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Enterprise Planning Guidance Army Marketing Plans FY10-16

Enterprise Planning Guidance Army Marketing Plans FY10-16. Executive Summary. 29 April 2009. Table of Contents. Purpose.

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Enterprise Planning Guidance Army Marketing Plans FY10-16

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  1. Enterprise Planning GuidanceArmy Marketing PlansFY10-16 Executive Summary 29 April 2009

  2. Table of Contents

  3. Purpose To obtain approval of planning guidance for marketing, advertising, recruiting, public affairs, strategic outreach policy and plans in support of Army Accessions for FY10 - 16 • Intended Outcomes • Synchronized and integrated set of programs, policies and plans that are responsive to the market, focus resources on outcomes that will enable commanders to man the Army with the required numbers, with the required skills at the required time, and set the conditions for future success • Collaborative, coordinated planning process which results in the Army ready to execute marketing, advertising and public affairs plans on 1 October 2009, and posture the Army for long term success in the Accessions Enterprise.

  4. Approach & Briefing Sequence Everything that positively influences people joining should be used to support the recruiting effort • Mission & Vision • Internal & External Environmental Assessment & Conclusions • Strengths, Weaknesses, Opportunities and Threats • Leadership Guidance • Goals, Objectives, Strategies • Areas of Specific Focus • Next Steps • Appendix : Proposed Operational Planning Guidance

  5. Mission and Vision The Accessions Enterprise Mission To access qualified people for the All Volunteer Force in an era of persistent conflict in order to sustain the Army. The Accessions Enterprise Vision (Pending SecArmy Approval) The Army Accessions Enterprise will be... ... the face of the Army to America and its citizens; ...in and contributing to our communities throughout the nation; and, ...nationally recognized as the leader in developing and recruiting talent.

  6. FY10 Internal Environmental Assessment

  7. FY10 Internal Environmental Assessment

  8. FY10 Internal Environmental Assessment

  9. Internal Environmental Assessment Conclusions • Army communications/marketing must be singularly focused and aligned to clearly and effectively communicate the value of being a Soldier – Active/Reserve, Enlisted/Officer- as expressed in the Army’s strategic positioning statement and value propositions • Reduced funding will require more efficient operations, business process redesign, greater collaboration, robust data analytics, and high payoff investments with a strong ROI • Internal Army and Army alumni must serve as a positive recruiting force multiplier. Requires Army and alumni to be informed and aligned across all Army communications and messaging platforms • Army must actively review, develop and/or revise internal policies and business processes that can be used effectively to address challenges • Army must adopt or devise a diagnostic capability to identify high performing, agile, adaptable prospects

  10. FY10 External Environmental Assessment

  11. FY10 External Environmental Assessment

  12. FY10 External Environmental Assessment

  13. FY10 External Environmental Assessment Conclusions • Must take advantage of confluence of: • Rising Unemployment • Desire for Service • Spirit of optimism particularly in ethnic markets • Differences in regional/ethnic/age group opportunities • Leadership/confidence “gap” in private industry and government to achieve mission success while improving Army Brand Equity • Aggressively position Army as an enabler and active “partner” in higher education and workforce readiness • Messaging must address influencer concerns and issues as well as address the need to have pre-prospects place and keep Army in their consideration set, continue to synchronize prospect and influencer communications • Explore marketing and recruiting efforts aimed at slightly older (25-29 year old) and college markets. Would increase quality and diversified accessions in order to sustain the Army across all components (Active, Guard, Reserve; enlisted and officer) • Army must capitalize on emerging technology trends; be forward looking and agile in all communications and marketing • Engage the American public with the whole Army

  14. Accession Mission Projections • Assumptions • These projections do not include AMED D or OCCH numbers • AC projections subject to change due to final PMAD numbers • ARNG Officer Numbers are aggregate of ROTC, Federal OCS, State OCS, and Warrant

