Marketing Plan

1. Executive Summary This report develops the CQuni- Australia marketing plan for 2017-2018. The report has analyzed on both internal and external factors facing CQuni. The report presents analysis on the current demand for higher education in Australia and also explained the CQuni segment and target market. Also, it has provided an extensive elaboration of both PEST and SWOT analyses. The marketing plan has also considered the CQuni value and branding. Furthermore, information on competitive and marketing mix strategies has been explained in a clear way. Lastly, the report has revealed the media and budget allocations, marketing objectives and expected outcomes for the year 2018. 2. Background Marketing is an essential component of any business that seeks to prosper. However, a success marketing activity depends on well-established plans on how the organization brands will be promoted, who to target, their needs as well as the competing products. According to Kotler and Keller (2006), marketing plan involves a structure of assessing the current status of the organization, SWOT analysis, and setting budgets as well as controls. As such, a marketing plan is a masterpiece that guides the organization’s mission in achieving its goals. Importantly, a marketing plan is a major component in enhancing an organization's competitive advantage. In the modern world, education has become an essential product. Across the globe, people are searching for an opportunity to learn new skills. In particular, technological advancement has transformed the world into a global village. In this regard, universities looking on to remain competitive in the current environment, they must need to have an effective marketing plan. Central Queensland (CQ) University of Australia is leading university in offering higher education to local and international students. CQ is based in Queensland and has 16 campuses located in the main towns and cities as well as other student support centres. The university has different types of educational programs which are offered through a variety of delivery mode including face to face, online as well as distance learning. 3.0 Higher Education and Vocational TrainingMarket and Demand Assessment Although the local residents form the largest number of students enrolled in universities in Australia, Australia is becoming an attractive destination for local and international students. According to International Student Survey 2016, the number of international students joining Australia universities is rising by 10% per annum. Accordingly, the survey indicated that Australia learning and living experience is more satisfying for international students in comparison with other destinations around the globe (internationaleducation.gov.au, 2017). Also, the number of local students enrolling in Australian universities rose by 7 percent in 2015 and has shown a rising trends to date (universitiesaustralia.edu.au, 2016). Similarly, international education is the third largest contributor to the country’s economy. From the statistics, the demand for higher learning and vocational education is expected show an extensive growth. CQuni is expecting to reap more from the rising demands of higher education and for vocational training through offering art-of work educational facilities and credible courses. As well, CQuni is playing a crucial role in responding to the education demand in Australia. Importantly, in 2009, the government passed a declaration to fund public universities based on the students demand (Edwards & Radloff, 2013). In overall, Australia students’ enrollment demand in higher education and vocational training is expected to be more than 8 million in the next seven years (economist.com, 2016). 3. 1 market Segmentation. There are two common segments in the higher education. These are University education segment and Vocational education segment. The university education segment comprises all those individuals who have qualified to pursue degree, master and Phd programs. Vocational training education segment (also called career education) mainly composes of individuals who want to education that lead them directly to career (both employed or self employed). Although CQ university has traditionally served the university education segment, it has entered in the vocation education markets wherever it offering a numbers of programs specifically for the segment. 3.2 target market Although the local markets remain the main sources of students for CQ University, the university will focus on enhancing promotion and enrolment of international students pursuing vocational and university education degrees. According to Australian Department of Education and Training research data (2015), the number of international students in Australia continues to grow and as of 2016 the number grew by 10.4%. University undergraduate and graduate course, vocational training, and English Language Intensive Courses for Overseas Students (ELICOS) recorded the highest growth with 8.9%, 11.2%, and 20.0% respectively. These international students originated from 191 countries across the globe with China, India and Vietnam recording the highest numbers. In term of age group, the university will target those between the ages of 18-30 years. The decision to focus on this age group has been informed by empirical research that has shown that people between 18-40 years is largest group in need of vocational and university education (Australia Department of education and train research 2015). 3.3 Marketing objectives Accordingly, the research, 7 out of the top 10 nationalities are coming to Australia for higher education. CQ University will seek to increase the enrollment of international students by 10-15% through marketing its 300 courses. In addition, the university will also aim to increase the number of student both local and international that are enrolled to it vocational course. Currently, 21 percent of the students enrolled at CQ University are pursuing vocational course and it is the objectives of the university to increase this number by 10 percent per annum. On nationalities, CQ University will focus on promoting higher education enrollment particularly in Korea and Thailand. The two countries show a higher interest in VET courses with an enrollment of 38.3% and 36.5% respectively as per the Australian Department of Education and Training research. Accordingly, the university will seek to design courses to target Indian female students’ enrollment. According to the study, only 29% of Indian female students are pursuing their higher education in Australian universities vis-à-vis 71 % of Indian male students. This would be achieved through designing courses specified for this population. Also, the university will target students from other nationalities through designing favorable programs that will be attractive to them.

