SAMPLE DRAFT – HANYA UNTUK KEPERLUAN BELAJAR

1. SAMPLE DRAFT – HANYA UNTUK KEPERLUAN BELAJAR Communication (PR & Marketing) Strategic Plan Contoh Universitas Paramadina 2010 - 2011

2. MARKETING & PR Fokuspada BEHAVIOUR • Change the Behavior • Motivate new behavior. • Pegawai makin rajin dan berdedikasi. • Siswa SMU makin suka pada UPM. • Reinforce existing positive behavior, or • Modify negative behavior. • Yang netral kepada UPM jadi kian suka. • Yang menolak masuk UPM atau menjelekkan nama UPM tidak lagi berlaku demikian.

3. Things will be different than before. • Example of changes: • Improved number of students enrollment. • Improved relationships with current students. • Greater employee loyalty of productivity. • Better community relationships. • Active support on issues from opinion leaders. • More confidence in the value of organization’s name. • Ada lagi?

4. 4 Steps PRocess • Situation Analysis: • Defining PR Problems • What is happening now • Strategy • Planning & Programming • What should we do and say, and why? • = Objectives, Strategy; Programs • Implementation • Taking Action & Communicating • How and when do we do and say it • = Resources, Responsibility • Assessment • Evaluating the Program • How did we do? 4 STEPS

5. 1. Situation Analysis • Defining Communication Problems  • Misalkan: • Current image (= reputation) of UPM among stakeholders different with what is expected. • Internal Relations has not been satisfying • Fierce Competition  not merely PR problem • What is happening now  next

6. A. What is Happening Now • Misalkan: Low number of students admission – no selection with lower enrollment (intake)  see B • Lack of good Internal Relations • Wrong (unwanted) images among stakeholders • Citra • Vision & Mission:  see next slides • Gossips: Perkawinanantar-agama, JIL, etc. • Curriculum: does it mach with the Core Values? • Yayasan’s Roles (how?).

7. Visi & Misi • Vision:Universitas, dalam batas-batas jangkauannya, diharapkan sanggup menjawab tantangan perkembangan bangsa pada masa depan yang terus berubah serta mampu memberi sumbangan kepada usaha memperbaiki model pendidikan yang berlaku sambil kemungkinan melahirkan model alternatif, melalui pengembangan universitas sebagai pusat penelitian yang menumbuhkan 'budaya riset' dan menggalakkan aktivitas-aktivitas penelitian profesional yang relevan dengan tantangan pembangunan, penampilan citra kampus sebagai pusat kebudayaan yang membangkitkan sikap kejiwaan yang menopang daya cipta, mengasah kepekaan etika-religius, menyuburkan semangat kemanusiaan, saling pengertian dan toleransi. • Mission: Universitas Paramadina mengembangkan misi untuk membina ilmu-pengetahuan rekayasa dengan kesadaran akhlak mulia demi kebahagiaan bersama seluruh umat manusia, melalui penciptaan lingkungan kampus sebagai pusat ilmu dan budaya, yang memiliki tradisi masyarakat ilmiah yang kreatif dan civitas akademika yang berkepribadian teguh dan sikap yang menjunjung tinggi kebebasan mimbar akademik.

8. Tujuan Masih sama? • Menghasilkan lulusan yang memiliki kedalaman iman, kepekaan nurani, ketajaman nalar, kecakapan berkarya, keluasan wawasan dan kemandirian jiwa.

9. B. Misal: JumlahMahasiswaBaruRendah – Related Factors? • Pricing: apa masalah yang ada? Misalkan, nanti penyelesaiannya adalah menyamaratakan jumlahbiaya yang sama utk semua jurusan. • Timing: waktu & periode Penerimaan Mahasiswa Baru: advance and exact schedule will be better for students candidates  management/academic related. Dua Gelombang (Ganjil & Genap)? • Less Information  orang tua ingin tahu detail. Bahkan tentang rincian biaya (berapa untuk uang apa, fasilitas apa saja yang ada, mengapa perlu biaya, dll). • Competitor: compare with Al-Azhar, LSPR (Kom), Uni lainnya (juga PTN); as well as with Malaysian universities. • Fasilitas yang minim: students/parents akan bertanya apa yang ada di universitas; bagaimana bila dibandingkan dengan PT lain?  it’s not PR related, but management issue. • SDM dapat lebih libatkan studentsdalam PMB  terkait juga dengan jurusan masing-masing.

