蝌蚪窝视频

Elevate

In 2023, MarCom, in concert with Enrollment Management and Admissions, established a partnership and conducted in-depth research studies with Elevate, a national marketing research firm.

As a national firm dedicated to client success, Elevate seeks truth through their research efforts as they work to provide clients opportunity for the kind of growth that has a ripple effect.

The first study Elevate undertook for UDM was from November to December 2022. Participants were students who were accepted at UDM but did not enroll. A total of 405 students completed the survey. The study consisted of a short, quantitative survey coupled with a series of one-hour interviews with select students. In the spring of 2023, Enrollment Management and MarCom presented the results of this research to the President’s Council (PC) and University Leadership Council (ULC).

Additionally, Enrollment Management and MarCom have worked to consistently apply concepts and recommendations from this study into the recruitment and marketing plans for the institution. We hope other members of the University community will take some time to review this information by visiting . Individuals seeking more information are welcome to contact the Marketing & Communications Department via email at marcom@udmercy.edu or erwingj@udmercy.edu.

The second study undertaken by Elevate was conducted in January 2024. The goal of this study was to understand the critical drivers students and parents use in choosing a higher education institution. Additionally, UDM was interested in finding out which elements resonate with prospective students and parents. This study also included measurement of UDM branding assets currently in place and identifying those values of parents and students that align with UDM, the city of Detroit and desires of prospective students and parents. The survey also included a national study of parents of recent freshman and soon to be higher education students (ages 15 and over). MarCom and Enrollment Management shared results with the PC and ULC. Please take some time to review the results: .

AJCU

In the fall of 2023, Gary J. Erwin, AVP of Marketing & Communications, served as a committee member for the rebranding work undertaken by the Association of Jesuit Colleges & Universities for 2023-24. Following review of several proposals from national research firms, committee members recommended the selection of YES/Lipman Hearn to engage in an in-depth marketing research study and messaging project to help reposition the association and member schools. The focus of this project was to examine the values of Jesuit universities and colleges. The goal was to determine which values resonate with prospective students and develop new branding and messaging to connect with future students and their parents.  The final messaging approved by AJCU presidents in October 2024 and the association will be implemented in UDM marketing and is available here for review:

The Wall Street Journal/College Pulse Insights Report 2024 & 2025

In the fall of 2023, UDM learned that the institution was ranked No. 52 in the nation by The Wall Street Journal/College Pulse national rankings. As a result, the institution received an in-depth examination study conducted by The WSJ/College Pulse that provides details concerning the reasons UDM ranked so highly. To inform this ranking, one of the largest-ever independent surveys of verified college students in the U.S. was conducted via College Pulse. In total, 60,953 students and recent alumni were surveyed online between January and May 2023. The data was weighted to the profile of the population of each college. For the student outcome, publicly available data was analyzed to measure the salary impact versus similar colleges, graduation rates versus similar colleges and price-to-earnings premium for a four-year degree. This allowed us to calculate the return on investment of obtaining a degree at a specific college and then comparing this return to the performance of similar colleges.

The WSJ/College Pulse study included an opportunity for UDM to benchmark against four other institutions to provide a comparative analysis of how UDM did in contrast to Loyola University Chicago, Marquette University, Creighton University and University of Dayton. This analysis provides another important layer of information and suggests new ways that UDM can market the institution to prospective students and their parents. To review the WSJ/College Pulse analysis, please visit .

Recently, UDM ranked No. 43 in The Wall Street Journal/Statista College Rankings for 2025, breaking the top 50 in the U.S. for the first time. In total, 112,084 students and alumni were surveyed. More than 1,500 colleges throughout the U.S. met eligibility criteria. In addition, the top 500 colleges in the country were awarded this year. For the 2025 rankings, UDM benchmarked against Loyola Maryland, Creighton University, Marquette and Loyola Chicago. To review the latest WSJ/Statista analysis, please visit .

Research Analysis Summary, Key Words & Phrases

Summaries of marketing research analysis, key words and phrases from prospective students, parents, community members, alumni and other UDM stakeholders are available . This information highlights critical attributes UDM is currently layering into marketing and recruiting efforts today.

Additional Research Materials

In addition to the materials that will play important roles in the three-phase marketing research strategy, the MarCom department has also archived the following marketing research studies, reports, data and analysis used by Enrollment Management and MarCom when marketing UDM.