  15. Army Enterprise SWOT (Communication) Strengths (Internal) Weaknesses (Internal) • Respected institution • Heritage/legacy • Values/image • High awareness of institution Army • Unique opportunities (content/relevant/valued) • Diverse • Personal development centric (training/education/experience) • Access to subject matter expertise • Access to technology • Recent human dimension failures (e.g., sexual assaults, suicides, recruiter improprieties, etc.) • Integration/synchronization of information & communication • Access/channel to veterans • Bureaucracy/agility • Continuity/turnover/knowledge exchange • Subject matter expertise and experience (marketing/PR) • Inherent danger of Army service • Unifying culture/alumni/ no perceived value post service (veterans) Opportunities (External) Threats (External) • Changing demographics • Political: Promote service to nation • Economic: Business concerns regarding lack of quality of future workers/leaders • Capitalize on rapidly developing and adopted communication • technology (Integrated) • Continued misperceptions • Negative press • Decreasing Relevancy to American public • Funding reductions • Continuous scrutiny • Decreasing footprint (BRAC)

  16. Leadership Guidance • The Army must represent the breadth and depth of the nation and become part of the fabric about which Americans are passionate. • Army’s Diversity Vision: The National Leader in embracing the strengths of diverse people in an inclusive environment. • The Army must be a contributor to the nation’s workforce readiness. • Engage the American public with the whole Army • Resource constraints will not allow for business as usual. Operational plans must be driven by: • Continuous learning and innovation • Integration • Agility & Flexibility • Collaboration at all levels and across all compos and commands • High payoff investments • Take advantage of this downturn in the economy to look at current processes, to build brand equity and develop, effective, efficient, coordinated and collaborative programs and processes that are led by the organization best equipped to do so

  17. Goal 1: The Army is seen as a valued organization that Americans support, recommend and want to join (Enterprise Level Goal) Objectives: • Improve perceptions and attitudes toward the institution among all stakeholders ExternalInternal Prospect Soldiers Influencers Families Business Community Army Civilians Educators Retirees Government Leaders Veterans • Strengthen the Army Brand internal and external to the Army Strategies: • Identify Army lead for engagement with each stakeholder • Develop, coordinate, and implement communications plans • Develop evaluation plan, measure, and adjust • Deliver on Army’s strength positioning and Soldier value proposition

  18. Goal 2 : Achieve All missions While Becoming a More Efficient Enterprise Objectives • Achieve success in all missions and all components while maintaining or increasing quality • Reduce and stabilize cost by accession/commission by 2013 • FY 2010 develop and validate model which incorporates all costs (across all compos and missions) • Pilot effectiveness/efficiency strategies Potential Strategies • Continually align mission requirements with resources and policy • Optimize allocation of resources • Develop, review, and revise… • Reduce loss, improve efficiency at each layer of the operational framework/funnel by: • Providing recruiters with better screened, more highly motivated prospect records • Providing recruiters with the resources to keep high value prospects in the accessions process (This could result in measurable operational objectives such as: reducing losses at each level, improve recruiter contact to contract ratio, less time prospecting more time involved in informed consulting) • Efficient national marketing/communications overlay with highly targeted and appropriately funded regional and local efforts • Review/revise policies to support evolving mission requirements on an ongoing basis

  19. Goal 3: Significantly improve perceptions of the Army and improve equity in value of being a Soldier  Objectives • Among prospects and influencers improve first choice preference by 1 percentage point per year across the planning horizon • Increase audience association with strength positioning by 5% per year • Increase the number of prospects that place Army in their consider set by ____% per year • Will benchmark Q3 & Q4, FY09 and then establish metrics for FY10-FY16 • Increase the number of prospects and influencers that claim they are interested in learning more about the Army by ____% per year • Will benchmark Q3 & Q4, FY09 and then establish metrics for FY10-FY16 Potential Strategies • Develop a communications platform that connects internal and external messaging and engages the entire Army in improving/creating positive perceptions of the Army and the value of being a Soldier (build Brand Equity) • Leverage “education” in all its manifestations to create powerful, motivating reasons for becoming a Soldier (i.e. the kinds of educational opportunities in the Army, the value the Army places on education and the overriding attitude in society that education equals success) • Recognize the pre-prospect, prospect and influencer relationship/continuum and the need to develop coordinated and integrated communications that addresses the entire spectrum • Increase participation in the social media phenomena to add authenticity and credibility to Army messaging

