Table of Contents

Table of Contents .............................................................................................................................1

Agency Philosophy ..........................................................................................................................2
Executive Summary .......................................................................................................................3
Industry Background .......................................................................................................................5
Company Snapshot .........................................................................................................................7
Description ......................................................................................................................................8
Competitive Review.......................................................................................................................11
Buyer Analysis ...............................................................................................................................17
Promotional Program Situation Analysis.......................................................................................20
Marketing Goals.............................................................................................................................21
IMC Objectives and Strategies ......................................................................................................22
Creative Recommendations ...........................................................................................................23
Media Plan .....................................................................................................................................26
Advertising Recommendations ..........................................................................................26
Sales Promotions Recommendations .................................................................................28
Direct Marketing Recommendations .................................................................................30
Internet/Interactive Recommendations ..............................................................................32
Social Media Recommendations........................................................................................33
Public Relations and Publicity Recommendations ............................................................36
Personal Selling Recommendations ...................................................................................38
Out-of-home Recommendations ........................................................................................39
Media Flowchart ............................................................................................................................40
Budget Breakdown.........................................................................................................................42
Measurement and Evaluation .........................................................................................................43
Conclusion .....................................................................................................................................44
Appendices .....................................................................................................................................45
References ......................................................................................................................................51

1
 Agency Philosophy

Mission Statement:

To ignite creativity in our clients through collaboration and teamwork

Philosophy:

EngAGE Advertising Agency strives to build a foundation for companies and universities
through the use of Integrated Marketing Communications. Our aim is to provide our clients, or
“teammates”, with an engaging work environment that sparks creativity and bridges the gap
between their ideas and the final product. Through our company statement, A New Age of
Passion, we thrive in a dynamic society and focus on bringing new ideas and techniques to
the business world. We are guided by diversity, inclusivity, and intentionality as we continue
to learn alongside our clients and evolve our own passions as a company.

Competitive Advantage:

EngAGE sets itself apart from our competitors by offering our clients an inclusive experience
throughout the collaboration process. Our diverse staff of skills allows for clients to have all
marketing needs met within our agency. Through complete involvement and teamwork during
the process, we develop long term relationships with our clients.

Approach:

In the creation of this campaign, EngAGE has utilized our diverse staff who have combined their
skills, research and creativity to craft an extensive integrated marketing communication plan. We
have worked in collaboration with our client in order to present a powerful image to the target
market.

2
 Executive Summary
Major Target Audiences

• The primary market consists of rising juniors and seniors (ages 16-18) from Burlington
County, New Jersey who are eager to begin their college journey. These students are
interested in looking into out of state colleges and universities.
• The secondary market includes the parents and guardians of these students whose
households have a yearly income of $80,000+.
• Additionally, the campaign is aimed at school counselors and advisors of high school
students in both private and public-school sectors of Burlington County.

Time of the Campaign

Year 1: July 1st, 2020 - June 30th, 2021

Year 2: July 1st, 2021-June 30th, 2022

Campaign Objectives

Year 1
• To increase inquiries about James Madison University for the 2021-2022 school year by
30 percent in Burlington County, New Jersey
Year 2
• To increase applications to James Madison University for 2022-2023 school year by 20%
in Burlington County, New Jersey
• To increase enrollment of students in Burlington County, New Jersey to James Madison
University for the 2022-2023 school year by 15%

Campaign Theme and Slogan

Opening Doors to New Opportunities

The theme of James Madison University’s campaign is “Opening Doors to New Opportunities.”
The act of holding doors open on campus is a renowned tradition that embodies the spirit of
friendliness that is felt at JMU. The goal is to emphasize opportunities that JMU provides both
during and after a student’s academic career. The theme of opening doors is tied into the entirety
of the campaign, as much of the promotional media features doors opening to reveal JMU’s
beautiful campus. Through this campaign, prospective students will gain insight into the endless
possibilities that the university has to offer both on campus, and beyond the doors of JMU.

Budget

$250,000 per year ($500,000 total)

3
Summary of the Promotional Plan

This plan discusses all aspects of the campaign. The industry background provides information
surrounding size, growth, and trends of the college and university industry. The company
snapshot analyzes James Madison University as a member of the industry, while the description
breaks down JMU’s strengths, weaknesses, and overall brand. The competitive review evaluates
indirect and direct competitors in comparison to JMU. The buyer analysis details James
Madison’s typical consumer and their decision process. The promotional program situation
analysis reviews JMU’s current and past advertising campaigns. The marketing goals represent
what JMU will accomplish through this campaign, while the IMC objectives and strategies
explain what the IMC plan will achieve and how. The creative recommendations highlight the
creative way in which the message will be shared with the target audience. The media plan
details each type of media used in the campaign and how it will achieve the goals of the IMC
plan. The media flow chart summarizes the times each promotional program will be
implemented during the campaign. The budget breakdown divides the budget by the media and
the media vehicle. Lastly, measurement and evaluation describe the methods taken to assess each
component of the campaign and the overall effectiveness of the campaign.

Program Evaluation

The program will take both premeasures and post measures regarding the results of the
promotional program, from tour attendance to applications to admissions of Burlington County
students.

4
 Industry Background
Size

According to the National Center for Education Statistics, there are 4,298 degree granting
postsecondary institutions in the United States. Within that number there are 1,626 public
colleges and universities and 2,672 private (for-profit and nonprofit) colleges and universities.

The United States acquired $512.1

billion dollars in 2019 in the college
and university market. Within the next
5 years, the anticipated industry
revenue in 2024 is $545.5 billion
dollars. Bachelor’s degree students
make up a total of 67% of the
industry’s total revenue. Master’s
degree students, which usually range
between 1 and 2 years of schooling,
make up a total of 26.7% of the industry revenue. Finally, for those who enroll in a doctorate,
which can take anywhere between 3 and 6 years, resulted in 6.3% of the total industry revenue
(Lee, 2019).

