Group Work: Strategy

Table of Contents

Brief

2

Research Objectives

3

Research Findings

4-16

Additional Findings, Key Findings and Key Issues

17-18

Insights

19

Target Audience and Stakeholders

20-23

Campaign Objectives and Positioning

24

Concept

25

Media Direction

26-27

Campaign Roll Out

27-28

Executions

Future Recommendations

Appendix 1- Referencing

Appendix 2- Budget

Brief:

Mission Our mission is to develop a strategic framework that will guide the refueling of the Vega brand with wisdomwithmagic, at all contact points.

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Research Objectives

1. Find out what wisdomwithmagic is In order to refuel the Vega brand with wisdomwithmagic we need to understand what this ‘fuel’ is.

2. Identify the areas of satisfaction and dissatisfaction with the Vega brand.

What is Vega doing wrong and what is Vega doing right?

3. Find ways to communicate wisdomwithmagic.

How do we cut through the clutter and engage with our target audience, in order to allow for Vega to be portrayed, as a school of branding that understands the need for innovative and engaging communications.

4. Find out what makes Vega different.

Identify Vega’s competitive advantage in the tertiary institution market, and Vega’s points of differentiation.

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Research Findings: OBJECTIVE 1: Find out what wisdomwithmagic is

Research Design Conducive to accomplishing this objective we engaged in primary qualitative descriptive research. The aim is to learn about wisdomwithmagic in order to define and understand its principles.

Sampling Plan and Methodology We concluded that we would need to engage with people who we believe understand and possesses wisdomwithmagic. Jonothan Cane, a current lecturer at Vega, is identified as such a person and would therefore be the subject of this research.

We propose to execute ethnographic participation to accomplish this objective. This involves an observer entering into a class with Jonothan for a day and becoming one of his many students. The ethnographer intends to observe and take field notes that concern Jonothan’s interaction with students and his immediate surroundings. Utilizing a teacher-student relationship, the ethnographer would proceed to ask questions about wisdomwithmagic, and in essence be ‘taught’ what wisdomwithmagic is by Jonothan.

Findings •

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Wisdomwithmagic is a term that is difficult to define. The terms wisdom and magic independently are concepts that are difficult to explain. Wisdom involves an integration of deep understanding, knowledge, experience, optimism and tolerance. In contrast, magic relates to the seemingly supernatural and impossible ways of altering one’s surroundings. These definitions allow us to infer that wisdomwithmagic is a deep understanding with a touch of the seemingly impossible, and is a skill that could be used to create something truly spectacular.

Knowledge is something that is offered to students’ at all tertiary institutions, however, transforming that knowledge into wisdom is an assignment that students need to do on their own. Similarly, the action of adding magic to work is something that can only be done by the student; teachers can only show the way to the door. Vega may be a place where the door is bigger and the key is easier to use, but only you can turn the key. Vega facilitates wisdomwithmagic; its students are the ones who posses it.

The old Vega truly possessed wisdomwithmagic. The people at Vega were mavericks and did truly remarkable work. The hours were longer, the work was harder, the admin was even more shocking but there were fewer complaints and there was more ‘do’.

The current Vega is perceived as disconnected from the ideals of wisdomwithmagic.

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Insights •

Wisdomwithmagic is about process not result o Wisdomwithmagic is a process that one uses. By integrating knowledge that has become wisdom, and creativity that has become magic, individuals create remarkable work.

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OBJECTIVE 2: Identify the areas of satisfaction and dissatisfaction with the Vega brand Research Design In pursuance of this objective we engaged in primary qualitative explanatory and descriptive research. Descriptive research was utilized, as we wanted to study the areas of satisfaction and dissatisfaction with Vega. Explanatory research was then applied, as we wanted to then establish reasons for these areas being in the state they are in.