  20. Areas of Specific Focus for Collaboration and Integration(Not all inclusive) • Strategic Communications – Ensure synchronization of effort between OCPA and agency in developing themes, areas of primacy, and execution responsibility (OCPA & USAAC) • Digital/Social Media/Gaming – ensure clarity of roles, target audiences, messaging, and mutual support in the areas of digital/web development and deployment and use of social media and gaming. Eliminate duplication of effort and share, resources, learning & results (OCPA, USAAC, FMWRC, M&RA) • Policy – Ensure policy development, implementation and revision process includes consideration of branding, communications, marketing and advertising • Leverage and Integrate Ongoing Efforts to Re-connect with America. For example, develop effective and efficient ways to utilize Grass Roots COI Programs, Freedom Team Salute, Army One Source, USAR Virtual Installations, AEC, and others to maximize benefit across the nation. (USAAC, USAR, ARNG, FMWRC) • Sponsorship – Create opportunities for cost savings and integration of Army and National Guard marketing, particularly in the arena of sponsorships. Brief out all sponsorships at once. • Educational Outreach and Workforce Readiness - Fully integrate the efforts that demonstrate the Army’s commitment to education and workforce readiness. This is a strategic communications theme, an outreach agenda, and a series of operational programs to be integrated (M&RA, USAAC, OCPA, USAR, ARNG)

  21. Next Steps • Integrated planning with USAAC and McCann World Group to develop FY 10 Marketing Plan • Commands & Agencies develop own plans in synch with this guidance • Develop routine communications for feedback and synchronization • Develop integrated evaluation plans for all programs • Brief back plans, execute, evaluate and adjust • Develop specific operational objectives to support strategic goals and objectives

  22. Appendix : Proposed Operational Planning Guidance

  23. Operational Planning Imperatives • Be “customer centric” in all processes. Move from volume response to personal record model • Embrace and encourage “customer education” through Army communications and experiences real or virtual • Focus and precision target marketing assets to achieve desired outcomes • Ensure integration across all levels: • Operational Framework • Across commands and components • Marketing and sales • Segments (geography, ethnicity, age, gender, etc.) • Media • Between national and local • Strategic communications and Public Affairs • Develop strategic and tactical agility with reliable data and appropriate decision support systems. Define and include in the marketing plan appropriate decision support metrics – each program/tactic should have a measurable objective • Ensure that the Nation and Army are better reconnected • Empower recruiters with critical data and have time to invest in developing prospect relationship – consistent with needs-based consultative guidance doctrine • Develop an integrated set of metrics that ladder up to KPI: Awareness, Engagement, and Activation

  24. Operational Planning Guidance (1 of 5) • Everything that can positively influence “the fight” must be considered a component of the marketing process (e.g., policies, bonuses, recruiter incentives, STRATCOMS, outreach, etc.) • Every marketing action is an investment which will be synchronized and organized throughtheoperational framework, with a measurable outcome. • Develop and track thorough outcome measures to determine efficacy and ROI of changes to recruiting policies and incentives • Find opportunities for mutual support among components and mission categories, and exploit those opportunities • The Agency’s proprietary resource allocation model (provided separately) will be utilized for the development of the overall annual plan. Fusion will provide guidance for spending recommendations on media mix. • In the long term, develop information & analytic systems which will allow the Army to independently determine appropriate marketing spend and mix

  25. Operational Planning Guidance (2 of 5) • Utilize the Operational Frameworks to plan and execute, measure and analyze marketing tactics plan and integrate with the recruiting force. • Opportunities may exist to exploit growth in AACM, HCM and older (25-29) markets. Priority should be on regional opportunities first, ethnic markets second, and age/life-stage as third priority. • Investment in partnerships should be based upon commitments to truly move forward with the Army • Regionalize FMR activity to support both commands. • Consider as a strategic communications platform: “The Army is an institution that not only transforms young people into capable, values-laden Soldiers and citizens, but also one that is a resource in various ways for Education, Business, and Society.“

  26. Operational Planning Guidance (3 of 5) • Develop an integrated on and offline advertising campaign (2-3 television spots with appropriate supporting print, radio and online advertising, if affordable) that clearly focuses on building brand equity, i.e. the "value of being a Soldier". The campaign must be consistent with the most up-to-date brand strategy learnings and inclusive of Active Army, Army Reserve, Enlisted and Officership. •  Further, provide adequate media support at the "sustaining" or above level and continuity throughout calendar year 2010. If unaffordable, explore trade-offs • Marketing plan should synch with the overall recruiting cadence. • Use “Officership” to help drive officer commissions and provide a “halo” effect for Army service overall