Growth

The College and University-industry are predicted to see a 1.3% growth in revenue for the
years 2019-2024. However, in 2025, industry revenue is predicted to drop significantly due to
a decrease in student attendance (Patrick, 2018).

Current trends/development affecting promotional program

Due to the decrease of federal funding for in-state colleges and universities and an increase in
out-of-state student attendance, universities are leaning towards providing more scholarships
for out-of-state students.

There is a greater desire for colleges and universities to have a more diverse student body to
make their campus more well-rounded and welcoming. Ultimately, this can lead to a well-
balanced admission of students, however, admissions staff may begin to focus more on
demographics, rather than students who are able to present a well-rounded resume of
extracurriculars and grades.

Many universities are creating programs with their alumni to assist in funding scholarships
for in and out-of-state students. This will give students who may have the academic ability to
attend the school, but not the monetary ability, a chance to get the education they are capable
of.
5
Macro-environment Factors and Issues

Demographic
• Students between the ages of 18-21 take up
about 47.1% of the total industry revenue,
while students who are between the ages of
22-29 take up about 31.4% of the industry
revenue, resulting in a total 78.5% of the total
revenue for colleges and universities.
Economic
• The cost of tuition at a public university has
increased approximately 29.8% in the past ten
years (Hess, 2019). This rise in cost prohibits
many prospective students from attending college. Tuition for universities is expected to
continue to grow every year. However, according to the U.S. Bureau of Labor Statistics,
college graduates make on average $932 more a week than the average worker without a
bachelor’s degree.
Technological
• In a society immersed in a technological age, many students have selected to take classes
through online programs instead of attending universities in person. More than three
million students are pursuing a college degree fully online (Gallagher, 2018). This could
result in a decrease in attendance at traditional universities as technology continues to
improve.
Political
• There has been a constant debate on free tuition for universities, so everyone has an equal
opportunity at higher education. Something that draws most students away from
attending college is the fear of student debt, where this solution could potentially relieve
or completely eliminate the issue.
Legal
• The industry is highly regulated under the laws of the Higher Education Act of 1965. The
federal government intervenes in continuously improving the quality of higher education
and the conditions that the students work under.
Social
• Most students' reasoning behind attending college or higher education is the fact that
most jobs and careers specifically look for a degree in order to consider applicants a
qualified candidate for any position.
Cultural
• There is a significant amount of First-Generation college-aged students beginning to
enroll in universities, a significant amount of which are Hispanic, Latino, and African
American. Colleges and universities are now becoming a more diverse and eccentric
space for students who are able to learn from one another with different cultural

6
 backgrounds. The learning now not only takes place in the classrooms but within the
relationships that are created with one another.

Environmental
• Many universities are now moving towards becoming environmentally friendly, whether
that be with the use of their dining supplies, or how buildings are constructed and save
energy and water. This, for some students, is actually a part of their college search
criterion and some may lean towards a university that is more environmentally friendly
than others.

Company Snapshot
Place in the Industry
Size
• As of Fall 2019, there are 19,883 undergraduate students enrolled at JMU. This
number indicates JMU’s status as a large university.
Growth
• There has been a slight growth in undergraduate enrollment over the past 5 years.
In 2015, 19,019 undergraduates were enrolled in the university and has risen to
19,654 undergraduates in 2019.
Image
• #1 Most innovative school according to U.S. News & World Report
• #2 Top Public schools according to U.S. News & world report
• #1 Best College for employment in Virginia according to the U.S. Department for
Education Statistics.
Sales History

Target Market

Demographics
• High school students ages 16-18
• Households with an income level of $80,000+
7
 Geographic
• Virginia (Fairfax County, Richmond, Virginia Beach, etc.)
• Northern States (New Jersey, New York, Maryland, etc.)

Psychographics
• Involved in extracurricular activities (clubs, athletics, etc.)
• Involved in their community (service, jobs, etc.)
Behavior
• Seeking an affordable higher education
• Interested in an out-of-state university

Positioning
• James Madison University offers affordable out-of-state tuition to those who meet the
requirements of admission. By offering a big school feel but close-knit community, JMU
is able to prepare students for the real world by molding them into engaged citizens.

Brand Review
• James Madison University is a four-year university that is committed to providing
students with an exceptional education that prepares them to lead productive and
meaningful lives. The university places great value on academic quality, community,
diversity, excellence, integrity, and student focus.

Description
Market Share
• James Madison University is 1 of 1,626 public colleges/universities in the United States.
In 2019, there were 14.59 million students enrolled in public universities (U.S. college
enrollment statistics 1965-2028). JMU had a total enrollment of 21,820 students in 2019
which is approximately 0.001495% of the total students enrolled in public universities in
the United States.
Sales

James Madison University 8

Growth

SWOT Analysis

9
Key Benefits
• Average Class Size: 25 students
• Brand new dining halls, business school, athletic center, residence hall, and parking
garage
• NCAA Division 1 Athletics
• Offer 76 undergraduate degree programs
• Over 300 clubs and organizations

Brand Image
• James Madison University is a large public university located in Harrisonburg, Virginia,
known for its strong academic programs, as well as its successful sports teams. Aside
from academics and athletics, JMU is renowned for its breathtaking campus and friendly
atmosphere.

Positioning
• A large public university located in the Shenandoah Valley of Virginia with affordable
tuition and high acceptance, retention, and graduation rates.

Perceptual Map
• JMU prides itself on being a high-value university offering an intense academic
experience at a lower cost than its competitors. By comparing net price (the price
adjusted for the average scholarships and financial aid a student receives) to the
university’s national ranking it is obvious that JMU offers a low net price while
maintaining a strong national rank.

10
 Competitive Review
Direct Competitors
The direct competitors for James Madison University include Virginia Tech, University of
Delaware, and Penn State. All of these universities offer a high-value college experience and are
well-known universities that focus on academics and community.