Sampling Plan and Methodology In order to undertake our research effectively, we identified six groups of people that our research methodology would focus on. We planned to have candid conversations with these individuals in order to gain findings and insights. The six groups were:

The Almosters The Almosters are the individuals who nearly came to Vega; they showed initial interest in the Vega brand offering, but decided it was not for them.

We aimed to discover what these individuals first impressions of Vega was, how they came to experience the brand and their decisions of other tertiary institution, along with their understanding of the definition of wisdomwithmagic. The questionnaire directed at the Almosters is compiled of the following questions:

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• Where did you hear about Vega?

• How did you decide on your tertiary institution?

• What was your first experience with Vega like?

Why did you decide not to come to Vega?

What aspects of Vega were you dissatisfied with?

What do you understand by wisdomwithmagic?

The Leavers The Leavers are the individuals that came to Vega, and left without completing their course.

We probed into the factors that caused them to leave Vega along with their understanding of wisdomwithmagic. The questionnaire directed at the Leavers is compiled of the following questions: • Where did you decide to study after having left Vega, and why did you decide on that particular institution?

• Why did you decide to leave Vega?

• While you were at Vega, what was your understanding of wisdomwithmagic?

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The Stayers The Stayers are the individuals who are still at Vega.

We studied whether the Stayers are satisfied with Vega and what they would change about the campus and its operations, their perception of what makes Vega different or better than other institutions, and their understanding of wisdomwithmagic. The questionnaire directed at the Stayers is compiled of the following questions: • • •

Are you satisfied with Vega?

Why is Vega different of better than other institutions?

What do you think wisdomwithmagic is?

The Believers The Believers are the individuals who live the ideal of wisdomwithmagic, and truly have an in-depth understanding of it.

We studied what it is that Vega has taught them and how their experience with Vega has altered the way they think and view the world. Believers include staff, students and Vega graduates. The questionnaire directed at the Believers is compiled of the following questions:

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• So you are a past student of Vega, what is your current occupation?

• Do you feel that Vega thinking has helped your progress in your career?

What were you satisfied with at Vega?

What were you dissatisfied with at Vega?

Whilst studying at Vega, what was your experience of wisdomwithmagic? What is your understanding of wisdomwithmagic?

Has having Vega on your Curriculum Vitae helped you today?

The Head Hunters The Head Hunters are individuals in the industry that find and hire Vega graduates.

We studied the type of person that the Head Hunters look for and where they find their talent. In addition, we analysed the Head Hunters perception of what the Vega student is and their understanding of wisdomwithmagic.

The questionnaire directed at the Head Hunters is compiled of the following questions:

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• What do you look for when hiring?

• What is your understanding of wisdomwithmagic and Vega thinking?

Do you currently have any past Vega students?

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What do you think differentiates Vega as a tertiary institution?

Were you aware of Vega?

The Culprits The Culprits are the individuals responsible for the current branding of Vega.

We planned to discover how the Culprits came to brand Vega the way they did, the insights that lead them to their creative concepts and executions, and what they understood by ‘wisdomwithmagic’.

Through secondary research (the Human Capital presentation), we were able to identify the thought processes that Vega’s external agencies utilized.

Findings •

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People do not know about wisdomwithmagic, and if they do know about it they do not understand its market offering, and why this offering has great value. A large number of Vega students lack understanding of wisdomwithmagic’s value. Vega’s market offering and differentiator should be communicated more effectively.

The easier it is to get into an institution the less value people place on the institution.

There is concern about the ease of the Vega entrance challenge, this makes Vega seem as if it is an institution for individuals who were unable to get into larger tertiary institutions. The ease provides negative brand perceptions and shows the shift in views from how Vega was previously seen as an institution for pioneers, and is now a solution for those with no clear direction.

“Safety net- you will always be able to get into a college”- (Human Capital Quick Re-Cap, 2011) •

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Current students feel as if they lack exposure to each other’s creative concepts, ideas and works. A lack of exposure and recognition of Vega works by the public and stakeholders is an aspect to consider. Vega needs to exhibit more student work; currently there are no exhibitions and demonstrations undertaken. Exposure to each other’s work will assist in the creation of Vega culture, appreciation for each other’s work and the Vega education.