  27. Operational Planning Guidance (4 of 5) • Provide quarterly reviews to evaluate enterprise performance measures, budget execution and key marketing and sales performance data through the phases of the operational framework • Empower recruiters with knowledge, tools and easy access to critical data • Before each renewal, effectiveness of sponsorships will be evaluated, and continuation of sponsorships will be decided upon by ASA (M&RA) and Cdr, USAAC • Before execution in FY 10, effectiveness of incentives program will be evaluated and continuation of specific incentives and their advertising decided upon, by ASA (M&RA) and G1 • Leverage successes of recruiting pilots, other innovations and policies through rapid dissemination of successful tactics, techniques, and procedures (TTP) and any policy changes • Continue to review and revalidate standards to ensure high quality individuals are not inadvertently precluded from accessing. • Re-examine medical standards • Re-examine waiver policies • Re-examine immigration requirements • Re-examine educational credential policies (e.g., No Child Left Behind Act’s FY09 requirement for state-mandated exit assessments) • Consider alternative ways to measure trainability other than ASVAB

  28. Operational Planning Guidance (5 of 5) • Marketing, advertising, policy, public affairs, and recruiting activities in support of national events will be synchronized and reflected in a national events synch matrix and will be designed to meet specific objectives • Synchronize public affairs and Centers of Influence information campaigns internally and externally with launch or expansion of major initiatives. • By end of FY10, establish and maintain an enterprise level, integrated data system and supporting decision support system for marketing, advertising and recruiting. • Plan activities in anticipation of 1st quarter of FY11 funding

  29. Resource Allocation Guidance • All FY10 funds are available for allocation. No funds are fenced by: • Command • Audience • Activity • Brand Equity (Awareness/Engagement) / Lead Generation (Activation) • Priority to Brand Equity. Dedicate the resources required as efficiently as possible • to generate the absolute minimum number of leads to achieve the FY’10 mission. • Target Audiences (in order): • Prospects • Influencers (parents and other COIs) • Pre-prospects • Fund appropriately across Awareness/Engagement/Activation to achieve mission • recognizing the audience interaction and decision continuum. • Commands/missions: • All missions are to be achieved • All Soldiers are of equal value though acquisition cost and means may vary • However, marketing and advertising may not be the most efficient or effective means to • achieve mission success, and therefore marketing dollars do not necessarily need to • be invested to support every mission.

  30. Operational & Performance Evaluation Framework (Layer 1 & 2) Layer 1:Interest - Appeal to the Broadest Segment of QMA, Influencers and COIs to convey the most meaningful benefits of joining the Army, and the value of being a soldier.  Objective:Awareness– Increase the number of people in the target audience who have the Army in their consideration set. Success = More of those in the target audience are motivated to seek additional information because they are intrigued by the Army’s value proposition. Performance Measures: (A1) Brand Health (A2) Effective Messaging: (A3) Positive Public Exposure Layer 2: Experience - Create opportunities for motivated youth to experience the Army for themselves through interactions with soldiers and high tech virtual experiences Objective: Engagement- Increase the quantity of people who engage with the Army with high quality experiences Success = Through a two way information exchange, a qualified young adult, influencer, or COI is provided sufficient valuable information to become a prospect or volunteer to be a COI Performance Measures: (E1) In Person Engagement (COI engagements, Participation in Ed Events) (E2) Virtual Engagements (Web, mobile, gaming analytics) (E3) Social Media Engagements

  31. Operational & Performance Evaluation Framework (Layer 3&4) Layer 3: Customer Relationship Management – Continue value added information exchange and interaction between the Army, prospects and COIs. Objective: Activation (V) – Further refine and qualify prospects and COIs to deliver an increasing number of candidates ready to engage with a recruiter or act as COIs on behalf of the Army. Success = Making and conducting an appointment with a recruiter and committing to action and following through as a COI. Performance Measures: (V1) Lead Generation & Refinement leading to Appointment made (V2) COI Commitment and action Layer 4: Personal Career Counseling – Develop a relationship with the prospect to identify his/her interests and qualifications for the Army to match interests to Army requirements. Objective: Successfully conduct appointments, qualifications and counseling to achieve a win-win. Success = Signed contract with a satisfied future soldier and informed influencer.  Note: Layer 4 is exclusively within the purview of the recruiting force, which has an existing set of metrics that can be incorporated into this enterprise performance report