Target Market
• Virginia Tech targets mostly high school students residing in Virginia with above-
average academics
Positioning
• Virginia Tech positions themselves as a well-rounded university focused on rigorous
academics and serving the community
• Ranked #108; Net Price: $20,343
Budgets
• Virginia Tech is operating with a $1.66 billion-dollar budget for FY 2019
Current Advertising
• Launched “Boundless Impact” in 2019 which is a campaign built to raise funds with the
help of students and alumni in order to enhance the university and its resources.
• In response to COVID-19, Virginia Tech has taken to posting inspirational and
informational posts on their social media.
Message Strategies
• Tech promotes its university with humor and emotional appeals. They create relevant
posts that supply information to their followers and endorses their services to the
community.
Media Strategies
• Virginia Tech uses a multitude of media to engage with their audience. They are a
dynamic university that is able to cater to both young and older followers. They have a
strong social media presence on all of the major social media platforms. In addition,
every weekday they email students with news about campus.
o Print/Online Media: Virginia Tech Daily, Collegiate Times
o Social Media: Facebook, Instagram. Twitter, LinkedIn, Pinterest, and YouTube
Overall Assessment
• Overall, Virginia Tech is a well-known university in Virginia and nationally. With their
strong marketing techniques, Tech is a strong competitor against JMU.
11
Target Market
• University of Delaware targets out-of-state high school students with above-average
academics.
Positioning
• UD positions itself as a major research university. It provides quality education and
experience at an above-average price.
• Ranked #147; Net Price: $16,842
Budgets
• The most recent budget that is provided by the university is a $1.2 billion-dollar budget
for FY 2018
Current Advertising
• UD is running a campaign titled “Delaware First” which seeks to unite all Blue Hens in
an effort to raise funds to shape the future of the university.
• In response to COVID-19, the university has uploaded “virtual visits” on their YouTube
channel where a prospective student can tour the campus and the buildings.
Message Strategies
• UD utilizes transformational and informational appeals on its website and user-generated
content on their social media. The university balances producing informational and
engaging content. Their website supplies relevant information and facts about the
university.
Media Strategies
• University of Delaware has a strong presence on social media and utilizes hashtags to
involve the student body (e.g. #BlueHenFriday). They provide a combination of relevant
information and engaging content for their followers. In addition, they have an online
newspaper (UDaily) and a magazine that is published three times a year.
o Print/Online Media: UDMagazine and UDaily
o Social Media: Instagram, Facebook, Twitter, LinkedIn, Pinterest and YouTube
Overall Assessment
• Overall, The University of Delaware has a strong image and applies integrated marketing
techniques to build up their image and present themselves as a powerful public
university. Similar to JMU, UD’s strengths as a university are both rigorous academics
and an active student body and community. However, for out-of-state students,
University of Delaware has a higher tuition than JMU for a very similar college
experience.

12
Target Market
• Penn State targets in-state high school students with strong academics
Positioning
• With 24 campuses, Penn State positions itself as a university for everyone and vows to
provide an unparalleled education.
• Ranked #117; Net Price: $30,373
Budgets
• Penn State is operating with a $6.8 billion-dollar budget for FY 2019
Current Advertising
• The university launched “A Greater Penn State” which is a campaign to generate a better
future for the university, the students, and the Commonwealth by raising money.
• Penn State is using a public relations campaign titled “We Are” to highlight the actions
that the Penn State community is doing in light of COVID-19.
Message Strategies
• Penn State utilizes a feature appeal on its website and through print media by focusing on
the strong aspects of the university such as research, athletics, and community. However,
their Instagram appears outdated and unengaging while their Twitter and Facebook
provide relevant information.
Media Strategies
• Penn State is nationally recognized as a strong university. This is enhanced by engaging
in numerous print media to keep the community informed. With diverse magazines, Penn
State caters to everyone including the football fans, the researchers, and the alumnus.
o Print/Online Media: Research Penn State Magazine, The Penn Stater Magazine,
The Football Letter, AlumnInsider, and Daily Collegian
o Social Media: Facebook, Twitter, Instagram, LinkedIn, Pinterest, YouTube, and a
blog
Overall Assessment
• Overall, Penn State is a powerful university but lacks a strong social media presence as it
seems digital media takes the back burner compared to the multiple print media. Due to
the various campuses scattered across the state, Penn State has the ability to appeal to
most students, but at a higher expense than JMU.

13
Indirect Competitors
The indirect competitors for James Madison University include Rowan University, Montclair
State University, and Rutgers University. These colleges all reside in New Jersey and would
provide a cheaper education for the target market, a feature that JMU cannot provide.

Target Market
• Rowan targets high school students in New Jersey with above-average academics
Positioning
• Rowan positions itself as a well-rounded university with quality academics at a low price
• Ranked #361; Net Price: $23,692
Budget
• Rowan has an operating budget of $553 million for FY 2019
Current Advertising
• “Rising: The Campaign for Rowan University” is a campaign to raise funds to change
students' lives, support new discoveries, and provide inspiring environments.
• On their Instagram, Rowan uses the school colors to provide a cohesive theme and
utilizes Stories to engage with their followers and give information.
Message Strategies
• Rowan focuses on an informational appeal on their website, ensuring that their students,
faculty, and prospective students are updated on important news in the community.
Media Strategies
• Rowan keeps consistent information and media across all social media platforms. They
are focused on engaging with the community via social media.
o Print/Online Media: Rowan Radio, Rowan Magazine, The Whit
o Social Media: Facebook, Instagram, Twitter, YouTube, LinkedIn, and Pinterest
Overall Assessment
• In general, Rowan University presents a strong image on both its website, social media,
and mass/print media. They ensure that their community is well-informed by creating
engaging and informative content. For New Jersey residents, Rowan is a university that
offers challenging academics at a lower cost than JMU can.

