Republic of the Philippines

President Ramon Magsaysay State University

(Formerly Ramon Magsaysay Technological University)
Iba, Zambales
GRADUATE SCHOOL
Subject: MARKETING MANAGEMENT OF SCHOOL SYSTEM
Professor: Dr. Esmen M. Cabal
Ed.D EdMa Student: Alvin M. Mandapat

Final Examination
1. As a school administrator how will you prepare marketing plan for your school in the following
aspects:
1.1 determining communication objectives
1.2 designing the message
1.3 message structure
1.4 message format
As a school administrator, the use of Integrated Marketing Communication (IMC) effectively in
marketing campaigns especially in a school to have an effective marketing plan, school administrators
should consider and go through several planning steps to define precisely what they want to accomplish
and with whom. Only with this information can they be sure they are identifying the right message and
promotional mix to achieve their goals.
Standard marketing campaign planning steps include the following:
1. Determine the target market
2. Determine purpose and objectives for the IMC campaign
3. Set S.M.A.R.T. goals
4. Define the message
5. Select marketing communications methods and tools
6. Determine the promotional mix: which tools to use, when, and how much
7. Execute the campaign
8. Measure results and refine approach, as needed
1. Determine Target Market
It is important that we clearly understand how to identify the target market or the set of market
segments an organization plans to focus on. A marketing plan may include one or more campaigns
focused on one or more target segments. Some campaigns may focus on achieving specific goals for a
single segment. Other campaigns may focus on a common set of goals using a variety of IMC activities
targeting different segments.
2. Determine Marketing Campaign Objectives
Once the audience is defined, the next essential step for a successful marketing campaign is to
define what the campaign will accomplish with its IMC efforts.
Communicating with Target Segments: The AIDA Model
As administrator this model will be a big help for a good communication objectives. The term AIDA is an
acronym marketers use to help them develop effective communication strategies and connect with
customers in a way that better responds to their needs and desires. Credited to the American
advertising and sales pioneer, Elias St. Elmo Lewis, the model originally applied mainly to advertising.
AIDA describes a common list of events that occur when a consumer views an advertisement or other
marketing communication. As marketing communication methods have evolved, the model has been
used to encompass other marketing tools and channels as well.
The letters in the AIDA acronym stand for the following:
A represents attention or awareness, and the ability to attract the attention of the consumers.
I is interest and points to the ability to raise the interest of consumers by focusing on and demonstrating
advantages and benefits (instead of focusing on features, as in traditional advertising).
D represents desire. The advertisement convinces consumers that they want and desire the product or
service because it will satisfy their needs.
A is action. Consumers are led to take action by purchasing the product or service.
This system helps guide the administration to refine the objectives and clarify what they want to
accomplish with a target segment. As campaign objectives become clearer, administration gain insight
into ways of refining their marketing messages and deciding which tools they can use to deliver these
messages effectively.
3. Set S.M.A.R.T. Goals
After determining campaign objectives, the administration should set specific goals for their IMC
programs using S.M.A.R.T. criteria aligned with the marketing strategy. S.M.A.R.T. is acronym
organizations and managers use to set clear, measurable goals.
Specific: target a specific area for improvement
Measurable: quantify or at least suggest an indicator of progress
Assignable: specify who will do it
Realistic: state what results can realistically be achieved, given available resources
Time-related: specify when the result(s) can be achieved
S.M.A.R.T. goals help ensure clarity about what will be accomplished with a marketing campaign or
other activity. They also contribute to good communication between managers and employees, so that
there are clear expectations on all sides about the focus of attention, resources, and results.
4. Define the Message
With the marketing campaign’s objectives determined and goals defined, the administration will now
revisit and refine campaign messaging to fit the approach they have selected.
Part of the messaging is the call to action. As administrator on the marketing communication methods
and tools they will use, each touch point should include a call to action aligned with the campaign
strategy and goals. The calls to action should be appropriate to the AIDA model stage, the audience, and
the tool being used. For example, as a prospective client/students progresses through the school cycle,
the following set of appropriate calls to action might be built into Web content:
Awareness: Click on a paid search ad to visit a Web site of our school and view some courses offered
and comparative courses that might offer by other schools
Interest: Download a PDF format of an enrolment Form and other forms outlining how to apply on such
courses offerings and to answer a common problem
Desire: Request a school/ facilities viewing
Action Stage: Request a proposal and price quote
5. Select Marketing Communication Methods
As marketers consider marketing communication methods, several factors shape their choices:
Budget: What is the budget for the marketing campaign, and what resources are available to execute it?
A large budget can incorporate more expensive marketing communication techniques—such as mass-
market advertising and sales promotions—a larger scale, a broader reach, and/or a longer time frame.
Timing: Some IMC methods and tactics require a longer lead time than others. For example, email and
Web marketing activities can usually be executed rapidly, often with in-house resources. Conference
presentations and events require significantly longer lead time to orchestrate. It’s important to
choose the tools that will make the biggest impact in the time available.
Audience: Effective IMC methods meet audiences where they are. As suggested above, the media habits
and behaviors of the target segments should guide marketers’ choices around marketing
communication.
Existing Assets and Organizational Strengths: When considering marketing communications and the
promotional mix, marketers should always look for ways to build on and make the best use of existing
assets.
6. Determine the Promotional Mix
