Marketing planfinal.docx

1、Marketing plan finalBBCC Marketing PlanMay 2006I. EXECUTIVE SUMMARYBig Bend Community Colleges Mission Statement identifies the responsibility to determine student needs and set priorities for the use of college resources to achieve the outcomes identified in the Academic Master Plan (AMP). As state

2、d in the mission statement, the institution works with its partners to provide a variety of educational opportunities, including: Courses and training for university and college transfer Occupational and technical programs Basic sills and developmental education Pre-employment and customized trainin

3、g for local business and industry Support services for students In 2002, the Trustees adopted a version of John Carvers Policy Governance as their operations model consistent with the mission of the community and technical colleges as established in the community and technical colleges enabling legi

4、slation. Through Policy Governance, the Board of Trustees has defined “Ends Statements” which have become the focal points for the Colleges AMP. The AMP Ends Statement E-2.4 Marketing Plan identifies the importance of analyzing and improving “its various approaches to informing the residents of the

5、college district about the resources and opportunities represented by Big Bend Community College.” This Ends Statement directs the need to develop a comprehensive marketing plan which includes developing annual marketing goals and objectives as well as identifies marketing strategies and tools neede

6、d to share information about college resources. The need to market the institutions educational opportunities, resources and services has become more pressing as the college has experienced a reduction in its enrollment during the past several quarters. Because enrollment is linked directly to fundi

7、ng, the major challenge is to increase enrollments. Marketing has been identified as a method for increasing student enrollment through targeting underserved populations, improving the image of the institution, and to increase awareness throughout the service district of the training programs and ed

8、ucational opportunities available at BBCC.II. ANALYSISFounded in 1962 BBCC serves a rural service area of 4,600 square miles with a population of 92,000 people living in rural areas and in 13 small communities with Moses Lake being the largest community with a population of approximately 16,000. A.

9、Environmental Analysis1. The Marketing Environmenta. Competitive forces include the draw of four year institutions including state and private colleges. Students are enticed by programs offered at private trade schools where specific certifications are more attractive than degrees and by the larger

10、community and technical colleges that surround our service district. Community colleges in some of the larger cities in Eastern Washington seem more attractive to students especially those from the outlying smaller communities. Students from these communities are drawn by social opportunities in cit

11、ies like Tri Cities, Yakima, Spokane and Wenatchee.b. Economic forces include an agriculturally dominated community that is primarily rural with communities separated by great distances with a population challenged by incomes lower than the state average, and where social, economic and educational i

12、solation is a concern. Many of the students commute distances of 40 and sometimes 70 miles one way to attend school and the rising fuel prices discourages attendance at postsecondary educational institutions. In addition, tuition prices continue to increase and are out distancing financial aid re-im

13、bursement. The college is currently experiencing lower enrollment which may be attributed to an improved economy and the need for some students to work to provide financial support for their families.c. Political forces include competition with other state and federal agencies for limited tax dollar

14、s. The state funding model ties revenue directly to enrollment and at the same time that support from state dollars is in jeopardy, federal funds are shrinking. d. Legal and regulatory forces continue to govern assessment and accountability. The institutions need to meet institutional and program ac

15、creditation standards continues to be an item that requires much attention and effort. The College is limited to first and second year (100 and 200 level) course offerings ICRC limits academic transfer course offerings and distributionse. Technological forces include the need to meet technology impr

16、ovements in equipment and software to enhance college operations and the need to keep the equipment and instruction updated in professional/technical programs. The institutions connectivity to broadband access continues to be an advantage to the institution and the community to help promote training opportunities.f. Sociocultural forces. In two of the counties the college serves, the Hispanic population is 36.5% of the population.