14
Target Market
• Montclair State University targets high school students in New Jersey with above-
average academics.
Positioning
• Montclair positions itself as a public research university with over 300 majors and minors
at a low price
• Ranked #422; Net Price $18,500
Budgets
• In 2017, Montclair’s total assets and deferred outflows were approximately $1.2 billion
Current Advertising
• “SOAR: The Campaign for Montclair State University” is a campaign built around
raising funds to provide an education for those who cannot afford one.
Message Strategies
• Montclair utilizes user-generated content on their Instagram, showing off their
#RedHawk pride while using informational appeals on their website and Facebook.
Media Strategies
• Montclair uses each social media for a different purpose. On Instagram, they focus on
school spirit, while on Facebook they spotlight important information happening in the
community. Public relations have a large role in Montclair’s media strategy, as they
consistently use all media platforms to highlight the university’s service and awards.
o Print/Online Media: Montclair Magazine, The Montclarion
o Social Media: Instagram, Facebook, Twitter, LinkedIn, and YouTube
Overall Assessment
• Overall, Montclair State University presents a strong public image through their media by
utilizing school spirit and involvement in the community. Though a cheaper alternative,
Montclair ranks low nationally in comparison to JMU.

15
Target Market
• Rutgers University targets high school students who reside in New Jersey with strong
academics
Positioning
• Rutgers positions itself as a top research university in the metropolitan area
• Ranked #123; Net Price: $20,379
Budgets
• Rutgers is operating with a $4.6 billion-dollar budget for FY 2019
Current Advertising
• On their Instagram account, Rutgers uses the hashtag #RURuffRuff while highlighting
dogs dressed in Rutgers spirit wear.
• The University posts community articles on Buzzfeed that discuss legends and traditions
of Rutgers that anyone who visits Buzzfeed can read.
• On their Facebook page, Rutgers is currently highlighting professors, students, and
alumni who are helping in the wake of COVID-19.
Message Strategies
• Rutgers uses a feature appeal on most of their social media accounts, focusing on
promoting their research, athletics, and service to the community. On Facebook and
Twitter, the university provides information for their followers while their Instagram
seems focused on athletics and #RutgersPride.
Media Strategies
• While Rutgers has a presence on all the major social media platforms, they lack relevant
content on their Instagram and are focused on networks like Twitter and Facebook.
Rutgers Magazine is targeted towards alumni of the university to stay informed on the
happenings in the community.
o Print/Online Media: The Daily Targum, Rutgers Magazine
o Social Media: Twitter, Facebook, Instagram, YouTube, and LinkedIn
Overall Assessment
• Overall, Rutgers’s social media is not as strong as other JMU competitors and lacks
cohesiveness throughout platforms. However, as an in-state university, New Jersey
residents are able to access an impressive academic and athletic university at a cheaper
price than JMU.

16
Buyer Analysis

17
Consumer Personas

18
Primary Research

19
 Promotional Program Situation Analysis
Current
JMU’s current promotional program, Unleashed, is a campaign designed to raise $200
million by 2022. The purpose of the campaign is to raise money in order to achieve five campus-
wide goals that will benefit society, students, learning, campus, and the university as a whole.
Since beginning this campaign in 2018, the university has already raised $167,089,752 with
more than 53,945 investors. The campaign appeals to students and alumni as it utilizes a Vimeo
video that captures the beauty of JMU’s campus. The video also emphasizes the profound impact
JMU has on those who attend by featuring several alumni that share how the university has
positively impacted their lives, as well as their careers. The Unleashed Campaign strives to
connect with JMU’s alumni, as it hosts events nationwide where alumni are located. The
Unleashed promotional video is featured on JMU’s website, as well as its Facebook and
YouTube page. The campaign also encourages alumni, current students, parents, faculty, and
fans to help spread the word about the Unleashed Campaign by providing an assortment of
pictures, videos, and hashtags that can be used on various social media platforms.

Past
In July of 2002, James Madison University embarked on its first-ever comprehensive
campaign to mark its 100 years of existence. The campaign, titled “The Madison Century”, was
set to end in 2008 with a goal of raising $50 million dollars. By June 30th, 2008 there had been
$70 million dollars raised, surpassing the original goal by an astounding 40%. The gifts received
from this campaign were distributed across multiple divisions of the university, including
improved facilities, scholarships, and the growth of student-centered programs. Additionally, the
money raised helped fund the expansion of Bridgeforth Stadium, the future Performing Arts
Center, and the Dingledine Scholarship was created. Ultimately, the Madison Century served as
20
a bridge for JMU, as the institution commemorated its first 100 years while looking forward to
another century of educating students. With its incredible success, the JMU community was
propelled towards the next 100 years of existence.

Marketing Goals

21
 IMC Objectives and Strategies
Awareness: Increase awareness of James Madison University in Burlington County by 40% by the
end of year two.

Advertising: Place ads in the Burlington County Times and schedule radio ads to play during
peak times.

Public Relations/Publicity: Distribute press releases in the Burlington County Times and on
the JMU website.

Internet/Social Media: Use social media ads on Facebook, Instagram, Twitter, Snapchat, and
YouTube.

Out-of-Home: Have a billboard on a major highway.

Preference: Increase the number of students who tour James Madison University from Burlington
County by 15% by the end of year two.
Direct Marketing: Send emails and direct mailers to prospective students.

Personal Selling: Send administrative staff to different high schools and college fairs
throughout the Burlington County region.

Sales Promotion: Collaborate with local hotels to offer discounted rates during CHOICES.

Conviction: Receive a 20% increase in the number of applications from students in Burlington
County by the end of year two.

Sales Promotion: Offer a free application period for out-of-state students to increase the
number of applications.