  32. Regular Army SWOT Analysis Strengths Weaknesses • Financial incentives, such as Post-9/11 GI Bill, enlistment bonuses, Army College Fund • MOS/training diversity provides a variety of ways to serve • A sense of optimism across ethnicities toward the new administration • Increased favorability among Influencers (Parental favorability toward military service rebounded in 2008) • High awareness of “Army Strong” slogan and strength message • Army has available opportunities at a time when the economy is contracting and jobs are scarce • Too many messages in the market at one time, not all aligned and dilutes the key focus • National priorities will place pressure for resource funding • COIs are not equipped, informed or connected to each other • Brand “Strength” positioning associated with Marine Corps • Not building brand equity • Lack of resources to cultivate meaningful COI relationships Opportunities Threats • Increasing propensity coupled with poor economy/high unemployment rates will drive/increase enlistment and re-enlistment and allows the Army to recruit with constrained resources • Align prospect perceptions and parental favorability toward military service • Rising cost of college and lack of financial support through scholarships, loans, etc. will provide opportunities for ROTC and enlisted service • The Presidential call to service could increase interest in the Army • Create low threat opportunities to engage young adults with the Army • Focus and streamline in-market messaging • Further educate COIs about value of Army service; create more efficiencies in outreach • Highlight the Army’s commitment to taking care of its family (Wounded Warrior Program, Army Family Covenants, etc.) • Further develop opportunities in the 25-29 year-old market (unemployed/back to school) • HCM and AACM QMA populations are increasing • AACM more inclined to consider financial assistance due to decrease in HBCU aid money • Use technology as an asset to integrate info on COIs, Prospects, and Influencers • Align Army closer to sought after civilian jobs and the benefit of Army service to those jobs • Solid base of existing COI support and advocate; increased HCM COI support • Anti-recruiting groups spreading misinformation through technology and social media • Budget cuts and growing national deficit • Competition for public services will increase and competition for service in the federal government and paid /volunteer public service will increase • Navy and Marines continue to capture the majority of HCM market share • National media coverage that questions the Army’s commitment to taking care of its people (coverage of suicide rate, sexual assaults, treatment of Wounded Warriors, etc.) • Decreasing Army footprint is a reality • Negative media coverage of overseas conflicts and deployment concerns • The Army is considered the most dangerous of all military branches • Army occupies least desirable quadrant of perceptual map (GFK, Brand Equity. Studies 2000, 2004, 2008)

  33. USARSWOT Analysis Strengths Weaknesses • The flexibility of balancing your civilian life with your Army life while serving your country, community and self • Guaranteed 2-year stabilization and money for school/advanced degree • Potential for cross-MOS training • Retirement incentives in civilian life (long term benefit) • Assists in transition to private life (PaYS, EPI, ACAP) • Option to transfer and accommodate relocation for job or education versus ARNG • Existing network of COI advocates from EPI participants can help tell the Army Reserve story • Targeting of Civil Life Gain and Individual Ready Reserve audiences; once they leave it is very difficult to track/reach them • Limited information and knowledge contribute to a misperception of Army Reserve service among the AC and NPS audience • Inability to fill critical Army Reserve Accessions • Limited Army Reserve Officer production (ROTC, AC to RC) • Can only recruit for vacancy in MOS at specific locations • Ineffective communication between NCOs and RC Career Counselors • ARFORGEN 5-year deployment cycle is not fully developed (lack of predictability and stability strains both family and employer relationships), as well as the potential for continued deployments • Increased strain on the Army Reserve recruiters, who are overworked and not used as efficiently as possible • Growing discontentment of Soldiers leaving the Army and their knowledge of Army Reserve options due to deployment possibilities • Lack of knowledge of Army Reserve incentives versus AC re-enlistment and enlistment incentives Opportunities Threats • Further degrading economic conditions may lead to increased migration from Army Reserve to AC • The poor economy, combined with continued Army Reserve deployments, exasperates the civilian employer and Army Reserve Soldier relationship • Negative media coverage of overseas conflict and deployment concern • Poor economy may force prospects to choose full time Active Army over Army Reserve • Overall, Army Reserve communications focus on the younger Prospect segment (17-24 years old) • Target growing number of established professionals (25-32 years old) who are unemployed and are now looking to pursue an advanced degree • The Presidential call to service could increase interest in the Army Reserve • Capitalize on health and retirement incentives to entice increased number of "under-employed" in the 20+ year-old market • Highlight tangible benefits (money for college, 2-year stabilization) • Increase awareness of AC to AR earlier in the ETS process • Leverage new value proposition messaging to address confusion and misperceptions about the Army Reserve, AC, and ARNG • Continue developing enduring relationships with PaYS and EPI sponsored employers • Use technology as an asset with Soldiers, COI, Employers, Prospects and Influencers