• /about/facts.php
• /about/leadership/president/index.php (economic and community impact report)
• /about/history.php 
• /about/values-based.php

Based on the merger of two institutions to form UDM in 1990, the University has suffered from what many alumni, friends, faculty, staff and students describe as a kind of “identity crisis.” While there are many factors that contribute to such a characterization, overcoming this identity crisis represents a significant challenge for UDM that requires a new and innovative way to break free. Such an approach requires everyone with a stake in UDM to look in the mirror and come to terms with difficult questions about the organization, its programs, departments and colleges, the biases regarding the institution held by all stakeholders and their own individual perceptions toward the University.

GreenHouse::Innovation works to help connect organizations with thought leaders focused on social innovation to identify and tackle the hardest problems and design new models, frameworks and strategies for measurable change. The organization provides a portfolio of services ranging from innovation workshops, strategy design, innovation labs and customized experiences tailored to unique objectives. Members of the GreenHouse network are well equipped to have the “un-have-able” conversation; to challenge biases and overturn assumptions to help an organization see the true conditions of the problems it faces.

GreenHouse believes the biggest breakthroughs and the most inspiring insights happen when great minds from diverse backgrounds come together to solve pressing challenges. GreenHouse utilizes a process called ​Innovation Dynamics™, a norms-busting approach to problem modeling​ ​​which helps organizations break free of cognitive patterns​, biases and long-held perceptions​ that​ ​resist and undermine​ true​ innovation​.​​

Designed Thinking, which helps organizations break free of cognitive patterns that resist and undermine innovation and works from the ground up in an organization.

In January 2024, UDM held an introductory strategy session conducted by GreenHouse with members of the University Leadership Council. The purpose of this session was to:

• Identify norms holding in place beliefs, biases, opinions and the perceptions that inform them
• Obtain a deeper understanding of conditions that must be created -- and norms that must be dismantled -- to change mindsets and behaviors
• Identify actions (“work that you can really use”) that can be taken immediately and ​that befit a major league school charting a new future starting with rethinking community engagement
• Work in the short term/enhance in the long term with an eye to owning community engagement as one of the possible pillars of UDM’s new brand and being a model for other urban universities that want to leverage the hidden or unrealized value of respective communities in fundamentally different ways through new frameworks of collaboration and cooperation

The benefits of this and strategy sessions that follow include:

• Creation of a new north star for UDM -- not just a university, but a hub of social innovation that is convening the most important conversations -- and doing the most important work -- related to understanding the present and future of universities -- why we build them, for whom do we build them and how do we build them- - and where every graduate is considered a social innovator armed with an education that will provide a life of “money AND meaning” 
• New levels of confidence and clarity for marketing/communications, for advertising, for publicity
• Creation of new paths to engagement/impact among donors, potential faculty, prospective students, alums, local and national businesses, new actors altogether

Based on this introductory strategy session, GreenHouse with the help of deans, students and executive leadership identified that UDM "thinks" it suffers from a loss of “mojo” due to the following:

• Loss of popular athletics programs
• Merger with “Mercy”
• Adoption of defensive attitude/longing for the good ol' days

Additionally, many faculty, staff and perhaps even students often perceive the institution from a deficit mindset that includes:

• Loss of confidence/pride
• Sense of insecurity/​always wondering about what the other schools are doing
• “Culture of poverty”​/playing “not to lose” with few to little resources

Within this framework, however, the group discovered that many hidden opportunities exist for UDM that are obscured by the mutual expectations (norms) related to how groups of actors believe they are supposed to see UDM.

This session served as a launch pad for leadership to begin thinking in new ways about UDM now and what it can be in the future. Additionally, this session introduced the new approach we hope to use to help uncover UDM’s true identity based on the view of participants in these sessions. To view the complete analysis of this Jan.18, 2024, session, please visit .