22
Creative Recommendations

23
24
25
 Media Plan

Advertising Recommendations
• Objectives
o Reach 20% of high school students in Burlington County, NJ creating a radio
advertisement that will be played on their commute to school (Morning 7 am-
9 am, Monday - Friday)
o Reach 35% of high school students and parents in Burlington County, NJ
through newspaper advertisements each month.
• Strategies
o The strategy of the radio ad is to hone in on the important JMU tradition of
opening doors. By mentioning this famous tradition, it highlights the overall
positive and welcoming environment that is felt on campus.
o Through placing ads in the local newspaper, the campaign will reach the
parents of prospective students. The ad will include facts about JMU to
enhance brand image and provoke action from the target market.

26
• Budget

• Rationale
o The thought of attending college in a state far from home may be nerve-wracking
for some students, so this advertisement will appeal to those people, as it shows
that JMU is a welcoming university that makes people feel at home. Moreover, by
highlighting a tradition that JMU is specifically known for, the thought will stick
in the listener’s head, and when they think about JMU in the future, they will
remember this tradition and most likely associate positive feelings toward their
friendly campus.

• Deliverables

o Radio Broadcast

Item Description

Gender Males, Female

Length :30

Target Demographic Prospective students of JMU

Character/Narrator JMU Senior

Vocal Direction Emotional, informative, excited

Suggested Music Motivating, instrumental music

Suggested Sound Effects Fight Song Jingle

“Four years ago, I made the decision to come to JMU. Something that stuck with me after my
own tour was how important it was to hold a door for someone, and ever since I got here,

27
 I have never missed the opportunity to do that for someone else. That one simple act of
kindness as well as the many others here at JMU just comes to show you the importance
of friendliness here and how everyone makes an effort to spread positivity throughout the
campus. Not a lot of students can say that they have this kind of atmosphere at other
universities, which makes JMU one of a kind and a college experience like no other.
(Madison, James Madison jingle)”

o Newspaper Ad

Sales Promotion Recommendations

• Objectives
o Increase the number of applications from Burlington County by 20% by the end of
year 2.
o Increase the number of Burlington county students who attend choices by 15% by
the end of year 2.
• Strategies
o Forgo the application fee for a certain limited time period. Thus, increasing the
number of people who apply simply because it is free. The campaign would
promote the time period through the high schools in this region.
o Have a coupon available to those who are traveling from Burlington County to stay
at local hotels for a reduced rate during the weekend of CHOICES.

28
• Budget

• Rationale
• Many parents limit their kids to applying to only a few schools due to
application fees. By waiving the fee students will have the opportunity to add
James Madison to their list. Additionally, it is understandable that it is hard to
visit all the schools before applications are due. So, by waiving the fee JMU is
opening the window for more people to come to a university tour. They apply
with no fee, then while they’re waiting a few months to hear back, they come
for a tour to visit.
• Deliverables

29
Direct Marketing Recommendations
• Objectives
o Increase the number of applications by 20% in Burlington County, NJ, through the
use of email and mailers.
• Strategies
o One of the most important JMU mentalities is “Dukes Hold Doors.” This concept is
demonstrated to prospective students as soon as they set foot on campus. What if
JMU could demonstrate that before they even come to campus? With the mailer,
students are able to “open the doors” to a beautiful photo of JMU along with a link
of where they can get more information and apply.
o Email is a great way to be able to reach a mass number of prospective students, while
still having a personal touch to it. Understanding that some students use both
personal and family emails during the college search, JMU’s email marketing could
potentially reach not only the student audience but the parents and guardian
audience.
• Budget

• Rationale
o The Direct Mailer will be the more expensive of the two, given the investment into
the high-quality print color and the postage to get the mailers sent to prospective
students. However, the investment in these mailers could result in more students
exploring the JMU website or wanting to visit campus and see the views for
themselves. The emails would be the cheaper option and be able to reach a wider
audience at a lower cost.

• Deliverables
o Direct Mailer (Gatefold, top opens to the bottom image)

30
31
 o Email

Internet/Interactive Recommendations
• Objectives
o Increase reach to the Burlington County region by 40% through YouTube ads.
• Strategies
o Use YouTube in-stream ads (skippable and non-skippable) to promote JMU through
video. The ad will also appear on apps and websites running on Google video partners.
• Budget

32
 • Rationale
o According to the Google-commissioned Nielson study in 2016, on average, 18+ year-olds
spend more time watching YouTube videos in a month than any TV network. In light of
this data, YouTube is the better choice to air a commercial than on a television network.
The skippable ads will be 30 seconds long while the non-skippable ads will be 15
seconds. There is a substantial amount of the budget allotted to advertising on YouTube
because a video creates a higher emotional and transformational appeal than a print ad
can.

• Deliverable

Social Media Recommendations

• Objectives
o Increase social media impressions from the Burlington Country region by 50% by the
end of year 2.

33
 o Increase reach to the Burlington County region on the JMU Instagram by 35% by the
end of year 1.
o Increase reach to the Burlington County region on the JMU Facebook by 40% by the
end of year 1.
o Increase reach to the Burlington County region on the JMU Twitter by 25% by the end
of year 1.
o Increase reach to the Burlington County region on the JMU Snapchat by 15% by the end
of year 1.
o Increase views and engagement from Burlington County by 25% by the end of year 1.
• Strategies
o In general, social media will be utilized to increase awareness of JMU in the Burlington
County region. For paid media, each social media platform (besides YouTube) will
include the same ad and provide a link to the official JMU website.
o On Instagram, promote through a sponsored feed post that links to the JMU website.
Include hashtags to aid in reaching the target market.
o On Facebook, sponsor ad space in the right-hand column that when clicked on links to
the JMU website. By placing the ad in the right-hand column, when the user scrolls
through their timeline the ad won’t disappear.
o On Twitter, pay for a promoted tweet that will appear on timelines that includes the link
of the JMU website. Utilize hashtags to increase reach to target audience.
o On Snapchat, utilize the single image ad feature which appears in between Stories. In
addition, create a geo-tag filter for the Burlington County area during the free
application period and when campus representatives visit college fairs in the area.
o Utilize unpaid social media to build the JMU brand. Create YouTube videos on the JMU
channel that highlight features of JMU, student testimonials and provide information to
prospective students. Repost user-generated content, create contests and reply to
comments.

