INSIGHT REPORT UP Advertising Core Year 14
2020
CONTENTS 01
UP Diliman Organization Landscape 02 Market Profile Perceptions on Organizations 03 Perceptions on Segments • BA Orgs • Orgs outside BA Top performing organizations
04 08
Drivers of Org Perception 05 Familiarity 06 Popularity 07 Performance
Recommendations 09 Recruitment 11 Branding 13 Partnerships
UP DILIMAN ORGANIZATION LANDSCAPE
01
I. MARKET PROFILE Sample size: 166 respondents
98%
40%
UP Diliman Students
Do not have organizations
II. PERCEPTIONS ON ORGANIZATIONS “Generally, organizations are viewed as a positive means of pursuing special interests and making connections for personal growth and career opportunities� (Zapanta, 2011) *However it must be noted that there is generally a dearth of substantial research on the cultural landscape of organizations within UP Diliman.
02
S T N E GM E S N O S N O GS I R T O P A E B C DE III. PER I S T OU BA ORGS • Broaden network (social circle, etc.) • Avenue for professional growth • Work-oriented • Career opportunities
• Acads support • Interest • Less structure
IV. TOP PERFORMING ORGANIZATIONS Perceived to be good performing orgs but lacks basis and needs verification
UP AdCore
AIESEC UPD
UP JMA
03
DRIVERS OF ORGANIZATION PERCEPTION
04
I. FAMILIARITY Majority of UP Diliman are aware of AdCore (94.4% of sample)
INSIGHT Awareness comes from; (1) active social media presence (good recall from pubs) and (2) partnerships (USC: UP Fair, UJF) No mention about other initiatives such as Punch, Teenspeak, and Juiceletter (high stress/effort projects should also impact familiarity)
ACTION Maintain active social media presence Rethink promotions efforts of other AdCore initiatives Awareness of projects that are high stress/effort such as Punch, Teenspeak, and Juiceletter should be better and not separate from AdCore Build other UP orgs (Look at orgs on the rise); opportunity to push Vision/Mission more concretely to UP community (secondary)
05
II. POPULARITY AdCore trails JMA BA orgs are generally more popular than orgs outside the college
INSIGHT Popularity stems from partnership with USC (Scale of events and reach of promotional materials from projects like UP Fair and UJF provide AdCore this leverage) Without USC association, AdCore substantially loses recall to UP students Students outside the immediate circle of the org have no idea of what the org actually does
ACTION Communication of internal initiatives and projects should be made more aggressive across various channels Prioritize brand building efforts especially for work done outside USC projects Opportunity to make portfolio more visible to relevant stakeholders
06
III. PERFORMANCE AdCore rates the highest in terms of Performance Outputs from associated projects and events and perceptions of creativity and productivity serve bases of this rating
INSIGHT Bases aren’t sufďŹ cient to conclusively claim good organization performance Claims of good work ethics of members, productive working environment, and present skill development practices are indications of good performance
ACTION Maintain current practices (keep quality control policies and skill development initiatives) Reinforce service delivery to clients outside USC (To build Punch Creatives)
07
08
RECOMMENDATIONS
RECRUITMENT IMPLICATIONS TO UP ADCORE • AdCore is still dominantly perceived as an output-intensive org; quality pubs and related outputs -Reinforces the following stereotype: You have to be skilled (in publicity and promotions) to apply for AdCore • AdCore is indeed an output-intensive org. (Considerations: fast paced working environment, training and develop ment programs aren’t streamlined, turnover) - Current recruitment communication efforts aim to accommo date all skill levels, to debunk stereotypes, etc (Issue: Defeats purpose of segmentation) - Recruitment should prioritize skilled applicants particularly those who have substantial background in CRT and PRP related work (Issue: Might shrink market of potential applicants) • High consideration for joining AdCore, but turnout of applicants does not reflect this -Mismatch in strategies adopted at the interest level (where most appli cants are) of the consumer adoption process Current practice: factors that drive member loyalty (good work ethics, positive work environment, etc) are communicated to potential applicants. These are generally irrelevant to new applicants.