10. Expected Views Boutique/City University with friendly & moderate religious environment, that produce ethical future Indonesian leaders and entrepreneurs. Current Views Cak Nur Artist Pesta (Party Madina) JIL Kawin antar agama Ujian hanya formalitas Expected and Current Views

11. Assessment of Views

12. Assessment of Views • Desired views terlalu muluk be realistic. • Notes and Develop the potentials: • Hubungan erat antara-students dan antara students dengan alumni. • Lokasi strategis •  Aksesabilitas untuk magang, other duties, lab/praktek/course work. •  Menjadikan waktu lebih senggang karena lokasi dekat kemana-mana dan tidak kena macet, sehingga mahasiswa dapat menjadi lebih produktif dan waktunya dapat digunakan untuk membaca di library, diskusi, dll. • Untuk leadership dan entrepreneurship: mesti ada fakta-fakta yang menunjang klaim tersebut.  Dapat dilakukan dengan cara : • Leadership : curriculum, training di industry, extra curricular (PLC) • Entrepreneurship : curriculum, training + special project, extra curricular. (Business Day, Apprenticeship, Mentoring, Seminar) • Keduanya bersinggungan dengan aksesabilitas. Karena lokasi UPM mensupport kedua hal tersebut.

13. Our Public – Target Market • Who they are • Why they are important to UPM? • What views do we want this audience to have of it? • What Media they use or trust most?

14. UPM key target audiences • Current students • Parents : current students, candidates + families • High school students - Jabodetabek • High school teachers • Internal Employees : • * Academic, • * Non academic • Alumni • Courses places/centers • Media • Employers + friends in the companies • Paramadina Foundation • Diknas (government) • Neighborhood • Donor/Sponsor • Students at other Universities • Others

15. Why They Are Important? • Can bring IMPACT on the number of students enrollment. • Internal: • Academics: teaching quality and acceptance of students  quality • Non-A (Supports): lecturers, students satisfactions  quality • Could be advocates in promoting our reputation through various ways. • Media can also increase awareness (besides reputation). • Employers can also increase our reputation. • Others

16. What views do we want this audience to have of it? What kind of relationship do we want to have with them? • “Sales”  they are our “customers” • We want them to enroll; • Supporters/ advocates: • Say good things about us • Voting for our academy (regulations etc). • Give fund, donation • Help us – becoming our ‘friends’

17. What issues and appeals are important to this audience? • We don’t know exactly. • Need to do some (more) researches.  see next slide. • Assumptions (is it true, or is it speculation?) : • It is a moderate Islamic academy • It gives pride to students • Strategic location  what about parking space? • It provides fast track to become graduates  competitors? • Have good quality of teaching methods and reputable lecturers. • Reasonable fees (?) • Others?

18. MEDIAwhich media does this audience use and trust the most? • Words of mouth : gossip, friends, parents + families, teachers + guest lecturers • Mass Media • TV : AnTV, TransTV + Trans7, RCTI, SCTV • Radio : Prambors, I-Radio, Trax FM, Mustang • Printed: • Koran : Kompas, Sindo, Media Indonesia, Republika • Majalah Keluarga : Gadis, Tempo, Gatra, Femina, Nova • Majalah Pribadi : Gadis, Hai, Aneka, Cosmo Girl, Gaul, Otomotif, Go Girl • Net : Website UPM, Friendster

19. Requirementsfor Building Relationships Who are our customers? What do customers value? What do they want to buy? How do they prefer to interact? In case we want to use Marketing Approach in the Relationship Building

20. Who are our customers? • Current students • Parents : current students, candidates + families • High school students - Jabodetabek • High school teachers • Internal Employees : • Academic, • Non academic • Alumni • Courses places/centers • Media • Employers + friends in the companies • Paramadina Foundation

21. What do customers value? • We don’t know exactly. • Need to do some (more) researches. • Assumptions : • A moderate Islamic academy in strategic location that gives pride to students and provides fast track to become graduates with good quality of teaching methods and reputable lecturers. • What about other values such as: • Leadership? • Entrepreneurship? • Etc?