Once marketers have selected marketing communications methods, the next step is to decide which
specific tools to employ, when, and how much. IMC programs are very powerful when they layer
communication channels and methods upon one another—it’s an approach that amplifies and
reinforces the message.
7. Execute the Campaign
The final sections of this module provide recommendations for how to create effective communication
and marketing plans that simplify execution and follow-through.
8. Measure Results
Later in this module we will also discuss the process of identifying the best means of measuring the
success of IMC efforts. Tracking and understanding results is how marketing teams and managers
monitor progress and know when they need to adjust course.
As marketers design their IMC activities and marketing campaigns with an eye toward results,
accountability, and outcomes, they will benefit from an approach that emphasizes alignment between
organizational strategy, marketing strategy, and the day-to-day marketing tactics that execute this
strategy.
2. How does technology help organizations generate capabilities in marketing?
Technology has impacted the field of marketing significantly, along with virtually every other
discipline in business. In marketing, the impacts of technology are diverse. Organizations are tasked with
managing more marketing options than ever before, and consumers are more integrated with marketing
information than they have been in the past.
Impacts on the Organization
From the organizational perspective, technology has impacted the ability to collect and organize
marketing data, the channels the organization can use to reach consumers, and the process of
developing different types and formats of advertising assets. Organizations have more data, more
marketing formats, and more online places to communicate with consumers (i.e. social networks, blogs,
search engines, YouTube videos, etc.).
 When considering the impact of technology as a marketer, what’s most important is maintaining
a full scope of the relevant options and channels that can be utilized to communicate with prospective
and existing consumers:
 Search engine results
 Social networks (paid and organic)
 Banner ads
 Sponsored online retail content
 Online reviews and ratings
 Blog posts and web development
 Online video content (paid and organic)
 Smartphone ad formats
 Tablet ad formats
The key to any successful business or organization is good management. Many organizations
and businesses use technology to manage specific tasks on a daily basis. I can define Management as an act
of planning, directing, and evaluating any activity. Management involves authority (the right to direct
actions) and responsibility (accountability for actions).
So we have to look at how technology can be used in the planning process of any organization,
in directing and evaluating. In brief, technology can be used in research and development, it can be
used in production, it can also be used in marketing, it can also be used in monitoring performance of
employees. All these processes are essential in management and they cannot be achieved without the
help of technology.
3. How can one develop a good organizational vision and mission that aid in marketing
goods/services?
Knowing why you’re doing what you’re doing (your mission), where you’re trying to go (your
vision), and how you’re going to go about it (your values) are the glue that holds an organization
together. It is an essential part to building your strategic foundation and developing a strategy. You
preserve these elements while your strategies and goals change and flex with the market. You may
modify your mission, vision, or values over time, but the intent stays unchanged and you will have
complete clarity when making critical business decisions that impact your future.
Your mission, vision and values can sound abstract, esoteric, and downright fluffy to a lot of
people, especially those who are burning to move forward with a real-world project. These people don’t
want to hang back conceptualizing about people’s wishes and dreams. Don’t let being pragmatic get in
the way of this important stage of building a strong foundation of consensus for your organization. If
you don’t take the time to articulate mission, values, and vision on the front end as you develop a
strategy, you’ll pay for it later when writing goals and objectives without a crystal clear strategic
direction.
With your planning team established and your schedule set, you’re ready to move into
establishing, or reviewing (if you already have these statements), your mission, vision and values. To
efficiently move through this phase, don’t confuse mission and vision. Mission is a statement about your
core purpose, why you exist, and is best stated in the present tense.Vision is a statement about your
desired state, where you want to go, and is best stated in the future tense. While you might find values
interspersed throughout both your mission and vision, an effective values statement clearly delineates
the guiding principles of your organization, how you want your staff to behave and interact. Because
these three statements are foundational to an effective strategic plan, take the time you and your team
need to get them right. However, don’t get stuck on wordsmithing and lose momentum in your strategy
development and planning process; rather focus on intent and allow them to be drafts until everyone is
comfortable stamping them final.
Effective marketing starts with a considered, well-informed marketing strategy. A good
marketing strategy helps you define your vision, mission and business goals, and outlines the steps you
need to take to achieve these goals.
Your marketing strategy affects the way you run your entire business, so it should be planned
and developed in consultation with your team. It is a wide-reaching and comprehensive strategic
planning tool that:
 describes your business and its products and services
 explains the position and role of your products and services in the market
 profiles your customers and your competition
 identifies the marketing tactics you will use
 allows you to build a marketing plan and measure its effectiveness.
A marketing strategy sets the overall direction and goals for your marketing, and is therefore
different from a marketing plan, which outlines the specific actions you will take to implement your
marketing strategy. Your marketing strategy could be developed for the next few years, while your
marketing plan usually describes tactics to be achieved in the current year.
4. Develop a SWOT analysis of your school and develop your strategic plan for marketing?
A SWOT analysis of Sta. Cruz South High School of a teacher who wants to improve the relationships
with parents of his/her students.