Stayers, Leavers and Almosters have limited knowledge about wisdomwithmagic, this presents a problem as the mantra is placed in Vega’s communication, and should be understood.

“... The wisdom with magic is there but you'll find it in yourself...”- Believer “I personally think that wisdom with magic sounds to airy fairy. I think that there is no sustenance to it and it lacks creditability. I feel that “Vega Thinking” is catchy but lacking proof.”- Head Hunter

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Insights •

“I used to know Vega”

The above statement represents the wider industry view. Vega used to be a brand that was well known, and relevant. Vega is still known today, but it does not have the same presence in the industry as it used too.

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Target audiences are more critical of Vega

Current students, potential students and their parents, as well as individuals involved in the industry are more critical of Vega’s branding and advertising efforts because it is a branding school.

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OBJECTIVE 3: Find ways to communicate wisdomwithmagic Research Design In order to attain this objective we engaged in secondary research. We studied ways of communicating that are well received by target audiences, and that cuts through the saturated communications arena.

Sampling Plan and Methodology We proposed to research and discover new and engaging ways to communicate with our target audience. We want to find new platforms to communicate, ones that can cut through the clutter.

In addition, we want to explore current methods of communication such as the website and the open day, in order to analyse their potential to convey wisdomwithmagic. Furthermore, we propose to research ways to communicate clearly on an internal level. In order to do this it is required of us to find ways to educate current staff, students and lecturers about wisdomwithmagic.

Findings •

Now more than ever, audiences are being hardwired to notice things that are different.

“Visual and interactive-What something looks like is primary. They (Generation Y) like colourful, interesting and interactive objects”- (Human Capital Quick Re-Cap, 2011) •

Online brand engagement is a vital brand contact point, as the Internet has become easily accessible and connection fees have decreased.

“Magazines and internet are trusted resource they can believe”- (Human Capital Quick ReCap, 2011) • •

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Mobiles have become a part of everyday lives, thus they have become a vital brand contact point that should analysed.

Social media plays a vital role in the way that people communicate; it provides a platform for mass mingling and allows for the sharing of ideas and opinions about brands.

There is an emerging trend for audiences to be less conservative and more open to new types and forms of media. The audience is highly involved in the creation of content (this is known as user-generated content), which is facilitated by the use of platforms such as social media.

Audiences are deciding when, where and how they will consume their media. People expect their brands to listen to them and they will not tolerate mediocre services and products.

The process of researching and choosing brands (whether the brand is a product or a tertiary institutions) reveals that audiences are concerned about reputation and recognition.

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Insights •

“A great brand, is great story, well told”, Stanley Hainsworth, Chairman and CCO of Tether

People connect with narratives about their brands.

“Vega lacks effective communication to prospective students and industry.”- Head Hunter

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OBJECTIVE 4: Find out what makes Vega different Research Design In order to attain this objective we propose to engage in secondary research as well as primary comparative research. Comparative research will be conducted, as we propose to be comparing Vega to other institutions in the tertiary education environment.

Sampling Plan and Methodology We intend to identify and research the different market offerings of tertiary institutions, specifically focusing on institutions such as AAA, the Open Window, and Red & Yellow.

Findings •

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Vega offers courses that are more hands-on and practical; they facilitate the synergy between creativity and strategy. Students are looking for degrees that are not merely based on theory and textbooks. Students, parents and the industry places great value on the ability to gain practical experience whilst studying.

Vega provides the platform for interdisciplinary and experimental education. Vega offers cutting edge courses that are highly relevant to the current business environment. The BA in Brand Building and Management degree is a great example of this synergy.

Vega has been able to establish good relationships with Head Hunters and influential companies; this is evident, as a number of prominent companies are involved in Vega’s brand challenges. The relationship that Vega has established with companies is a great selling factor for parents, as it increases the value of Vega’s courses.