• Budget

34
• Rationale
o In regard to other forms of media, social media is both a relatively cheap and effective
method of reaching the target market especially high school students. In year 1, the
budget allocates $37,500 towards promotion on social media, and in year 2 the budget
decreases to $25,000 in order to allot more funds towards sales promotion. The largest
portion of the budget is spent on advertising via Facebook since the social media
platform houses the largest percentage of both high school students and parents of
prospective students. Instagram, the most engaging and fastest growing platform, also
utilizes a large portion of the budget and will be most effective in reaching high school
students. Since YouTube will be unpaid content, the allocation of the social media
budget is low for this particular vehicle.
• Deliverables

35
Public Relations and Publicity Recommendations
• Objectives
o Increase the number of people who perceive JMU as a university that supports its local
community by 20%.
o Increase the awareness of recognitions and awards won by JMU students and athletes
by 15%.
• Strategies
o Create press releases and articles for JMU’s website and the Burlington County Times
that detail the university’s involvement in the local community. Involvement will include
activities on campus that benefit the community and volunteer work in the community.
o Promote the success of remarkable JMU students by posting their awards and
achievements on all of the university’s social media platforms for parents and students
to share with their family and friends.
• Budget

• Rationale
o The budget for public relations and publicity is almost split evenly between press releases
and social media. Since the press releases will be published on JMU’s website, as well as
the Burlington County Times, it is necessary to allocate more money towards this effort
to cover the costs of publishing in a newspaper. The other half of the budget will cover
the use of social media in order to promote student achievements. Social media is an easy
and efficient tool that can reach specific target markets, and ultimately create a favorable
image of the university.

36
• Deliverable
o Press Release

37
 o Social Media

Personal Selling Recommendations

• Objectives
o Increase the number of college fairs/interest events JMU attends by 25%
o Increase the number of follow up calls from tours by 30%
• Strategies
o Research events that Burlington County hosts for prospective students and apply to attend
the interest events in both the spring and the fall.
o Host events at the local convention center around Burlington County in order to draw
students of interest to learn more about what JMU has to offer.
o Have volunteer student representatives follow up with prospective students that have
previously toured during Spring Previews or have attended events such as the Open
House or Duke for A Day in order to develop strong relationships and serve as a source
of information during the application/decision process.

38
 • Budget

• Rationale
o The first step in developing relationships with the students of Burlington County is to
make them aware of James Madison University in the first place. This can be done by
attending college fairs that their local school districts provide. It would be beneficial to
attend both in the fall and in the spring. The next step in year two is to allocate more
towards JMU hosting their own receptions at local conference centers, where students
who are eager to learn more about the university can attend and network with JMU
admission counselors and current students.

Out-of-Home Recommendations
• Objectives
o To increase awareness of the Burlington Country region by 60% by the end of year 2
• Strategies
o Create a digital billboard ad that will be placed on the major highway running through
Burlington County. Have the ad appear every minute to ensure the largest reach.
• Budget

39
• Rationale
o The use of out-of-home advertising allows for geographic flexibility and has a low CPM.
By using a billboard, JMU is able to increase their reach and the frequency the ads are
seen. The budget only allocates a small percentage of out-of-home advertising since there
is high waste coverage and wear out.

• Deliverable

Media Flowchart
Rationale

It is important that when implementing a campaign, each media vehicle is utilized at the most
beneficial time. For advertising, specifically print, it is important that the ad runs every month as
a reminder to the target market, especially during the months of October and March. The crucial
run in October is due to the majority of students attending open houses and applying to JMU. In
March, it is important to run events due to the abundance of students being accepted during this
time and needing to decide on which college to attend. The same reasoning can be said for paid
social media, attendance of college fairs, and billboards. In regard to public relations and
publicity, it would be best to release a press release both at the beginning of the year and at the
end of the year. The beginning of the year press release will recognize on-campus construction,
the total number of incoming students, and goals as well as plans for the year. The May press
release will provide an overview of goals accomplished, graduating class statistics as well as any
important events that took place throughout the year. Finally, in relation to sales promotion, the
application waiver fee will ultimately benefit students who decide to apply early action. Over
time, this will encourage more students to apply earlier, leading to more early action
commitments and a greater variety of students. Additionally, coupons for a discount on hotel stay
will be offered to students who decide to attend open house or CHOICES. Overall, following a
pattern of promotion that goes hand in hand with the implementation of applications and
prospective student visits will develop a strong mutual relationship and greater success for James
Madison University.

40
41
 Budget Breakdown and Summary

The budget provided by James Madison University is $250,000 each year for a total of
$500,000 for the entire campaign. In year one, the campaign allots the most funds to personal
selling, with the main priority to develop strong relationships with prospective students. By
doing this, it will lead to greater engagement on the rest of the promotional mix of the plan. The
campaign also allocates a significant amount towards sales promotion, direct marketing, and
social media, in order to increase the number of students who tour James Madison University
and the number of students who apply.
In year two, the campaign allows for a significant jump in sales promotion in order to
continue to increase the number of prospective and admitted students who visit the university
along with the number of students who apply to the university. By JMU providing financial
support to students of interest, it demonstrates the overall campaign theme of “Opening Doors to
New Opportunities”, which could relate to students who are currently in financial struggles and
will now be able to afford the application for JMU, or pay for a hotel stay in order to tour JMU.
The budget also increases advertising, allowing for constant reminders about James Madison
University in both print ads and radio ads. In year two, there continues to be a strong allocation
in the personal selling, direct marketing, and social media categories, as it is important to
continue to develop and maintain relationships with the prospective students.

