Date of Award
2002
Document Type
Practicum
Degree Name
Doctor of Education
Department
Programs for Higher Education
Advisor
Diane Bryant
Keywords
academic centers, administration, collaboration, committees, cross marketing, decentralized marketing, developmental practicum, effectiveness, efficiency, enrollment, executive leadership, formative committee, higher education, integrated marketing, literature review, market intelligence, market research, marketing, marketing council, marketing plan, model validation, Nova Southeastern University, Office of Academic Marketing, organizational model, organizational structure, partnerships, president, research questions, structure, summative committee, training, university image, validation
Abstract
Fragmented independent marketing efforts by 17 schools, colleges, and academic centers at Nova Southeastern University have resulted in missed opportunities for NSU, and an inconsistent image for the university. As new providers and methods of delivery create an increasingly competitive environment, marketing has assumed increased significance in higher education.
The purpose of this developmental practicum was to develop a plan for improving the efficiency and effectiveness of marketing at NSU. The research questions were "What would be the optimal model for establishing clear leadership over the now fragmented NSU marketing efforts?" and "What would be an appropriate and valid structure for improving NSU marketing?"
A proposed organizational model was developed as a result of a literature review. Formative and summative committees provided feedback on criteria for an organizational structure for marketing at NSU. The committees engaged in a process of reviewing and modifying drafts until both the criteria and proposed organizational model were validated.
Results demonstrated the need to move away from decentralized marketing at NSU, while retaining some aspects of the current center based model. An integrated model was developed which balanced academic center and central control. This model would require the establishment of an Office of Academic Marketing, to be headed by an appointed executive who would report directly to the university president. The responsibilities of this new office were specified: gathering market intelligence, developing market research, and developing partnerships with other institutions when warranted.
To ensure the participation of academic centers, it was also recommended that a university marketing council be established that would be broadly representative of NSU's academic centers and administrative units. The council would be responsible for coordinating activities and facilitating cross marketing between centers. Deans would continue to be responsible for enrollment at their centers. Finally, training and orientation in the new structure would be delivered university wide by the new Office of Academic Marketing. Thus, there were five key recommendations: establishment of the Office of Academic Marketing, with its appointed executive; increased market research and external collaboration, to be accomplished through the new office; establishment of a university marketing council, to facilitate cross-center collaboration; retention of the authority and responsibility of the dean of each center for that center's marketing results; and training to familiarize all with this recommended structure.