Vega’s classes are small in comparison to tertiary institutions such as The University of Cape Town and The University of Johannesburg, which allows for students to receive more individualized attention. This is an important factor for some potential students and their parents.

The fact that Vega is constantly changing courses to make them more relevant and aligned to what the market requires conveys that they are constant innovators. Vega is at the forefront of innovation.

“I think that brand challenges are a great differentiating factor for Vega”- Head Hunter •

The Vega brand challenges have been identified as the differentiating factor for the institution. There are currently no other institutions providing such an opportunity, which allows students to work on a marketing and advertising campaign for a real brand. Vega needs to communicate this differentiator a lot more and work at making the brand challenges a desired experience for both potential students and industry.

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Additional Findings •

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Vega has great opportunity to use alternative contact points when communicating with relevant stakeholders. Vega needs to communicate in a manner that is different to other educational institutions, and a manner that will truly define Vega as a brand communications school.

The courses offered by Vega are not different from those of other competing institutions. Other institutions can easily administer the courses currently being offered.

An example of similar courses is AAA’s Creative Brand Communications degree, and AAA has recently included Brand Management as a course.

A great threat to the Vega brand is bad word of mouth. There is high dissatisfaction amongst Vega students and this translates into negative brand perception. The brand doesn’t have the same reputation of being a maverick and different that it had when it started. Many people are now questioning the relevance and the benefits of Vega.

The current economic condition plays an essential role in the decision-making process, especially for parents of potential students. The emergence of inexpensive institutions offering similar courses creates greater competition for Vega.

Although Vega attempts to be at the forefront of innovation, Vega’s Multimedia course is not on par with competitors such as Greenside Design Center and the Open Window offering a similar course, as Vega does not educate students about 3-Dimensional programmes in multimedia. With the current advancement of technology and the popularity of 3D programmes, it would benefit Vega to keep up with what the consumers and the market desires.

Key Findings • • • •

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Vega’s course offerings are not differentiated and can be offered at any other institution.

Individuals studying at Vega are highly visual, and require communication, which is interactive and engaging, therefore prompting the need for Vega to be exclusive.

Great communication connects emotionally with its target market and creates narratives.

Education at Vega “is what you make of it”. Vega provides students with Vega thinking, which is a different way of tackling problems; it is up to the student to use this to advance their career.

Reputation and recognition of the institution is an essential factor for potential students and parents when making decisions about tertiary institutions. An institution must have recognition in the industry and in the education field.

Word of mouth plays a vital role in spreading information about Vega. Past and current Vega students play a crucial part in informing parents, industry and potential students about the institution.

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Vega is a brand communication school; therefore the college is expected to have aweinspiring communication. The communications undertaken by Vega should be a reflection of how an individual can excel once they enter the institution.

Key Issues The following issues can be derived from the abovementioned findings: • • •

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How do we communicate with wisdomwithmagic? Vega needs to communicate wisdomwithmagic, and with wisdomwithmagic.

How do we integrate wisdom and magic into all contact points?

Internal brand contact points need to be taken into consideration, as internal brand experiences at Vega are important in order to achieve positive external brand experiences.

How do we answer the need for target audiences to engage with narratives?

How do we create messages that cut through the media clutter in relevant and engaging ways?

How do we communicate that Vega is still a brand and an institution worth noticing?

Reputation and recognition of the institution is an essential factor to consider in this respect.

How do we create media that our target audiences want to consume?

How can Vega become an institution that says “wisdomwithmagic” without the need of an explanation?

How do we make Vega a positive and memorable experience?

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Insights: •

“I used to know Vega”

The abovementioned quote is derived from an individual currently working in the industry. It establishes that Vega is an institution that used to be well known within the industry. It is still known, but not for what it is now, rather for what it was then.

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Target audiences are more critical of Vega

Current students, potential students and their parents, as well as individuals involved in industry are more critical of Vega’s branding and advertising efforts, as it is a branding school.

