Larry D. Lauer

I got into a discussion with colleagues this week about the meaning of the word “integration” as it applies to all areas of university advancement. I explained my approach to the topic this way:

Integrated marketing is simultaneously considering product, pricing, program delivery, and communication so that communication can be effective.  It’s impossible to communicate a wrong product, or a product that is priced poorly and delivered inefficiently.

In fact, brand identify is often the primary product of an academic institution. It is what constituents are actually “buying.” And so integrated group processes become essential to clarify a differentiated brand identity and to stimulate essential word-of-mouth communication.

Integrated communication is using multi-platform media tactics simultaneously to converge intensively enough to cut through today’s media clutter. Effectiveness comes from using only the preferred media tactics of each market segment and age group.

Integrated planning usually results in using both “old” and new media, as print often still serves as the tangible “hold-in-your-hand” symbol of an institution or program while electronic tactics facilitate information searching  and two-way relationship building.  I think of integrated communication as “orchestrated” communication.

Integrated advancement then is the bringing together of all this with alumni relations, fund-raising, government relations, and student recruiting.  A task force composed of representatives of these areas can be used to make certain that the institution’s mission, vision, values, and how they come together in branding themes, are commonly understood.

Confusion and breakdown can also be avoided by implementing integrated advancement. For example, in both alumni relations and development there are tendencies to want a brand and logo for every event and program.  Campaign directors also often think a separate theme and logo are needed for fund-raising to be successful.  Yet, if everything an institution does is really to advance the overall brand, why would any of these activities need a separate identity?  Does this not work contrary to the cause?  Imaginative ways to enhance overall brand intensity can be found through integrated planning.

Ideas about how knowledge in one area can strengthen another are also uncovered through integrated planning. For example, how does what development officers know about building relationships with donors help people in communication with their news media constituents.  When the role of each is better understood by the other new ideas emerge that strengthen the whole.

Alumni relations professionals are beginning to expand their programs so as to function as a “portal” through which all alumni can access the total university for their lifetime.  Development operations are also looking to other advancement areas for help in addressing concerns about donor fatigue and loyalty. And marketing and communication practitioners are devising media platforms and strategies to help upgrade the effectiveness of the other advancement areas.

Integrated advancement therefore is simply using group processes and coordinated communication tactics to speak with one voice.  This results in a differentiated, competitive and effective brand identity. And it’s a compelling brand  identity that enables an institution to achieve its primary goal of academic distinction.