Following the successful conclusion of the first strategy session with ULC, GreenHouse convened the following additional sessions to obtain input and perceptions of UDM from other key stakeholders:

• June 2024: a two-day strategy session with Student Government Leaders. These student leaders are now part of the UDM Rebranding initiative student advisory group.
• July 2024: GreenHouse principals met with Credo to discuss how the rebranding work will tie into the University’s new five-year strategic plan, which will be unveiled to the UDM community soon.
• August 5-7: a three-day community strategy session with neighbors from the surrounding communities. These sessions took place at the Live6 Alliance Homebase and included the president, board of trustee members, community leaders and residents, and area business owners. From these sessions, UDM is working toward new opportunities to reinvigorate the university’s partnership with neighbors and the neighborhood and develop additional ways to connect, sustain and enhance our future relationship on deeper and more meaningful levels. See 2024 updates on reinvigorated UDM community connections below for more details.  
• August 7: a half-day session with members of Marketing & Communications as well as other individuals who perform these duties for colleges and offices.

As part of the deliverables for this project, GreenHouse will deliver a short-form documentary film that features our community strategy sessions and interviews with community members to help cement findings and inform future initiatives. UDM will unveil this video at an upcoming event on campus as we begin our work to solicit important input from faculty, staff, students and alumni in the coming months. (Look for messages from MarCom inviting our internal community to join in future strategy sessions soon.)

Phase 3 of the marketing research and rebranding process will involve UDM working closely with our alumni advisors to obtain the assistance of a nationally known marketing and branding agency. The goal is to identify a leading branding with significant success that can synthesize research, stakeholder input, GreenHouse analysis and UDM’s “bridge” marketing efforts the past few years into several possible new brands for review and consideration by UDM.

In addition, the expectation is for this firm to develop a process of stakeholder review comprised of the following activities and deliverables:

1. Focus groups with all UDM stakeholders to measure their reaction, emotional connection and overall perceptions of potential brands. This includes leading evaluative, open-ended discussions on these potential brands with stakeholders to drive out additional perspectives to help refine potential brands.
2. Refine potential new brands and narrow to the top two brands.
3. Present final two brands for UDM consideration and lead discussions with UDM stakeholders toward adoption of the final brand.
4. Provide input and counsel on new brand launch tactical strategy and communications in conjunction with the UDM Marketing & Communications Department.
5. Prepare a comprehensive branding and report that includes references to relevant data, insights and information from stakeholder focus groups and interviews. This report will serve as the benchmark for future marketing efforts and subsequent research. 
6. An executive summary of the comprehensive report will be used to finalize the new brand.  
7. A PowerPoint presentation summarizing key findings, methodology used to help develop the brand concept and rationale behind the positioning of the new brand.

 Stakeholder groups important to this process include, but are not limited to, the following:

• Faculty
• Staff
• Alumni
• BOT members
• Corporate partners, foundations, community organizations
• Current students
• Prospects
• Parents—Prospects and Students
• Community/neighborhood members, business owners, residents
• Donors

1. In late January, GreenHouse and MarCom presented an update to the University Leadership Committee (ULC). The goals of this presentation were as follows:

• Brief ULC members on work toward establishing a new, living brand for UDM;
• Provide an update on community sessions with neighbors in August;
• Preview the first in a series of short-form documentaries on elements of UDM brand;
• Goals: Invite the UDM community (internal and external) to participate in this effort as a co-contributing author over the next several months to help inform this ongoing brand initiative.