42
 Measurement and Evaluation
The overall program will be measured by the total annual increase of students attending
JMU from Burlington County, New Jersey. EngAGE will track the campaign’s progress through
the final admissions report. To evaluate the different tactics of the media plan against one
another, the vehicle option source effect will be applied. This will display which form of the
marketing campaign had the most impact on the target market.

Advertisements- The advertisements involve radio ads on major FM stations in the area
and print ads in the local newspaper. Using a comprehension and reaction test can help ensure
that the target audience is understanding the message that is being conveyed before the ads are
featured.

Sales Promotions- Sales promotion mediums include coupons for various hotels in
Harrisonburg during CHOICES and a free application period. These promotions can be
measured by keeping track of the number of discounts that are activated during the specified
periods of time.

43
Internet/Interactive- The internet/interactive recommendations will be measured on the basis of
views of the YouTube in-stream ads, site visit length, and the click-through rate of the JMU
website. Additionally, implementing a traditional tracking method will show brand awareness, ad
recall, and message association.

Public Relations- This will be measured by recording the number of people who view the press
release on the university website, clicked the link through social media posts, and purchased
newspapers containing the press release.

Direct Marketing- There will be both emails and mailers sent to the residents of Burlington
County. The success will be measured by utilizing the Cost Per Order method. This will allow
EngAGE to evaluate the effectiveness based on the number of calls generated by these forms of
marketing.

Personal Selling- The personal selling tactics include allocating more staff members to represent
JMU at college fairs and other public events and providing follow-up emails or surveys to
students who toured campus. The best way to measure success would be to count the number of
follow-up calls the staff members receive after the event and the amount of responses to surveys
and follow up emails.

Conclusion

The purpose of EngAGE’s IMC Plan for James Madison University, “Opening Doors to
Opportunities,” is to emphasize the countless opportunities that JMU has to offer to its students
and alumni. Moreover, the theme of “opening doors” represents the famous tradition of holding
doors open on campus, which only stresses how friendly and positive the atmosphere is at JMU.
The main goal of this campaign is to target parents and students located in Burlington County,
New Jersey in order to increase the number of applications and number of enrolled students from
that area at JMU. This will be accomplished through the plan’s clear and concise objectives,
strategies, and budget.

The ideal candidate is a student located in Burlington County who is interested in attending an
out-of-state university with nationally ranked academics at an affordable price. As stated
previously, the plan will also target the parents of these students, as most times parents are
heavily involved in the decision process.

Although much of JMU’s population is made up of students who reside in New Jersey, there is
still room to improve the overall awareness of the university for out-of-state students. This will
be done by sharing clear and creative messages using multiple marketing communication
mediums. The campaign will convey its message using various platforms such as social media,
interactive media, public relations, direct mail, advertising, and more. Not only will this IMC
Plan work to meet current goals, but it will also improve the overall image and awareness of the
university nationwide.

44
Going forward, it is crucial for JMU to follow this similar plan when targeting any other states in
order to increase out-of-state applications and attendance. With the implementation of this
program, JMU’s name and brand will only become more well-known and accredited. Since
much of this campaign is centered around the use of social media platforms, it is pertinent to
follow internet trends in order to keep JMU’s content relevant and up to date. Through the
contents of this campaign and its implementation, James Madison University will continue to
“Open Doors to Opportunities” for students all around the world.

Appendices
Appendix A- Print Advertisements

45
Appendix B- Radio Advertisements

Item Description

Gender Males, Female

Length :30

Target Demographic Parents of teens in high school

Character/Narrator JMU Alumni

Vocal Direction Clear, informative, excited

Suggested Music Calming, string instruments

Suggested Sound Effects Bell ringing

Are you a parent on the hunt for the perfect university for your child? My name is [insert
name] and I am a James Madison University Alumni. With rigorous courses, competitive
athletics and an energetic student body, JMU allowed me to grow as an individual in an
encouraging and active environment. JMU provides more than just an academic education.
Join JMU in opening doors to opportunities for your child. Visit jmu.edu for more
information on your child’s future. Go Dukes! (SFX bell ringing fad out)

Item Description

Gender Males, Female

Length :30

Target Demographic Prospective students of JMU

Character/Narrator JMU Senior

Vocal Direction Catchy, memorable, inspiring

Suggested Music Motivating, instrumental music

Suggested Sound Effects JMU fight Song

JMU is one of a kind. Its big school mentality but small school feel, James Madison university is
unmatched. We specialize in turning students into well rounded adults who are mature and ready
for any challenge. We accomplish this by challenging young adults in a nurturing environment in
which they feel comfortable in calling home. Everyone has a place in our community. Come and

46
 open our doors, opportunity awaits. For more information please go to
https://www.jmu.edu/admissions.

Item Description

Gender Males or Female

Length :30

Target Demographic High school students (15-18)

Character/Narrator JMU Undergraduate Student

Vocal Direction Cheerful, friendly, encouraging

Suggested Music Upbeat, uplifting, inspiring

Suggested Sound Effects Writing on chalkboard, cheering in stadium, people chatting

Looking for a college that offers a promising education (writing on chalkboard),

D1 athletics (stadium noise), and a homey feel (people chatting)? Well look no further
because James Madison University is the school for you! Set up a campus tour today and
our student ambassadors will give you a tour you will never forget. Experience life on
campus as you meet with current students, eat at the dining halls, and take in the
breathtaking view of the Quad! Tours are offered four days a week from 9:30-1:30. Don’t
waste any more time and schedule your visit today at https://www.jmu.edu/admissions.