They expect fewer things to go wrong at an institution where they pay a premium price for premium services. The same admin and campus problems are expected at institutions such as the University of Johannesburg, and the University of the Witwatersrand, which caters for the masses.

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“A great brand, is great story, well told”, Stanley Hainsworth, Chairman and CCO of Tether

People connect with narratives about their brands: if a brand’s story is well told, to the right audience and in a simple and comprehensible way, it conveys that it is a brand that people will connect and engage with. Having a story gives a brand a soul and allows the brand to connect emotionally with its target audience.

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Wisdomwithmagic is about process, not result

Wisdomwithmagic is a process that one utilizes. Individuals create remarkable work by integrating knowledge that has become wisdom, and creativity that has become magic.

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Target Audience and Stakeholders

Teachers These individuals are traditionally perceived as being conservative. They promote your traditional tertiary institutions such as The University of Cape Town to students and do not have great knowledge or understanding of institutions such as Vega. In certain instances they have limited exposure to institutions, as they have the most knowledge about tertiary courses linked to the subjects they teach: a Mathematics teacher would know the more about institutions and courses that will allow the student to further their studies in mathematics. The teachers have a great influence over the potential students’ choice in tertiary institution.

When communicating to the teachers, Vega needs to communicate with facts.

Alumni The alumni are individuals that have experienced Vega and they understand the value of a qualification at Vega. They have jobs and careers in a variety of fields linked not only to marketing or advertising. The alumni are an essential point of reference for Vega communications as they represent the Vega standard of work in industry, and they provide firsthand experience for potential students.

“Vega is well known in the advertising, branding and design industry... as soon as I said I studied at Vega I received a positive response” “ Vega's harsh but different ways sucked but helped me today” Employees of Vega Vega’s employees can be divided into the administration staff and the lecturers. The administration staff does not understand the concept of wisdomwithmagic as much as the lecturers do. There is a great brand perception and loyalty gap between the two.

The lecturers can be divided into the believers and the educators; Vega requires a balance of both: Believers: The Believers are passionate about Vega and its philosophies. They are more hands-on and provide practical examples to facilitate students understanding of course material. They have a great understanding and love for the industry, brands and the difference that they can make. The Believers live what they teach and for them teaching is not just a job.

They value the contribution they make in each student’s life.

Educators: Educators are equally passionate; however, their passion lies in facts and theories.

They are involved in the industry and do have knowledge to pass on. They prefer teaching in a

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structured manner; rely heavily on the use of textbooks and follow the course guidelines incalculably.

Vega needs to understand the value of internal brand communications. The administration staff needs to be motivated in order to believe in the brand as much as the believers and educators do. In order to be a great brand all the brand contact points need to portray a similar message.

All members of the staff should feel as though they are appreciated and that they are making a great contribution to the entire brand. Many potential students and their parents view the administration process as a vital role in their choice of institution.

Businesses and Industry They are functioning in a globalised world, which requires them to be highly competitive. They are looking for students that are innovative and are able to be both strategic and creative.

Businesses and the industry understand the value of brands and branding and seek talent that will positively steer their company branding. They require students that are able to adapt to the fast changing markets and have their pulse on current trends.

Students’ work and portfolios need to be included in communication to businesses and the industry. This is important to the businesses to gauge the standard of work produced at Vega.

Competitors: The tertiary education market has become highly saturated with institutions offering similar courses and more. They are seen to communicate with their target markets in a more effective way, as they have greater recognition than Vega does. The competing institutions have a wider variety of courses, and are trusted because they are older, have a richer heritage, they are recognized locally and internationally, the qualifying criteria is more difficult and you will not struggle to get a job after having qualified with a degree from these institutions.

Competing Universities include the University of Johannesburg; the University of Cape Town; the University of the Witwatersrand; UNISA; the University of Pretoria; Rhodes University; UKZN, and the University of Stellenbosch.

