UCM Metrics

UCM’s contributions to the university-level metrics are indirect and specific percentages of contributions cannot be determined. Our mission is to provide expert, professional-level services/resources that support the university and its individual areas in achieving their goals. Therefore, UCM will create a visual marketing and communications-specific dashboard, based on and expanding upon the highest dashboard standards utilized by a small group of distinctive universities, to measure marketing/communications progress and work to improve that progress each year.

Since many web functionalities and research studies were not in place prior to this year, in 2014, UCM will establish a benchmark of measures within the dashboard, utilizing the new capabilities offered by functioning web diagnostics, completed marketing research, and new software that was not in place in previous years.

The Dashboard will be updated annually and include the following:

Measures by Area

Web Communications

Marketing/Branding

Publications

Digital, Emerging Media, Photography, Videography

Social Media

External Relations

Miamian

News and Communications

Trademarks and Licensing


Web Communications

Primary Web Metrics (Benchmarks to be established in 2013–14)
  1. Google Analytics Report
    • increase traffic by 5% overall even while rebuilding CMS (September total website views was 240,915)
    • increase average time on site
    • average # of pages per visit
    • % new visits
    • increase traffic for key prospective markets (i.e. Atlanta, Chicago, Hartford, California)
    • ranking of top sources to site (i.e. direct to URL, came from another page or link)
    • mobile device usage
  2. Admission Site Google Analytics Report (# of visits to Admission from marketing activity)
  3. 3. CMS Training and Support
    • # of sites migrated
    • # of people trained / # of hours in training (show chart of "type" of training…i.e. CMS, closed-captioning, etc.)
    • training for accessibility: hours, # of accessible sites
Secondary Web Metrics
  1. Use SEO to move up in search results/browsers (goal: surpass city of Miami visitors overview)
  2. Top 10 sites/landing pages—Increase length of time on site due to more appealing sites
  3. Requests for information from Admission site/sign up for open houses and/or visits
  4. Campaign landing page or publication landing page responses (Ohio's Public Ivy in 2013 is our a first benchmark at 35,000: goal for next marketing campaign is 40,000)

Marketing/Branding

Primary Marketing/Branding Metrics
  1. Google Analytics Report for Campaigns (i.e. Public Ivy campaign had 35,000 unique visitors through a dedicated landing page—increase to 40,000 for next marketing campaign)
    • # visits
    • average # of pages per visit
    • average time on site
    • markets driving site traffic
    • ranking of top sources leading to site (i.e. direct to URL, came from another page or link)
  2. Comprehensive research completed to establish benchmark from which to measure brand awareness (benchmark established in 2014 and repeated measures once every 2 years)
  3. Focus Group data (professionally hosted with external students and internally, informally with current students) demonstrates success and positive feedback for Admission marketing materials produced by UCM (2013 benchmark established, positive received report received to compare against 2014)
  4. Incoming class goals met (the specific amount of contribution to EM/bringing in class cannot be measure: our goal is a shared one with EM to reach the targets EM sets each year by developing strategy and materials to achieve those target numbers)
Secondary Marketing/Branding Metrics (Benchmarks to be established in 2014)
  1. Use SEO to show move up in search results/browsers (and pass city of Miami visitor overview)
  2. Top 10 sites/landing pages Increase length of time on site due to more appealing sites
  3. Requests for information from Admission site/sign up for open houses and/or visits
  4. Message concept testing through social media, alumni and boards
  5. Summary of campus visits
  6. 6. Help Admission achieve # applications, #early decision apps and incoming class goals through multiple mediums and materials; this is a shared goal with EM, met in 2013.

Publications

Primary Publications Metrics (Benchmarks to be established in 2014)
  1. # of pieces produced (to determine whether an increase or more efficiency is needed)
  2. # of prospective student "touches" increases by 5% each year
  3. # of campus areas supported/clients served remains consistent
  4. # of applications goal reached for university (UCM contribution to OEM effort)
  5. # of special projects and responses increased (sunglasses, ear buds for prospective student populations by target group)
  6. Special projects supported through news, video, photo, social media: Celebrating Freedom, I Am Miami
  7. # of visits to Admission site
  8. Research (focus groups) demonstrates produced pieces are well received each year: 2013 respondents were highly positive about material, especially viewbook
Secondary Publications Metrics
  1. # of formal logos
  2. # of profiles created and creation of database (experts also)
  3. Increase accessibility to tools and resources to help others on campus advance the university's image: web-to-print storefront, webDam, style guide