Appendix C- Out-of-Home

47
Appendix D- Storyboards

48
49
Appendix E- Direct Mail

50
Appendix F- Social Media Ads

References
America’s Top Colleges 2019. (n.d.). Forbes. Retrieved April 21, 2020, from
https://www.forbes.com/top-colleges//

CollegeSimply. (n.d.). College search, comparisons, and admission chances. CollegeSimply.

https://www.collegesimply.com/

First-Year Student Survey. (2019, October). Retrieved April 22, 2020, from
https://www.jmu.edu/oir/oir-research/research-docs/stdnt/FYS/FirstYear2019.pdf

51
Gallagher, S. (2018, October 30). The Beginning of a New Era in the Online Degree Market.
EdSurge; EdSurge Inc. Retrieved April 21, 2020 from
https://www.edsurge.com/news/2018-10-30-the-beginning-of-a-new-era-in-the-online-
degree-market

Harrisonburg and JMU staff team up to turn gymnasium space into homeless shelter. (n.d.).
Retrieved April 22, 2020, from https://www.whsv.com/content/news/Harrisonburg-and-
JMU-staff-team-up-to-turn-residence-hall-into-homeless-shelter-569228601.html

Hess, A. (2019, December 13). The cost of college increased by more than 25% in the last 10
years—Here’s why. Make It; CNBC. Retrieved April 21, 2020 from
https://www.cnbc.com/2019/12/13/cost-of-college-increased-by-more-than-25percent-in-
the-last-10-years.html

James Madison University. (2019). Actual and Unofficial Projected Enrollments.

https://www.jmu.edu/oir/_docs/EnrollmentProjections_2019.pdf

James Madison University. (n.d.). Facts and figures. Retrieved April 21, 2020, from
https://www.jmu.edu/about/fact-and-figures.shtml

James Madison University. (2020, January 3). Undergraduate Admissions: Applied, Accepted,
enrolled [Database]. Tableau Public; Tableau Software LLC.
https://public.tableau.com/profile/jmu.office.of.institutional.research#!/vizhome/JamesM
adisonUniversity-Admissions/AppliedAcceptedEnrolled

JMU Chemistry lends a hand – sanitizer, that is. (2020, April 13). Retrieved April 22, 2020,
from https://www.jmu.edu/news/2020/04/13-chemistry-hand-sanitizer.shtml

JMU's Goal-Breaking Comprehensive Campaign Tops $70 Million. (2008, July 29). Retrieved
April 20, 2020, from https://www.jmu.edu/news/2008/07/29-70-million.shtml

Koch, K. (2018, October 28). JMU reveals new 'Unleashed' fundraising campaign. Retrieved
April 20, 2020, from https://www.breezejmu.org/news/jmu-reveals-new-unleashed-
fundraising-campaign/article_5c119c14-daea-11e8-a015-8b8d67d9b253.html

Largest Ever Gift Boosts Madison Century Campaign. (2008, March 14). Retrieved April 20,
2020, from https://www.jmu.edu/news/2008/03/14-century-gift.shtml

Lee, T. (2019). Colleges & Universities in the US. IBISWorld Industry Report 61131a. Retrieved
from https://my.ibisworld.com/us/en/industry/61131a/about

Living in Burlington County. (2020, March 26). Retrieved April 20, 2020, from
https://www.niche.com/places-to-live/c/burlington-county-nj/

Montclair State University. (2017). Montclair State University Financial Statement.

52
 https://www.montclair.edu/finance-and-treasury/wp-content/uploads/sites/158/2018/08/Fi
scal-Year-2017-Financial-Statements.pdf

National Center for Education Statistics. (2018). Digest of Education Statistics.

https://nces.ed.gov/programs/digest/d18/tables/dt18_317.40.asp

Patrick, J. (2018, September 11). College enrollment predicted to fall by 15 percent starting in
2025. Retrieved April 20, 2020, from
https://www.washingtonexaminer.com/red-alert-politics/college-enrollment-predicted-to-
fall-by-15-percent-starting-in-2025

Penn State University. (n.d.). A Greater Penn State; The Pennsylvania State University.
Retrieved April 21, 2020, from https://greaterpennstate.psu.edu/

Penn State University Budget Office. (n.d.). Penn State Budget Overview. The Pennsylvania
State University. Retrieved April 21, 2020, from
https://budget.psu.edu/openbudget/default.aspx

Rutgers University. (n.d.). Resolution approving fiscal year 2019-20 budget. Rutgers University.
Retrieved April 21, 2020, from
https://budget.rutgers.edu/sites/default/files/Budget%202019-2020%20-
%20BOG%2023Jul2019.pdf

Rowan University. (n.d.). Rowan University Fast Facts 2019-2020. Rowan University; Rowan
University. Retrieved April 21, 2020, from https://sites.rowan.edu/fastfacts/index.html

Torpey, E. (2019, February). Education pays. Career Outlook; U.S. Bureau of Labor Statistics.
https://www.bls.gov/careeroutlook/2019/data-on-display/education_pays.htm

University of Delaware. (n.d.). New Budget Model FY 2018. University of Delaware; University
of Delaware. Retrieved April 21, 2020, from
https://sites.udel.edu/budget/new-budget-model-fy-2018/

U.S. college enrollment statistics 1965-2028. (n.d.). Statista. Retrieved April 22, 2020, from
https://www.statista.com/statistics/183995/us-college-enrollment-and-projections-in-
public-and-private-institutions/

Virginia Tech. (n.d.). Why Give. Giving to Virginia Tech; Virginia Tech. Retrieved April 21,
2020, from https://give.vt.edu/why-give.html

Virginia Tech Daily. (2019, June 3). Board of Visitors sets university budget at $1.66 billion for
2019-20 fiscal year; strategic plan approved. Virginia Tech.
https://vtnews.vt.edu/articles/2019/06/bov-june2019-wrap.html

YouTube. Online video advertising campaigns. (n.d.). YouTube Advertising. Retrieved April
21, 2020, from https://www.youtube.com/ads/

53