Illinois Foundation

    We are currently witnessing the largest transfer of wealth in human history: as Baby Boomers and older Americans pass along their finances to charities and heirs, over US$35,000,000,000,000 (US$35tn) in wealth will be redistributed in the coming years. This paper is a case study that explores the increasing rates of Alzheimer’s Disease and other forms of dementia among ageing donor populations within higher education. The paper tracks the authors’ development of cognitive impairment guidelines for the advancement staff at the University of Illinois System. The case study also identifies the challenges inherent in developing and implementing fundraising guidelines in a large, decentralised system that includes three separate universities and a 501(c)(3) university foundation, each with its own development teams and leadership hierarchies.
    Keywords: philanthropy, cognitive impairment, ethical fundraising, donor stewardship, decentralised system, wealth transfer

  • Fundraising during a pandemic: The University of Manchester’s Student Hardship Appeal
    Dale Cooper, Interim Director of Development and Jemma Gurr, Head of Regular Giving, University of Manchester

    This case study examines how The University of Manchester set about planning, launching and delivering a fundraising appeal during the 2020 COVID-19 pandemic to support students facing hardship. The Student Hardship Appeal mobilised teams from across the Division of Development and Alumni Relations as well as professional services and academic colleagues throughout the university. The appeal tested and embedded a number of new approaches to traditional higher education appeals, including creating a broad and inclusive project team, developing a cross-institution communications strategy, using a campaign approach that explicitly involved major donors, putting retainable acquisition at the heart of the appeal strategy, and implementing tailored digital stewardship, in part driven by the wider lockdown landscape. The appeal was a success, raising over £1.6m, one of the highest sums of any UK university. Many of the new approaches tested during the Student Hardship Appeal have now been embedded in the division’s day-to-day fundraising activity.
    Keywords: campaign, fundraising, direct mail, major gifts

  • Be here from anywhere: Creating and launching the Bucknell Virtual Experience
    Brandy Kift, Director of Marketing Strategy and Leah Mallett, Associate Director of Digital and Social Media, Bucknell University

    What if you could capture that seeing-is-believing campus visit feeling and make it available to anyone, anywhere on the planet? That was the challenge presented to Bucknell’s communications and admissions teams — a chance to remove traditional barriers to campus visit opportunities and harness the power of technology in new and exciting ways. In this paper, you will learn how the Bucknell Virtual Experience started from scratch to become an interactive multimedia space that can be experienced on a desktop, mobile device, or through an Oculus Quest virtual reality headset. In addition, you will explore the creation of a multi-channel launch strategy — an approach that yielded best practices in both organic and paid social content.
    Keywords: virtual reality (VR), marketing, social media, enrolment marketing, admissions strategy