  34. Operational Framework for Regular Army 1 2 3 4

  35. OfficershipSWOT Analysis Strengths Weaknesses • Application process is not prospect centric • Lack of cohesion across commissioning sources • Inefficient leads processing/follow-up system • Possible reluctance of Enlisted Recruiters to continuously engage the college bound and college enrolled • Low awareness of paths to Officership and role of Army Officers • Not enough ethnic diversity • Low appreciation for the value of being an officer • College & military service viewed as mutually exclusive • Paths to Officership are not clearly understood by both external and internal audiences • Army Officership is not well differentiated from the other Services • Low awareness of the value of Army Officership among Prospects and their Influencers • Poor interaction/communication with the college audience about Army Officership opportunities • Army Officers are associated with Leadership, which is valued by private industry • Army Officership offers the valuable combination of higher education (including graduate school) and experience • Scholarships and financial support programs are available • Four paths to achieve Officership are available • Network/camaraderie with dynamic, dedicated Officers Opportunities Threats • Coordinated Officership advertising efforts will educate the public, increase interest and provide a consolidated entry point for information • The Presidential call to service could increase interest in Army Officership • Negative media coverage of overseas conflict and deployment concern • Inter service competition increases

  36. Target Prospect Population Aware of The Value of Being an Officer Aware of OCS/Army Opportunities Aware of OCS/ Army Opportunities Talk to a Recruiter Willing to Learn More Officership Path Identification Qualified (Mental, Medical, Conduct) Aware of DC/Army Opportunities ROTC Access Start West Point Application File Submit Application Selected for OCS Contract/DEP Selected for OCS Basic Training (NPS) OCS Training Receive Commission Officer Training • Frame of reference: • College bound 17 to 24 year olds • Post graduate 24 to 29 year olds Officership Funnel OCS Prospect Population: College Seniors/Graduates West Point Prospect Population: 17-22 Years Old and College Bound/Qualified College Bound 17 – 24 Year Olds Willing to Learn More about West Point/Army Opportunities College Bound Qualified 17 – 24 Year Olds DC Prospect Population (College/Professional Degree) Direct Commissioning OCS – College Seniors/Graduates West Point ROTC OCS – Enlisted Interest Apply for a Nomination OCS Prospect Population: Enlisted Soldiers Willing to Learn More about DC Submit Completed Application Military Science I Qualified (Mental, Medical, Conduct) Obtain Nomination Military Science II Willing to Learn More About OCS Lead Developed/Refined Complete Testing Military Science III Receive Chain of Command Support Appointments Made/Conducted Lateral Entry Await Evaluation/Status LDAC Lateral Entry Submit Application Report as a Cadet OCS Interview Military Science IV Graduate College Board Selection Graduate Receive Commission Receive Commission Pass Medical/Bar Exam OCS Training Receive Commission Officer Training Officer Training Officer Training Receive Commission Officer Training

  37. Target Prospect Population Aware of The Value of Being an Officer Willing to Learn More Officership Path Identification Officership Operational Framework 1 2