Competing Private Institutions include Boston; Damelin; Varsity College; College Campus; DUT; TUT; AAA; AFDA; Greenside Design Center; Red & Yellow; The Open Window; Centre of Fine Art; Design School of South Africa, and Inscape Design College.

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When viewed in comparison to its competitors Vega is still establishing its reputation compared to traditional and well-known institutions. The reputation of an institution plays a vital role for potential students, industry and the parents.

Primary Target Market Potential Students: In order to appeal to the potential students, Vega needs to attract the schools. Examples of schools most likely to be interested in an education at Vega are St. Stithians College, the National School of Arts, the IIE schools such as the Crawford Schools, Parktown Boys and Girls, and Jeppe high school for Boys and Girls to name a few.

Jack and Jill: Meet Jack and Jill, they are both matric students and plan on studying next year. Jack’s favourite subjects are Art, English and Computer Studies, whilst Jill prefers Mathematics, English and Business Studies.

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Both Jack & Jill like to think differently, or at least they like to think that they think differently.

Jack is creative, however he does understand that he needs to be strategically creative if he is to succeed in the business world. In contrast, Jill is logical and business orientated, however she understands that she needs to be creatively strategic if she is to succeed in the new business environment. Jack and Jill are both highly active online and stay in the loop by using social networks such as Facebook. Both Jack and Jill have a lot to learn from each other.

Parents: They are mostly upper LSM and can afford to pay the high Vega fees. The parents want the best education for their children and want their children to have a solid degree. Parents are looking for facts in the communication provided. They want to access information as fast as possible, and the process should not be complicated.

Jack’s Dad: Meet Jack’s dad. Jack’s dad plays an influential role in Jacks life; he wants the best for Jeff and is concerned with his future. Since Jack’s dad is paying for his tertiary education, he gets the final say. He would love for Jack to study something that he enjoys, yet he wants to be certain that the course he chooses will get him a steady career in the future. Jack’s dad also sees the value in gaining practical experience while studying. Jack’s dad wants some cold hard facts before he lets his son attend any institution and is concerned about the reputation of an institution.

Current Students Jason: Jason currently at student at Vega and is currently undertaking the BBM degree. He is an original thinker and can be described as an explorer as he is constantly looking for alternative solutions to everyday problems.

Jason enjoys adding a touch of creativity to his strategic thinking which is different to his CBC friend at Vega Jennifer who adds a touch of strategy to her creative thinking. He loves his Apple MacBooks, and uses it to explore different social networking platforms. Jason is goal-orientated, but open-minded, he questions everything, and is excited about his future. Marks are important to him; however, the process he experiences in achieving his marks is more meaningful to him.

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Realisations • •

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Vega requires communication that will reestablish the brand as a pioneering and innovative institution, and will allow for Vega to be known in the form of increased brand awareness.

Communication must create narratives, and be interactive and engaging in order to attract the right audience, as well as to allow for the brand to connect emotionally with the audience.

Vega’s communication must cut through the clutter of current media. This must be executed in a way that reflects Vega as a brand communication school with remarkable brand communication.

Vega’s communication must include facts, and must be creative in order to adhere to all audiences identified.

Campaign Objectives 1. To increase Vega brand awareness by 70% amongst school students in standard nine and matric in 2012 2. To increase the amount of students applying to Vega from 200 to 400 in 2012 3. To increase the number of people attending open days from 30 to 500 per open day in 2012

Positioning

Positioning Rationale: The positioning statement has been constructed in a way that shows understanding of the target market and the current tertiary institution market. Vega acknowledges the existence of

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tertiary institutions that provide similar offerings and has decided to position themselves based on mindset. Vega is for the students who see themselves as original thinkers, students that are looking for an institution that can help them to think in a way that encapsulates and enhances their creative and strategic abilities.

