CQ Market Plan

Running Heading: CQuni Marketing

Central Queensland University Marketing Plan report

By:

XXXXX

University

Date

CQuni Marketing Plan 2

1. Executive Summary

This report examines 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.

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Tables of Contents

1. Executive Summary .................................................................................................................... 2

2. Background ................................................................................................................................. 5

3. Higher Education and Vocational Training Market and Demand Assessment ......................... 5

3. 1 Segment and Target Market Analysis ...................................................................................... 6

3.2 Nationality targeting ................................................................................................................. 7

4.0 PEST analysis ........................................................................................................................... 8

4.1 Political factors ............................................................................................................. 8

4.2 Economic factors .......................................................................................................... 8

4.3 Social factors ................................................................................................................. 8

4.4 Technical factors ........................................................................................................... 9

5.0 Competition analysis ................................................................................................................. 9

5.1 Comparing CQuni with James Cook University and University of Queensland.......... 9

5.2 Competitors’ promotion marketing analysis ............................................................... 10

5.3 Overall comparison ..................................................................................................... 10

6.0 SWOT analysis ....................................................................................................................... 11

6.1 Strengths ..................................................................................................................... 11

6.2 Weaknesses ................................................................................................................. 11

6.3 Opportunities............................................................................................................... 11

6.4 Threats......................................................................................................................... 12

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7. 0 Value and Brand positioning analysis.................................................................................... 12

8.0 Marketing aims and promotional objectives for 2018 ............................................................ 12

9. 0 Marketing mix strategies........................................................................................................ 13

9.1 Product ........................................................................................................................ 13

9.2 Price ............................................................................................................................ 14

9.3 Place ............................................................................................................................ 14

9.4 Promotion .................................................................................................................... 15

10.0 Competitive strategies ........................................................................................................... 15

11.0 Media and budget allocation for 2018 .................................................................................. 16

12.0 Expected Outcomes .............................................................................................................. 17

13.0 Conclusion ............................................................................................................................ 17

14. 0 References ............................................................................................................................ 19

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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, educational

organizations 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 and vocal training 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 ranging such

as face to face, online programs as well as distance learning.

3. Higher Education and Vocational Training Market and Demand Assessment

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 rose by 10%. Accordingly, the survey indicated that Australia learning and

living experience is more satisfying for international students in comparison with other

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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 Austria. 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 Segment and Target Market Analysis

CQuni will focus on enhancing promotion and enrolment of international students

pursuing higher education and research degrees. The target age group will be 20 to 24 years for

higher studies and 25 to 29 years for research/scholar programs. According to Australian

Department of Education and Training research data (2015), the number of international students

increased by 10.4% between 2013 and 2014 period. Higher education, vocational training, and

English Language Intensive Courses for Overseas Students (ELICOS) recorded the highest

growth with 8.9%, 11.2%, and 20.0% respectively. The students originated from 191 countries

across the globe with China, India and Vietnam recording the highest numbers.

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Accordingly, the research statistics indicates that 7 out of the top 10 nationalities are

coming to Australia for higher education. CQuni will seek to increase the enrollment of higher

education international students by 10-15% through marketing its 300 courses. Also, CQuni will

enhance the marketing of vocational training courses on international students. Currently, these

courses consist of 21% of students. CQuni will seek to raise the number by 20% through

promoting Vocation training courses to the top ten nationalities.

3.2 Nationality targeting

On nationalities, CQuni 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.

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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

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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.

5.0 Competition 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.

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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,

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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

CQuni Marketing Plan 12

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:

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 To increase international students enrollment for higher education from Thailand and

Korea by 10%.

 To design and promote courses mainly targeting female students from India. 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

CQuni Marketing Plan 14

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.

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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

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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.

11.0 Media 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

$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.

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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

strategically places CQuni in a good position of reaping from the growing Australian education

demand. Through differentiation and competitive pricing strategies, CQuni is expecting to gain

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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.

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14. 0 References

Australianuniversities.com.au (2017). List of Universities. Retrieved from

australianuniversities.com.au: http://www.australianuniversities.com.au/directory/list-of-

universities-by- size/

Chartered Institute of marketing (2009). How to achieve an effective marketing mix. Retrieved

from: http://www.cim.co.uk/files/marketingmix.pdf

Dirisu, J. I., Iyiola, O., & Ibidunni, O. S. (2013). Product differentiation: A tool of competitive

advantage and optimal organizational performance (A study of Unilever Nigeria PLC).

European Scientific Journal, ESJ, 9(34).

Economist.com. (2016). Brains without borders. Retrieved from

http://www.economist.com/news/international/21689540-australia- and-canada- seek-

attract-more- foreign-students- america-and- britain-could

Edwards, D., & Radloff, A. (2013). Higher education enrolment growth, change and the role of

private HEPs.

Ehmke, C., Fulton, J., & Lusk, J. (2005). Marketing's Four P's: First Steps for New

Entrepreneurs. Purdue University, Purdue Extension.

Internationaleducation.gov.au (2017). Research papers and reports. Retrieved from:

https://internationaleducation.gov.au/research/research-

papers/pages/research%20papers.aspx

Kotler, P., & Keller, K. L. (2006). Marketing management 12e. New Jersey.

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Universitiesaustralia.edu.au (2016). University enrolment growth remains stable: latest data.

Retrieved from: https://www.universitiesaustralia.edu.au/Media-and-Events/media-

releases/University-enrolment-growth-remains-stable--latest-data#.WRmALTjcAjo

Wu, G., Hu, X., & Wu, Y. (2010). Effects of perceived interactivity, perceived web assurance

and disposition to trust on initial online trust. Journal of Computer

‐

Mediated

Communication, 16(1), 1-26.

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