  38. Army ROTC SWOT Analysis Strengths Weaknesses • Poor economy/high unemployment rates drive/increase consideration of how to pay for higher education • Scholarships and financial support programs • Offered at more than 1,100 locations/colleges • Unique educational experience incorporating Army training into the college experience, physically active/challenging, camaraderie • Army ROTC leadership training for life, skill training • Major in the subject of your choosing • Flexibility; entry options, lateral vs. progression and service options active vs. reserve vs. guard • Mentorship role of the Cadre provides person on Campus invested in your future • Guaranteed job upon commissioning in the Army, Reserve or National Guard • Alumni Network that goes beyond college • Army Officers commissioned through ROTC possess leadership and management skills valued by private industry • Prospect-centric and segmented advertising • Danger factor – Army is considered the most dangerous of all military branches • Commitment while at college • Inefficient leads processing/follow-up system • Army ROTC recruiting strength insufficient to effect HS penetration • Attrition rates between MS Levels • Lack of connectivity within alumni network • Low levels of Cadre on campus and Cadre turnover rate • Lack of emphasis on USAR and NG Officers • Lack of differentiation between Enlisted service and Officer service • FY11 mission increase • Flash to bang time from enrollment to contracting to commissioning • Decrease in progression model/Increase in LTC • Lack of education around value of being an Army Officer and the ROTC path among influencers, therefore little conversation/support • Lack of differentiation among other military services • Low awareness of ROTC program as a path to Officership among prospects Opportunities Threats • Economic conditions and rising cost of colleges give relevance to: • Financial incentive such as scholarships, stipends, allowances, and bonuses • Stability and guaranteed job out of college • Social, political and cultural conditions on campus • Pending budget cuts for DoD • Officership Program may create confusion or mixed-message received by intended audience • Other “on-campus” options (Air Force, Navy and Marines) • National priorities for monetary resources will place pressure on the Army to be more efficient and effective with programs • Negative coverage of overseas conflicts and other unfavorable Army news accounts

  39. ROTC Access ROTC • Frame(s) of reference: • HS Students planning to attend college • HS Students, college bound qualified (SAL) • College students who are qualified (lateral entry) College Bound 17 – 24 Year Olds College Bound Qualified 17 – 24 Year Olds Prospects who enter during the college school year. Interest Lateral Entry Military Science I Prospects who enter the program via LTC. Military Science II Military Science III LDAC Military Science IV Graduate College Receive Commission Officer Training

  40. ROTC Access ROTC Operational Framework 1 College Bound 17 – 24 Year Olds 2 College Bund Qualified 17 – 24 Year Olds 3 Interest 4 Military Science I Lateral Entry Military Science II Lateral Entry Military Science III LDAC Military Science IV Graduate College Receive Commission Officer Training

  41. AMEDDSWOT Analysis Strengths Weaknesses • Wide variety of Medical educational and practical opportunities • Difference maker for our nation • World class practitioners and innovators in trauma medicine • Solid contributions to medical research • Opportunity to provide worldwide humanitarian aid • Overall compensation package is competitive for many AOCs • Ready patient base • Opportunity to practice medicine/dentistry/nursing that closely aligns with professional values dedicated to patient care • Practice without the hassle of insurance and overhead issues • Education without concerns of tuition and fees • All incentives, pay, and benefits are not consistently emphasized to prospects (Comparison between AMEDD and civilian careers • Responsibilities across marketing, advertising, and recruiting unclear, lacks a clear “Champion” • Limited tracking system for ROI • Recruiter rotations not conducive to developing long term relationships, i.e., HPSP mission and college administrators • Larger role for peer-to-peer involvement not always fulfilled Opportunities Threats • On-going shortage of some key medical professionals (i.e., doctors, nurses) • Negative publicity (such as the media coverage of “stop-loss” and extended/repeated deployments) creates a negative image of Army medicine • Expanding earning disparity • Increased use of employment/recruiting incentives in private industry • Health care recruiters within the civilian sector are very aggressive and prospects are given many options • Medical advocates/COIs willing to talk about the Army experience • Develop/leverage Army expertise in trauma medicine, medical research and humanitarian efforts • Leverage Army health care and employment opportunities • Provide an alternative medical professional and personal life style – focus on patient care/making a difference • Eliminate/reduce the high cost of medical education for some • MAVNI Expansion • Lack of familiarity with Army Medicine and its contributions

  42. Target Prospect Population Aware of Soldier Value/Army Offerings Lead Developed and Refined Willing to Learn More Appointments Made Appointments Conducted Submit Application Pkg Board Approval Oath of Office Orders Received FHP AMEDD Operational Framework RA/USARPracticing Professionals (Physicians, Dentists, Veterinarians, Nurses) 1 2 3 4

  43. Target Prospect Population Aware of Soldier Value/Army Offerings Lead Developed then Refined Willing to Learn More Appointments Made Appointments Conducted Submit Application Pkg Board Approval Oath of Office Orders Received FHP AMEDD Operational Framework for Students(HPSP: Medical, Dental, Veterinary, Optometry and Clinical Psychology)(3rd and 4th year Nursing students) 1 2 3 4