4.0 PEST analysis

4.1 Political factors Currently, Australia is peaceful. There are no indications of political instability that would affect the education sector. Accordingly, the government is enhancing efforts to strengthen the higher education in the country as a stronger source of foreign revenue. In particular, Australian Department of Education and Training is developing regulations to enhance the enrolment of international students in the Australian higher learning institutions. As such, there are no current political factors facing CQuni. 4.2 Economic factors As a way of position Australia as a preferable higher education destination of higher education, the government is closely monitoring course fees and quality they offered as well as offering financial support to public universities depending on the student demand. Due to this, the fee structures are stable and affordable. However, CQuni is facing a challenge on its fee structure which is higher than its close competitors. Other than this issue, the economic factors are not currently having a huge impact on CQuni unless there is a change on current trend. 4.3 Social factors Currently there are no social factors affecting CQuni. The university has worked had in eliminating any social prejudice which may lead to conflicts and unrests. CQuni have maintained its focus on embracing diversity as well as promotion and protection of students’ socio-cultural relationships. In this regard, CQuni has actively enhanced social cooperation among its fraternity. Hence, CQuni is not facing any current social threat that would affect its operations and competitiveness. 4.4 Technical factors CQuni is currently facing a technical factor on improving students’ satisfaction. In comparison with close competitors, the university has a lower student satisfaction level. This may affect its attraction to new enrolments. However, CQuni is seeking ways to enhance the satisfaction level through enhancing teaching staff compensation as well as providing modernized learning facilities and student hubs as well as support.

  5.0Competition analysis 5.1 Comparing CQuni with James Cook University and University of Queensland James Cook University (JCU) and University of Queensland (UQ)are the major competitors of CQuni in Queensland. JCU is aiming at attracting international students through enhancing virtual and physical learning facilities. The university is focusing on equipping its staffs with essential skills in order to enhance their service delivery. Also, JCU strategizing its course price with an aim of attracting new international students (JCU.edu.au, 2017). On its part, UQ is working on offering on line education. In 2013, the university joined Edx a Massive Open Online Courses platform (MOOCs)founded in conjunction with Harvard University. UQ is focusing on promoting students retention and employability through application of innovative approaches.