Digital, Emerging Media, Photography, Videography

Primary Metrics (Benchmarks to be established in 2014)
  1. Increase by 5% the number of people that view live streamed events
  2. Increase in visits to virtual tour by 5%
  3. # of photo shoots and organized by topic to track ultimate usage
  4. # of videos and # of views to augment news
  5. # of videos to support other areas and # of views overall
  6. Increase # of assets and # downloaded: goal is 5% per year increase
  7. # of videos closed captioned (hours/costs)to demonstrate accessibility of website
Secondary Metrics (Benchmarks to be established in 2014)
  1. Use of and research of new technologies (such as closed captioning) increases steadily through UCM-led training
  2. External photographic recognition
  3. Admission support from videography contributes to incoming class #'- shared goal with EM
  4. Survey of clients for videography/photography has positive results

Social Media

Primary Metrics (Benchmarks to be established in 2014)
  1. Radian 6 social media report (separated by medium) – increase positive vs. negative mentions, retweets, favorites, likes
  2. Tracking of # of responses to specific hashtags (i.e. commencement)
  3. # of current student responses and level of interaction measure
  4. Topics: # of news and topics produced
  5. President's increased Twitter presence (growth in tweet-ups, direct responses)
  6. National recognition of Miami's social media

External Relations

Cincinnati USA Partnership (Benchmarks to be established for this new initiative in 2014)

  • # Miami campus visits by major city leaders (establish benchmark '13–'14)
  • # of Greater Cincinnati event Miami participates in off-campus, and increasing # of Miamians attending and being visible at professional Chamber/partnership events (establish benchmark ’13-’14)
  • Introduce # of new client-based project opportunities to faculty through Chamber partnership (benchmark tbd ’13-’14) and # of opportunities to present/speak with industry cluster advisory clusters
  • # new internships created through partnership investment (benchmark tbd)
  • Increase outreach programs (e.g., Life Sciences Collaborative, University Roundtable) to showcase Miami students' global job readiness skills
  • Partner with career services to increase retention of our graduates in Ohio by 20% during 2020 plan period, through four regional career fairs held off campus through our C-USA partnership

President's Newsletter

  • Increase percentage of open rate and readership by 5% over each previous year, based on year-end 2013 numbers

Communications Council—Miami University

  • Increase the # of guest speakers, webinars or workshops for a goal of 8 each year
  • Earn a positive score in annual survey for addressing the overall needs of communicators for their departments (use 2013 survey as benchmark and to indicate which suggestions were implemented)
  • Develop a plan for a "Certified Miami Brand Ambassador or Counselor" program

Weekly Student eNewsletter

  • New effort, establish first-year benchmark and increase open rate annually by students

Miamian

Primary Miamian Metrics
  • Re-design of magazine is completed and well-received based on survey feedback
  • External review of magazine by objective source each year and comparison to other university alumni magazines annually
  • Increase # of pages for each issue by 16, increasing to a 52 page magazine
  • Increase # of those receiving magazine to 163,000+ for each issue (all alumni) Annual survey shows improved readership and positive reception to quality of magazine
  • One issue a year features a profile of the incoming class in partnership with Admission
  • One issue a year gets a special wrap and goes to incoming parents to "welcome them to the Miami family"
  • A full page advancement feature/ad is dedicated to development goals in each issue and a development response card will be inserted in at least one issue per year
  • A full page ad for OEM will be dedicated to OEM goals in each issue Increase the number of articles in Miaimian that are re-purposed for the news site, homepage and president's newsletter to at least two articles per issue
  • Help students develop portfolio strength by having one student byline in each issue

News and Communications

Primary News/Comm Metrics (Benchmarks to be established in 2014)
  • Increase by 5% the 1,408 newspapers/media reached via Hometown News service
  • Increase by 10% the 56,208 total impressions made in 2013 of social media hits from student achievement posting service/software program
  • Maintain consistent contact with reporters (approximately 1,630 exchanges/direct contact for a six month period)
  • Increase positive articles about Miami faculty, students, and alumni in mainstream media from 3,085 (88% positive or neutral), to 4,000 (90% positive or neutral)
  • Continue to work toward at least half of stories including faculty quoted for expertise (50% for six month period in 2013)
  • Grow Miami e-Report readers to 3,600 from 3,400
  • Increase the number of top stories from 85 to 100, and campus stories from 204 to 225
  • Increase response time in a crisis through social media prepared responses

Trademarks and Licensing

(New area; Most benchmarks to be established in 2014)
  • Increase the # of groups educated about how trademarks and licensing works and how it can benefit their areas and the university by growing scholarship revenue
  • Increase the # of trademark request forms by 10% each year, beginning in 2014
  • Increase the # of retailers carrying Miami merchandise by 10% in 2014
  • Establish a vintage line royalty rate at a 14% licensing level
  • Increase royalty revenues 12% each year (goal: $450,000 in new scholarship dollars raised by end of 2015)
  • Increase the number of fans for ShopMiamiOH by 1,000 more each year through different vendor features and new product showings
  • Establish a strong benchmark for the Miami Photo Store in 2014
  • Establish a cohesive athletics design/look/feel to help them promote more consistently with the Miami brand: measure is the new look and feel is completed and in place in 2014