22. What do they want to buy? • We don’t know exactly. • Assumptions: • Modern university with good quality of teaching methods • Reputable lecturers. • Good facilities • Make them proud • Strategic location  what about parking space? • Fast track programs • No price sensitive.

23. How do they prefer to interact? • We don’t know exactly • Assumed: • High touch contact • Personalized (e.g.: not by generic mail) • Other ways?

24. 2. Strategy • Planning & Programming • What should we do and say, and why? • = Objectives, Strategy; Programs

25. See Next Slides for More “TOWS’ Analysis

26. Threats • Adanya Universitas lain yang head to head dgn UPM dg fasilitas yg lbh baik dan biaya lbh murah (Al-Azhar). • PTN membuka program extension atau jalur khusus dgn program yg menarik. • Adanya PT yg memberikan jaminan kerja bagi lulusannya. • Adanya PT yg lebih menarik bg calon mahasiswa misalnya program aliansi (kjsm) dg PT asing; dg pengajar asing. • Ada bbrp PT yang punya jurusan khusus yg punya nama baik (misal LSPR)

27. Opportunities • Peluang membuka kelas karyawan (extension). • Adanya peluang kjsm dg PT dalam dan luar negeri dalam jurusan tertentu. • Adanya peluang memberi beasiswa (fellowships, endowment). • Banyak orang kaya yg ingin anaknya sekolah di PT berkualitas di luar negeri tapi berat melepas anak pergi/belajar di luar negeri. • Peluang kerjasama dg lembaga pemerintah /swasta bagi peningkatan mutu jurusan.

28. Weaknesses • Resistance to change tinggi. • Service dlm bidang supporting yang kurang. • Acuan corporate rules & regulations yg membuka peluang utk miss-communications (membingungkan). Misal: SDM. • Fasilitas utk proses belajar-mengajar kurang. • IT system belum bisa diandalkan. • Kurikulum kurang banyak praktek. • Extra kurikuler kurang berkembang. • Dosen praktisi kurang. • Adanya image yang kurang menguntungkan.

29. Strengths • Lokasi strategis • Nama baik Paramadina. • Ada tenaga handal dan dedicated • Environment yang cukup friendly. • Biaya kuliah cukup terjangkau. • Lainnya?

30. More on Current Situation • Di samping adanya resistance to change, ada tenaga yang handal dan penuh dedikasi sejak awal berdirinya UPM. • Terdapat beberapa tokoh (khususnya alm. Nurcholish Madjid) yang namanya dikenal luas, sehingga dulu sempat memudahkan perolehan mahasiswa. • Beberapa asumsi yang tidak valid lagi: • Bahwa UPM hanya tergantung pada satu-dua orang tokoh. • Beberapa asumsi salah yang ingin diterpa: • Universitas tempat pesta dan artis • Universitas yang mutunya rendah • Tempat pernikahan antar-agama • Dimiliki atau mendukung gerakaan tertentu (seperti JIL, atau lainnya). Syafiq Basri A

31. What Should We Say and Do?(Which ‘message themes’ will have the greatest impact on this audience?) • Yang berkaitan dengan : • lokasi, • waktu luang, • aksesabilitas, • nama/image, • moderate, • Future: • link dengan industri/services, • link dgn tempat praktek kerja, • pelatihan praktis, • apprenticeship, • mentoring, • kurikulum.

