Things at Virginia Tech could have been better. Process inefficiency was a problem, with too much repetitive action, needless double checking and, ultimately, wasted time.
And it wasn’t Virginia Tech’s fault – they were generating nearly $10 million in revenue per year through solely word-of-mouth marketing – and this is without any non-credit, open enrollment programming.
Yet, you got a sense the organization had grown too fast, too soon, without a cohesive strategy in place. As a result, Virginia Tech’s internal processes felt a bit patched together, with new and old elements jumbled.
James Madison University (JMU)’s Continuing and Professional Engagement group needed a new marketing manager. But before that, it needed a marketing strategy for that new manager to actually manage. The approach currently in place by the JMU team was less of a strategy and more of a bucket of funds that were used on an as-needed basis. Without any kind of central oversight each program area was working in a reactionary fashion, dipping from the bucket as they saw fit and without the funds being tied to any specific objectives.