5.2 Competitors’ promotion marketing analysis In achieving it objectives JCU University is focusing on promoting itself through international affairs participation. It also has established representatives who visit various countries and regions across the globe. The university representatives have a mandate of marketing JCU course and advising students on their eligibility. On its part, UQ is concentration on marketing is courses through establishing open online course. The university has collaborated with Harvard University in establishment of Edx. CQuni has an opportunity of enhancing its courses through other online platforms that would enable it to reach larger audience. In overall, both JCU and UQ have not used social media and online platforms apart from their websites to market their courses. 5.3 Overall comparison In comparison with CQuni with both JCU and UQ international students’ composition,CQuni ranks third with 65.2%,UQ leads with 72% while JCU is the second with 70.7% in enrolling undergraduate students. On post graduate programs, the University of Queensland leads with 25.8% while as CQuni and JCU stand at 24.2% and 24.1% respectively. As such, CQuni has an opportunity for enhancing its post graduate programs. In terms of international students, CQuni has a need to focus on enrolling more students as it stands at 23.3% behind of UQ and JCU with 23.6% and 32%. However, CQuni is leading in provision of distance learning with 47.6% ahead of JCU with 8% and UQ which stands at 3.3%. Compared with the two universities, CQuni has the highest fees charging $82300 with JCU charging $82000 while UQ charges only $68800. Lastly, CQuni has a challenge of student satisfaction levels compared with the two universities. When compared with UQ and JCU, CQuni ranks last in student satisfaction. 6.0 SWOT analysis 6.1 Strengths CQuni university’s strengths are more number of courses and distance learning. CQuni has several campuses and wide range of course compared with other surrounding locations. Also, it has enhance student support centres making it to stand out in terms of online and distance learning programs compared with other universities. Also, it is one of the fasters growing universities in the country with more than 25 campuses in 25 years after establishment. Furthermore, the university offers more than 300 courses in which the students can choose from. This places it at a strategic position for enrolling large number of students compared with other universities in Queensland and Brisbane territories. 6.2 Weaknesses Low students’ satisfaction is a major setback for CQuni. The university is tailing the leading universities in Queensland and Brisbane in students’ satisfaction levels. Also, the fee structure is worrying as it is more expensive than the rest. 6.3 Opportunities Enhancing its courses to attract Indian female students as well as promoting higher education enrollments in Korea and Thailand is some of the opportunities available for CQuni. Also, the availability of more campuses and increasing demands of Australia as an international student’s destination is another opportunity available to CQuni.Accordingly, the university has a high chance of increased online/distance learning programs as the world move on digitized learning approaches through invention of e-learning platforms. 6.4 Threats Unless CQuni lowers its fees, it is a threat to its future admissions. The close competitors of the university are charging cheaper fees. However, there are no other threats to CQuni unless the current economical and socio-political environment changes. Also, the university need to enhance is distance learning to avoid losing market to University of Queensland which is currently engaging on offering Massive open online course. 7. 0 Value and Brand positioning analysis In celebrating its 25 years of establishment, CQuni have stand out as one of the young universities experiencing rapid growth. Also, the university has positioned itself as the best online/distance learning institution. This fact indicates that CQuni is a recognized international brand in adding value to students live. As well, the university has established itself as a leading regional Australian university that embraces inclusivity and involvement of stakeholders in decision making. As such, the CQuni is well positioned as a brand which is valuable to the target clients. 8.0 Marketing aims and promotional objectives for 2018 CQuni will aim at increasing the number of international students as well as improving its students’ satisfaction level. The main marketing and promotional objectives for 2018 will be: • To increase international students enrollment for higher education from Thailand and Korea by 10%. • To design and promote courses mainly targeting female students fromIndia. Through this, the university estimates to raise Indian students’ enrollment by 8%. • To enhance structure for online/distance learning. CQuni is seeking to maintain its position as the leading university in offering distance learning. The university is seeking to grow the number of distance learning enrollments by 12%. • To organize more international and regional education fairs as well as attend such events. Through the participation in such affairs, CQuni seeking to grow international enrollments by 10-15%. • To enhance marketing activities in other countries apart from the current top ten nationalities. 9. 0 Marketing mix strategies According to Chartered Institute of Marketing (CIM) (2009) marketing mix refers to the combination techniques used by the business to in achieving its goals and objectives through marketing its goods and services to particular target customers. The marketing mix involves combination of the 4P’s – Product, Price, Place, and Promotion. CQuni will apply the 4P’s in developing its marketing mix strategies as follows: 9.1 Product CQuni will develop higher learning courses for particular countries and gender. In the development process, the university will seek information on kind of courses as well as the needs of the prospective students. This will be aimed at developing courses that are in line with the international students, offer quality education, and improve the satisfaction levels. 