TASK
Define the goal and measurable outcomes – i.e. to have more than 50% of parents spending one day in
school per term
Consider the current activities you have in place to encourage parent-partnerships within your class/
school.
Complete a SWOT analysis, identifying your current strengths and realistically appraising your current
weaknesses. This can only be done involving other teachers, students and parents.
From the current analysis identify factors which could be improved
Identify opportunities that could be created
Put a plan and set of measures in place.

The school identified the following objective:

To improve parent-partnership by encouraging parents to visit the school and become active
members of the community.
Outcome – to have more than 50% of parents spending one day in school per term
Currently, the school holds an open day/ Family Day once each year. It uses this as a way to encourage
parents to visit the school and engage with school staff. The following is the initial SWOT Analysis for
schools.
Strengths Weaknesses
Highly-skilled teachers. Teachers not available to meet parents often
History of successful Open day/ Family Day enough
events Current open days events not increasing
School has a strong ethos of openness, sharing voluntary activity
and commitment to increasing parental Not enough staff time to plan more events
confidence Staff not clear of their role in the parent
Parents wanting to get involved relationship
PTA willing to participate Narrow focus on open events not partnership
activities
Curriculum too stretched for additional activity
 Opportunities Threats
Active volunteer committee willing to plan and Confidentiality is at risk
organise events Students coercion to do things they do not
Students active in the school’s Student wish to do
Participation Project can be asked for their
opinions and suggestions.
School Head is willing flex curriculum to free up
teacher time
Use parents to contribute to curriculum
delivery