  44. Target Prospect Population Aware of Soldier Value/Army Offerings Lead Developed then Refined Willing to Learn More Appointments Made Appointments Conducted Submit Application Pkg Board Approval Oath of Office Orders Received FHP AMEDD Operational Framework RA/USAR Medical Service Corps and Medical Specialist Corps 1 2 3 4

  45. JAG CorpsSWOT Analysis Strengths Weaknesses • Competitive application/selection process (quality of JAG Officers) • Robust Field Screening Officer Program • Increased number of former Judge Advocates on American Bar Association (ABA) accredited law school faculties (Influencers) • Strong involvement in ABA and minority bar associations • Successful, competitive Summer Internship Program • Loan repayment • Great opportunities in both AC and RC • JAG experience highly valued by private industry/law firms • Distinguish Army JAG Corps from the competition in ways the competition cannot match: Army Officership, immediate experience, leadership, camaraderie and service to our nation • Fewer applicants from top tier law schools • Loss of applicants selected for active duty who are not commissioned due to bar exam and other issues • Inability to compete directly with civilian salaries/compensation • Downward trend in application numbers from 2003-2008, but numbers are increasing in 2009 • Increasing age of RC Judge Advocate applicants • Not enough ethnic diversity • Tracking from lead to contract Threats Opportunities • The Presidential call to service could increase interest • Increasing law school attendance • Distinguish Army JAG Corps from the competition in ways the competition cannot match: Army Officership, immediate experience, leadership, camaraderie and service to our nation • High student debt and relatively low military pay • Competition for top law school students (increases? Why?) Negative media coverage of overseas conflict and deployment concerns • Family members’ negative views of military service, particularly in time of war • Impact of 22.5 weeks of initial entry training requirements on RC Judge Advocates’ civilian careers • JAG experience is highly valued by private industry/firms (retention issue)

  46. Law Students & Professionals Aware of Officer/Army Opportunities Willing to Learn More 1st and 2nd Yr Law Students Only Lead Developed/Refined In-Person Interview Submit Application Internship Application Board Selection Internship Completed Internship Granted Sustainment of Interest Receive Commission Officer Basic JAG Corps Attorney JAG Internship • JAG Corps Frames of Reference • Internship: 1st and 2nd Year Law Students • JAG Corps Attorney: 3rd Year Law Students and Recent Graduates Pass Bar Exam

  47. Law Students & Professionals Aware of Officer/Army Opportunities Willing to Learn More Lead Developed/Refined In-Person Interview Submit Application Board Selection Sustainment of Interest Receive Commission Officer Basic JAG Operational Framework 1 2 3 4 Pass Bar Exam

  48. Chaplain Corps SWOT Analysis Strengths Weaknesses • Retention of chaplains remains high • Potential chaplain recruits embrace sacrificial life • Recruiting has been strong the last two years • Regular Army Chaplain numbers are strong • Great recruiters and support personnel in CRB • The Army's competitive chaplain compensation and benefits • Shortfall of chaplains in Reserve Components • Shortfall of Catholic Priests in all components • Recruiting system is hindered by bureaucracy and traditional thinking in light of transformation • Minimal leveraging of marketing opportunities • Misconceptions exist about what a chaplain does Opportunities Threats • Half of new chaplains have prior service • Leverage existing Soldiers as Prospects • Leadership is new, visionary, and creative; allow them to move against weaknesses and threats • Prospects are older since clergy are often a second career choice • Shortages in religious organizations keep leaders (Bishops and congregations) from releasing people to serve • Chaplains are often leaders of their organizations, and weekends are prime time for their service • Negative stories about religious freedom

  49. Seminary Students & Ordained Willing to Learn More Lead Developed then Refined Appointment Made Appointment Conducted Ecclesiastical Endorse Review Board Floor/Physical Commission Access Chaplain • Frames of reference: • Seminary Students (Catholic/Protestants) • Practicing Clergy (Ordained Priests/Ministers) • Internal Audience • Influencer Audience Aware of Officer Value/Army Opportunities

  50. Seminary Students & Ordained Willing to Learn More Lead Developed then Refined Appointment Made Appointment Conducted Ecclesiastical Endorse Review Board Floor/Physical Commission Access Chaplain Operational Framework 1 2 Aware of Officer Value/Army Opportunities 3 4

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