09
RECRUITMENT RECOMMENDATION
REVISE THE CURRENT APPLICATION PROCESS CONTEXT The work demands in the org are still primarily output-intensive. While the org has training and development programs for members, the fast-paced work environment of the org and the quick turnover of manpower are still stronger reasons to acquire new members who already have the necessary skills to fulfill their roles (especially in the CRT and PRP departments)
ACTION • Recruitment campaign should refocus to targeting applicants who have substantial background in business and communications. • Communications should be clear on value proposition to remind/reinforce appeal towards brand (AdCore) - Retain effective attributes - Prevent stagnation by introducing a new insight (offer something new) • Launch year-long campaign (to optimize timeline for second semester better) that is more aggressive in the first semester - Prioritize block handling opportunities in BA • Restructure app process events - Recommended events at the start of the app process to “feel out” org > AdVent > Acquaintance party > Tambay Week > MFMTBS - Implement training and development initiatives once applicants are on-board > Department Orientation > Project Internship (consider department-less to avoid learned stereotypes about department work) > Revalida (keep client; divide into milestones) > End Interview
PEOPLE INVOLVED: HR VP, PRP VP, AdDition Project Director
10
BRANDING IMPLICATIONS TO UP ADCORE • Related orgs are primarily considered to be advocacy-driven (insights and perceptions on orgs such as JMA, AIESEC point to their advocacies and purpose bottomline) - AdCore brand seen positively at the functional level (i.e. work ethics, quality outputs, etc); weak position at the intentional level • Unique selling proposition is contestable - No mention of a clear discriminator to distinguish AdCore from other related orgs (“It’s just that performance and delivery are consistent”) - Reason to Believe: “Bring brands closer to UP students” • Weak association with home brands (Punch Creatives, Teenspeak, Juiceletter) - Branding strategies do not align with AdCore brand system; AdCore brand building efforts are heavily reliant on client brands (UP Fair most especially) - Opportunities to benefit from the equities of home brands are not captured
11
BRANDING RECOMMENDATION
REALIGN BRAND SYSTEM TO ADCORE AND REVAMP CURRENT DIGITAL MARKETING EFFORTS CONTEXT Perceptions on AdCore are largely positive from a functional standpoint, but neutral on the intentional level (Purpose/advocacy of the org isn’t communicated effectively to UP students). AdCore has no discriminator to separate from related orgs. The org does not benefit largely from its brand system (Punch Creatives, Teenspeak, Juiceletter) from a brand building perspective.
ACTION • Launch
an aggressive digital campaign to push active content in social media (increase likes and engagement by 50% across all platforms by year-end) - Facebook page, Twitter, Instagram for project-related content - Behance for portfolio - Consider LinkedIn - Drop website (risk; no scale at the moment)
• Institutionalize BrandCore as a project for consistent brand research and strategy monitoring in the org - Content creation (for Facebook and Instagram) and overall social media management systeam - Annual insight report • Repurpose AdVocate as the advocacies arm of the org - “Ads That Matter” campaign
PEOPLE INVOLVED: President, PRP VP, BrandCore PD, AdVocate PD
12
PARTNERSHIPS IMPLICATIONS TO UP ADCORE • Much of the org’s growth is attributable to several partnerships with the USC - Considerations: consistent partnerships year on year, scale of events, reach of publicity materials - “Official promotions arm of the USC”; AdCore heavily banks on the persistence of this partnership (impact on branding, significant source of revenues) - Area of concern: security of this partnership; bargaining power (owned assets: logo, social media) • Partnerships with corporate clients are not emphasized - Several major projects of the org are client-based (Teenspeak, Punch Creatives, AdVocate), but are not mentioned by sample (weak association with home brands) - AdCore is perceived to provide first-hand working experience with real life corporate clients to its members, but members gravitate more towards USC-based projects
13
PARTNERSHIPS RECOMMENDATION
SECURE LONG TERM CONTRACT WITH USC AND GROW CORPORATE CLIENTS BASE CONTEXT AdCore is largely associated with the USC and its major projects. The org benefits greatly from this partnership, however, security and sustainability of the partnership is not yet guaranteed. Also, partnerships with corporate clients are not fully maximized.
ACTION • Secure medium term (5 years) contract with USC for UP Fair and UFM and with OCG for UJF - No transfer of owned assets - Management fee increase of at least 7% yearly - Negotiate opt-out option for AdCore • Grow brand recall by constant engagement and association to Teenspeak and Juiceletter (“By AdCore”) - Acquire several corporate partners for Teenspeak aside from case partner (cite Kleen Kanteen) - Create content for Punch Creatives clients through Juiceletter
PEOPLE INVOLVED: President, FCA VP, PRP VP, SEaL VP, Punch Creatives PD, Teenspeak PD, Juiceletter PD
14
Other reference: Zapanta, A. (2011, March 9).Organization Culture in UP Diliman. Retrieved from https://prezi.com/mpxbwďŹ in13b/organization-culture-in-up-diliman/
2020