2. MarCom, in conjunction with GreenHouse and filmmaker Brian Rolling, produced a short-form documentary that focuses on the community strategy sessions with neighbors, University executives and leadership and others in August 2024. This is the first in a series of short form documentaries on community as it ties back to UDM’s service and purpose. We will be exploring other community initiatives through the lenses of individual colleges with what we hope will be a student production team. Moving forward, we believe this documentary will help fuel efforts toward a new brand as we work to elevate UDM to a national level. Additionally, it really shows the innovative approach we are taking as we dig into the core of the University's identity. The best brands require this kind of focus and attention to succeed on an organic, sincere, and authentic emotional level. It also showcases the progress toward this work and serves as a kind of teaser of our first big component of rebranding in terms of UDM connecting to our community. It can also be useful for fundraising efforts and discussion opportunities with community and neighbors. This film really serves as a launch pad and combined with the community council proposal, can help engage both the internal and external stakeholders on an even more meaningful level. Plus, this documentary can be used for campaign, marketing, communications and other multi-faceted purposes. Both of these, in conjunction with future strategy sessions, will help us develop and implement a new model of community-university partnerships, which we also hope to bring to the national stage through some media relations activities we are planning now. From this we anticipate making deeper steps toward a new brand. .
3. Currently, Mission Integration, in conjunction with faculty, staff and several UDM offices, is developing a Community Steering Committee to continue fostering efforts to uplift both our neighborhood and greater Detroit Area. This committee would work to achieve the following:
   • Develop and implement community programming both on the UDM campus and in surrounding neighborhoods.
   • Engage in campus initiatives that support the local community.
   • Plan and execute sustainable projects in neighborhoods, business corridors, and partnerships that enhance community well-being.
   • Collaborate on community engagement events that strengthen UDM’s relationship with local businesses and organizations.
   • Organize a Healing and Reconciliation events as part of UDM’s 150th-anniversary celebration.
4. We are currently looking into the formation of a student production team that would work with Let’s Roll/Chicago to produce additional short form documentaries on various community initiatives and rebranding work for promotion through UDM channels.
5. UDM is working with the GreenHouse network on a social innovation speakers series to demonstrate the fact that UDM is designing and leading important conversations with thought leaders from around the country/world on how to effect meaningful, measurable social impact.
6. UDM is scheduling one on ones with deans to field individual feedback from our ULC wrap-up presentation and discuss the operating system created for this work. Additionally, these sessions with deans will provide insight and input on how each of the colleges are engaging with community on a local, national, and international level.
7. We are in discussions with Greentarget Public Relations to design a short-term PR strategy to garner both earned and owned media coverage of the various socially aware initiatives happening at UDM as a renewed commitment to service and declaration of purpose as UDM rounds the back stretch, heading to the 150th anniversary in 2027.
8. UDM is exploring a potential collaboration with the School of Architecture & Community Development and Learn Adapt Build/Amsterdam, the founders of the Smart Building Collective. This potential collaboration may help raise increased national awareness for UDM in new circles and present new and unique opportunities for UDM students that could help enhance and grow enrollment efforts.  
9. MarCom will post a presentation on the outcomes of discussions with deans on this website in the near future. ADD PPT LINK WHEN DONE MEETING WITH DEANS

1. Updates communicated via Campus Connection internal digital newsletter with updates shared weekly and as they develop.
2. Following completion of 1, MarCom will develop a PowerPoint presentation for updates made to deans, offices and departments. MarCom will then reach out to departments/colleges/offices to request a brief opportunity to share with their teams. This is a high-level overview of no more than 10 minutes.
3. Greenhouse and MarCom to begin developing plans for unveiling of documentary in October/November at UDM in convocation-type meeting with college and university leaders to denote upcoming strategy sessions between then and June 2025. These would potentially include faculty, staff, students, leaders, community members and trustees. GreenHouse ​is working with MarCom to design this experience for the fall.
4. Establish the next series of strategy sessions with UDM faculty, staff, students, leaders, neighbors and neighboring businesses to obtain input into UDM identity.
5. Work toward development and positioning in media about innovative approach UDM is taking toward a refreshed brand, one vastly different than what other institutions of higher education typically take; position the president as thought-leader on this effort; contemplate various messaging platforms to help with this effort; align with recent enrollment growth, new entrepreneurship initiatives; recent grants and framed-in terms of increased donor participation due to this approach. Further, demonstrate how this is a new model for higher education that involves new tactics to change the world’s perception of UDM and ties to our increased enrollment. This may involve creation of three to five pillars of key messaging that can tie directly to our new five-year strategic plan and represent a significant component of strategic marketing associated with the new plan.