Concept Serious Play In order to understand what is meant by serious, one needs to first understand the difference between seriousness and solemnity. Russell Baker (2009) makes a distinction between seriousness and solemnity; he affirms that when people are truly serious about what they do they are not solemn, and that there is a difference. Seriousness is about pushing concepts as far as they can possibly go, it is about breaking the rules, and it is about creating something completely and utterly new. In contrast, solemnity is about doing what is considered right, and it almost always works. Serious ideas are rare, solemn ideas are everywhere. Being solemn is easy, being serious is hard. Serious contact points cut through the media clutter.

Russell Baker’s (2009) concept of solemnity and seriousness does not set solemnity apart as a negative concept, but highlights the equal importance of both solemnity and seriousness, and the lack of seriousness in today’s society. Vega needs to have aspects of solemnity to function in a world that is for the most part solemn.

As we grow up we tend to be quick to categorize things and make assumptions. It is a part of human nature, and is considered necessary, but often limits our thinking. During play we are more open to possibilities – children will enquire about what something is, as well as what they can possibly do with it. The play aspect of our creative concept relates to the use of playful devices in order to engage with target audiences. This concept allows us to add wisdomwithmagic to our contact points. The combination of serious and play is about creating communications that are serious through the art of play. Through the use of Serious Play we want to show that Vega is about invention, creation, and change, Vega is raw, exciting, and imperfect.

Concept Rationale: In order to attract the target market Vega needs to be more serious, which can be done through the art of play. Vega needs to convey that it is an institution that facilitates play through its communications. Play enables individuals to gain wisdom, and to develop serious ideas.

Vega’s communication needs to convey that it is an institution that maintains a balance between seriousness and solemnity.

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Media Direction The chosen contact points integrate both strategic and creative communication. The medium is the message. The contact points chosen are relevant to the target markets that have been identified above.

Alternative Advertising Alternative forms of advertising are engaging and unique, as it allows for great brand recognition, recollection and increases brand awareness. This media channel will be utilized comprehensively at the Vega campus in Johannesburg. The aim is to make the campus an experience. Having a working area that is interactive and fun allows for creativity to take place and acts as an inspiration. This is perfect for an institution such as Vega as it should be a playground for creativity and seriousness to take place. The following are all contact points that we address: online platforms, the Vega campus, students, staff and lecturers, the Vega open days and school university days. The aim is to create sensory experiences that connect with target audiences.

Online Platform: A website is easily accessible and wide reaching. It is one of the first contact points of the target market and the brand. It is also the place that we feel will be the most important as far as providing information for prospective students, their parents and people in industry. Our target audiences are highly active online and this needs to be taken into consideration. We plan on turning the website itself into a narrative that depicts the possible story of its various target markets.

Our target audiences interact on various social networks, especially Facebook and Twitter.

Providing customizable facebook page background designs with the Vega logo or artwork on them will allow for the Vega brand to be entrenched into target markets social life and will allow for Vega to increase its top of mind recognition standings. This will allow for engaging communication with target market on a personal platform.

Viral's on youtube are widely viewed and if they appeal to the youtube audience, can be effective. The intention is to design a viral that will allow for Vega to be communicated in an interactive manner. The success of a youtube viral will result in greater brand awareness not just with the potential students but will also allow for Vega to be recognized by industry as a brand that communicates effectively.

Print: Students and their parents expect brochures and they are tangible brand contact point, which is used to give out information about courses. They have to be provided from a strategic point of view because it is the norm. This norm can be altered by presenting information found in brochures on paper airplanes or deck of Vega playing cards. Creating the brochure into a deck of cards is an original idea; consumers are looking for communication that is different and engaging. The brochures will be given out at Vega open days and various school open days.

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Events: There is currently one open day in June and one in September. Open days at Vega need to encompass the concept of Vega. If the point of an open day is for prospective students to experience Vega then we need to give them the Vega experience. The intention is to include the potential students and parents in a game that will allow them to walk around the campus and to still gain the information that they require.