32. Message themes • Lokasi mudah dijangkau: • Accessibilities ke institusi swasta dan pemerintahan • Lokasi kampus di pusat bisnis & pemerintahan -- mudah diakses dari segala arah • Lebih banyak waktu  untuk hal produktif, tidak terjebak macet • Waktu luang: untuk membaca di perpustakaan atau diskusi (daripada rmacet) • Singkat: Jarak antara kampus - ke tempat magang / praktek • Akses mudah ke berbagai fasilitas pendukung kegiatan perkuliahan (toko buku, digital printing, photo studio, dll” • Kampus yang menjunjung pertukaran ide, ilmu dan informasi yang universal, moderate dan mencerahkan. • Kampus yang menjunjung tinggi nilai-nilai keislaman yang moderate dalam proses kegiatan belajar mengajarnya. • Kemampuan untuk mengikuti perubahan dan memenuhi kompetensi yang dibutuhkan oleh dunia industri.

33. Message themes (2) • Kami terus berusaha untuk meningkatkan kerjasama dengan dunia usaha untuk program pemagangan/praktek kerja lapangan (industrial relations). • Training for Paramadina University students, to develop their skills in leadership and entrepreneurship) • Tempat (pusat) pelatihan yang dapat membekali putra-putri anda menuju dunia kerja. • Mengembangkan system mentoring/pembimbing yang mensupport mahasiswa dalam membangun network dan sharing pengalaman guna menyiapkan mereka menjadi entrepreneurs (Dual tracks ?) • Kurikulum yang seimbang antara teori dan praktek.

34. UPM STRATEGY = war with Competition • Our Strategy is about war with the competition. • Who are our competitors? • UPH • Al-Azhar • LSPR • Trisakti • Others

35. OBJECTIVES - MEASURABLE • Increase awareness among High School students in Jabodetabek by 10 % in one year. *) • Increase number of students admission by 20 % in one year – misal from 1000 (2010) to 1200 in 2011. *) • Increase satisfactions among current students on services (academic & supports) by 10 % in one year. *) • Reduce Resistance of Change among internal employees by 20 % in one year. • *) Angka-angka di atas masih dalam perkiraan – belum menjadi sebuah ‘real target’.

36. Programs • Campaign (Crash) programs • Main & Continuous programs: • Internal: • Employee of the year • Lecturer of the year • Trainings: service of excellence; team building. • Etc. • Other: • Triangle Students-Lecturers-Admin • Etc  see next slides

37. Campaign programs • High School Campaign certain High Schools in Jabodetabek • High School Campaign in Java and Sumatera. • Moslem Economics Development Workshops – keliling berbagai daerah pesisir – working between Santri & Saudagar. •  Continue if successful.

38. Main & Continuous Programs • Internal: • Best Employees and Best Lecturers • Internal publications • Trainings: service of excellence; team building, etc. • Coffee Morning • Other Programs: • See next slides

39. A. Internal programs • Employee of the year • Lecturer of the year • Internal Publications. • Trainings: service of excellence; team building, etc. • Regular Quality Coffee Morning

40. B. Other Programs • Test of Vision & Mission  Is it realistic, implementable, etc. • HUT UPM – yearly program • Triangle Program: Students-Lecturers-Admin (need to discuss) • Open Houses: inviting various stakeholders • Media Relations: • Meet the Press – regularly • Regular Press Releases • Debat di TV – Fak.Filsafat & Agama • Other initiatives? • Community & Students Relations: • Periodic Publications/Competitions for SMU Students • Iedul Fitri • Iedul Adha • Lainnya

41. 3. Implementation • Taking Action & Communicating • How and when do we do and say it • = Resources, Responsibility • Budget = MisalnyaRp. 3 milyar •  See separate broadsheet form (excel)

42. Supports from Management • Resources: • Better Facilities: building, IT, Library, etc. • Sufficient Fund for M-PR Programs. • Commitment, Good will – Strong Support from Management and All Parties inside.  Penting:PR-ship is not only for M-PR Department, but it’s everybody’s role in the organization. • Coordination. • Others.

43. 4. Assessment • Evaluating the Program • Do research at the beginning of programs • Do another research 1 (one) year after  with continuous monitoring every quarter. • Will see how do we do after monitoring & evaluation: • January 2010 • January 2011(with new budget)