1. August: UDM held a meeting with Fr. Tim Hipskind (director of Community Engaged Learning), Dan Pitera (Dean of SACD), Chelsea Manning (program manager of TENN), Gary Erwin and Ron Bernas (MarCom), Kristin Johnston (director of ODEI), and Fr. Charles Oduke (VP of Mission Integration) to address the following:
   • GreenHouse community roundtables, sustainable engagement efforts and importance and connection to a new UDM brand.
   • Centralization/clearing house of community partnership work via udmercy.edu/community.
   • Creating better communications paths for our neighbors, internal community (Campus Connection community newsletter options, community webpage and updates, and work with Lauren Hood and Jeremy Lewis).
   • Opportunities for connection with community: pop-up food opportunities; tours of campus; discounts for UDM faculty, staff and students at establishments on the Avenue.
   • Need for budget and ways to support efforts in FY24-25. 
   • Establishing regular meetings of this group to discuss the reality of neighbor perceptions, realistic short- and long-term tactical opportunities, etc. 
   • MarCom updated the front-page of a website developed for the community at udmercy.edu/community.
   • MarCom established a community edition of Campus Connection, which is emailed to the individuals who engaged in the Live6 community strategy sessions in August. UDM has added and removed names from the list of people who receive it.
   • Gary Erwin and Kristin Johnston recently met with Jeremy Lewis about ways he and his neighbors might be able to help. Both will keep Jeremy involved through communications.
2. September: Gary Erwin met with Lauren Hood for lunch and discussed the creation of an internal Community Coalition Group to help manage community partnerships and outreach, given how many connections various staff and employees have with community stakeholders. A MarCom staff member is currently drafting a concept brief of this based on notes provided to them.
3. September: Livernois Proposed Property Development Discussion with President Taylor and UDM senior executives, members of the Detroit Economic Growth Corporation and Livernois Development organization, among others, who discussed new apartments in the area and development of mixed-use space on the Avenue that may be of interest to UDM students for living quarters.
4. October: SACD hosted a drive-in theatre night on McNichols for neighbors on Oct. 19. More than 70 families from the community attended this first-ever event. UDM plans to host these drive-in theatre nights in the future as well.
5. November: TENN is hosting its annual community meal for folks in the neighborhood on Nov. 8 from 5-7 p.m. In years past, TENN has been a little limited in numbers they could invite due to cost. This year, MarCom is supporting the event with a donation to help expand the event’s reach. MarCom also plans to continue this support into the future.
6. Ongoing: Development of short-term tactical list to help enhance and build on UDM-neighborhood community connections.

In general, a brand is the emotional and psychological connection your customers have with your company, product or service. It is their collective perception and impression. Branding is the act of shaping that perception.

A brand is often characterized by the core elements—or underpinnings—that define the brand and the strategy used to share it with your marketplace. These elements include a brand's purpose, personality, positioning, and promise. 

Core elements

• Brand purpose: What the brand does and why it does it.
• Brand personality: How the brand communicates with its audience, its visual identity, and its tone of voice. 
• Brand positioning: How the brand is perceived in the market. 
• Brand promise: What the brand promises to its customers and how it will deliver on that promise.
• Brand culture: How do those who serve to uphold the brand and identity of an organization reflect elements in everything they do for the organization. 

Strategies for differentiation

• Unique selling proposition: What makes the brand stand out from competitors. 
• Customer experience: How the brand provides service to its customers. 
• Innovation: How the brand improves its products and services. 
• Brand storytelling: How the brand communicates its story to its customers. 
• Mascots: How the brand uses a mascot to differentiate itself. 

Measuring success

• Testing metrics: how the brand measures the effectiveness of its marketing campaigns.

At the heart of UDM’s current rebranding work is what we might characterize as our Titan Faith. Taken literally, Titan Faith is meant to evoke a new expressionism when it comes to what 蝌蚪窝视频 is and should be at its core for all people impacted by the University. The concept of Titan Faith serves as an organizing principle to help frame the work that goes into defining a brand with the emotional resonance this institution seeks and its stakeholders deserve. This is what gives the core elements and underpinnings of a brand its emotional power and builds connection with all stakeholders.

In some respects, Titan Faith comprises an array of underpinnings listed below:

• Titan bravery
• Titan innovation
• Titan boldness
• Titan pride
• Titan hope
• Titan joy
• Titan grit
• Titan truth
• Titan believe
• Titan compassion
• Titan love

Faculty, staff, students, alumni, neighbors, corporate and foundation partners can help co-author UDM’s new brand in many ways. Here are just a few.

• Watch Campus Connection for stores and updates.
• Keep an eye on your email—we will reach out to people and ask them to join strategy sessions in the very near future.
• Be honest regarding your perceptions of the institution and those of family, friends, students, former students, alumni and anyone you come in contact with. A new UDM brand is as much about our true, honest and authentic identity and what and who we really are than anything else. What does UDM stand for? What does UDM believe in? What do we hope for as a Jesuit and Mercy institution? What should UDM dream for and aspire to become? How can UDM help make the life of everyone better? Don’t be shy. Get real with your thoughts, perceptions and ideas and most importantly, share them!