University days at high schools All schools that are part of the IIE (such as Crawford), schools such as St Stithians, KES, Parktown Girls and Boys High, Greenside High, Jeppe boys and girls, Hyde Park High, Northcliff High, National School of the Arts and St. Theresa's to name a few. Vega students will also be involved in talking to potential students about Vega instead of only having lecturers. This will tap into target markets trust in peers and their search for honesty from institutions. The airplane and deck of card brochures will be handed out, and the Vega story along with student work will be presented in a visual and engaging manner through the use of the view master cameras.

On Site: The Vega Campus should be an experience. The intention is to make each aspect of the Vega Campus in Johannesburg seriously playful and playfully serious. The contact points we addressed are the reception and waiting area, the Vega ‘garden’ area and the car park.

Students of Vega, Past and Present as well as lecturers and staff Students of Vega, past and present, as well as lecturers and staff are an advert for Vega; therefore the idea is to encourage them to carry some of Vega’s branding. A good way of implementing this concept is by adding Vega’s branding to items that are relevant to students’ day-to-day lives in order to infiltrate Vega into their spaces. We propose to create Vega stickers for students to put on their Mac book computers; student shoes and wallets on which can be drawn, and which exhibits the Vega logo. The execution of Vega branding on student equipment creates interest amongst peers and presents Vega as an institution of choice and of culture.

Roll Out Plan The campaign rolls out throughout the year in order to keep Vega on the target markets minds.

January Website

February Think Swing

March School Visit

Viral Reception Stickers Campaign Area Facebook Brochures

April Open DayMaps Parking Lanes

May Shoes

June Wallets

August School Visit

September Open Day

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January The website will run throughout the year and will constantly be updated in order to keep the information relevant. Information about open days and the different campuses will be provided. Current and potential students require certain information before classes commence in February. A viral campaign will be released at the beginning of the year at the end of the youtube video there will be a link to the Vega website. This will be available throughout the year to accommodate the innovators and the laggards.

New customized facebook backgrounds will be available throughout the year. The brochures will be made available on campus for individuals who visit the campus to gain more information February The think swings will be erected on campus to launch the concept to current students this will be available for the whole year. The reception area will also be aligned to the concept through the use of tetris chairs and the availability of Rubik’s cubes for those waiting to be assisted.

March The stickers for students Mac’s will be released in order to increase internal brand appreciation. The schools will be visited and shown the view masters along with the cards and paper plane brochures handed out, this is done early in order to allow the brand to create early brand awareness and to inform the students about the first open day that will take place in April.

April The first open day will be taking place the parking line executions will be ready this time is appropriate as potential students and their parents will be frequenting the campus and to further increase internal brand appreciation. The open day will be setup as a game to introduce potential students to the seriously playful nature of Vega, which they can see with executions that are already on campus May To carry on the momentum of the creative concept the student shoes will be made available. This is the perfect time as it is just before exams and can be used as a motivating factor and to keep students positive about the brand.

June The wallets will be given out this time is relevant because it is just before students go out on holiday it’s a great execution to show their friends and increase brand loyalty and brand awareness.

August The schools will be visited and shown the view masters along with the cards and paper airplane brochures handed out, this is done later in the year in order to allow the brand to reaffirm the brand awareness and to inform the students about the second open day that will take place in September.

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September Open day all on campus executions will be set up and the brochures will be available for handing out. The game set up will be used again.

Future Recommendations • •

Vega should undertake internal branding in order to change the mindsets of current employees and reignite their passion for the brand.

The administration issues, problems that affect day-to-day running of campus, as well as students’ perception of the brand should be made a priority.

References

Baker, R. 2009. Why Being Serious is Hard. [O] Available: http://beautifulcandy.blogspot.com/2009/01/why-being-serious-is-hard.html Accessed: 2011/20/03

Stanley Hainsworth

Human Capital Quick Re-Cap- Maximising value from your brand categories through brand understanding. 2011. [O] Available: http://www.ipsos.com/marketing/ Accessed: 2011/24/03

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