9.2 Price Price is the most sensitive component of the business. It is the determiner of the customer view about the business and quality of its services. For this reason, CQuni will price its courses through a competitive pricing strategy. It will design various prices for each course as well as the cost involved in achieving the best outcome in it. As noted earlier, current course fees are a threat to CQuni. In handling the threat, the university will revise its pricing strategy to make it competitive without increasing the cost.In particular, CQuni will apply a combination of value-based and competitive pricing strategies in setting its course fees. 9.3 Place Place implies to the distribution channels an organization uses to reach its products and services to the customers. It is the determinant of the organization influence on a particular customer base (Ehmke, Fulton, & Lusk, 2005).CQuni will focus on several distribution strategies in enhancing its reach to international students. First, the university will embark on direct admission through its website. CQuni will provide a registration page that will have information about the courses offered, eligibility and fees charged on each. Secondly, CQuni will apply a selective distribution approach where specific course will be marketed to a particular country. This will help in establishing a strong relationship with the target students as well as enhance enrollments from that particular country. 9.4 Promotion Promotion involves providing information about the products and services offered in a particular organization and giving reasons why it is the best among the others (Ehmke, Fulton, & Lusk, 2005). CQuni will combine different promotional strategies in enhancing awareness about its courses. First, the university is seeking to incorporate a live chat button on its website. According to Wu, Hu and Wu (2010), live chats enhance clients trust and satisfaction on a particular brand through providing immediate feedback. CQuni will seek to utilize the live chats in interacting and answering prospect international students as well as sharing information about the current courses offered in the university. Accordingly, CQuni will use online and offline media to promote its course. This will involve airing of television and radio adverts periodically in the target countries. Also, the university will extensively use online advertise such as Google ads and social media sponsored ads to reach a wider audience. Lastly,CQuni will conduct public relation activities such as sponsoring public events, organizing walks and other online charity occasions which will be used to send more information about the university programs and trainings. 10.0 Competitive strategies Competitive strategies are approaches for placing an organization in a better position than its competitors(Dirisu, Iyiola, &Ibidunni, 2013). CQuni will apply a product differentiation competitive strategy. As a university, CQuni will aim at enhancing the quality of its course and education facilities in order to set itself as the most preferred high learning institution in the region. This approach is in line with the university’s mission and vision of becoming a leading regional university in Australia. The process will involve development and designing of courses for different target students and setting varying prices depending on the course cost. CQuni will also enhance internal environment and student support to improve students’ satisfaction. Finally, the university will continue to improve its online/distance learning facilities so as to remain the most preferred university for virtual learning. Through these strategies, CQuni is expecting to remain competitive in the Australian higher education sector. 11.0Media and budget allocation for 2018 The following are the CQuni media and budget allocations for 2018 marketing and promotion activities. Media Mode of advertising Budget allocation estimates Online media Google advertising $1.5 million Social media advertising $ 1.5 million Affiliate programs $ 0.25 million Mass media Newspaper $1 million TV $2 million Corporate journals adverts $ 0.5 million Radio $ 2.3 million Web-based CQuni website $ 1 million Total $10.05 million Source: assumed and prepared for this project only. 12.0 Expected Outcomes The university is expecting to get the following outcomes:  An increased in international student enrollment by 20%.  A growth in female students from India.  Improvement on the students satisfaction  A steady trend on the number of students enrolling for online and distance learning programs.  Steady growth of international students from Korea and Thailand enrolling in VET and higher education programs.  A new competitive fee structure to overcome competition as well as attract more local and international students.  Sustained brand and international recognition as well as improvement on various local and international university rankings. 13.0 Conclusion CQuni is well positioned to become a leading Australian regional university. It has equitable educational facilities to support the growing demand of international students in the Australia education sector. The co-existence of peace and supportive educational regulation will enhance the university’s marketing activities and growth. Also, the availability of more than 300 courses in which the candidates can choose from is an essential competitive advantage that strategicallyplaces CQuni in a good position of reaping from the growing Australian education demand. Through differentiation and competitive pricing strategies, CQuni is expecting to gain an upper hand over its competitors. Lastly, CQuni aims at achieving its marketing objectives through investing large amount on both online and offline advertising approaches which is estimated to amount to $ 10.05 million.