In 2004, the University of Denver (DU) neared the end of an extraordinary multi-year building and renovation campaign that had transformed the face of the campus, strengthened academic programs, and was helping DU attract the most intellectually serious young women and men. That year, admission staff at the medium-sized university worked towards a strategic goal to increase applications, particularly from high-achieving students.

To reach that goal, says Tom Willoughby, Vice Chancellor for Enrollment, DU decided to revamp its marketing publications for student recruitment, which hadn't kept pace with DU's rising excellence in academic opportunities and facilities. "The university was well-positioned to go to the next level as a premier private university, but we needed help telling our story in a more compelling, authentic way," he recalls.

Having worked with The Lawlor Group in the past, Willoughby knew he wanted to retain the Minneapolis firm to help the university reach its peak level of performance. "I appreciated from the past the working relationship Lawlor creates with their clients," he says, "and I was familiar with their standard of excellence in preparing marketing communications."

Lawlor's standard of excellence stems in part from its commitment to a thorough research and needs assessment process. Before formulating creative strategies, the Lawlor team designed and facilitated an investigation that helped it gain an understanding of DU and the messages the university needed and wanted to convey to prospective students. During site visits, Lawlor facilitated informal focus groups with students, faculty, alumni and administrators, did qualitative surveys, and conducted individual interviews with key stakeholders.

"The Lawlor Group provided an incredible document of observations and conclusions from their initial visits," says Willoughby, "even though we were just asking them to consider designing and producing print publications. They pointed out to us inconsistent sensory cues that they were picking up when they visited the campus."

To ensure that the new print pieces would accurately reflect DU's brand, Lawlor worked closely with the university's Office of Communications and Marketing, examining findings from a recent branding process and incorporating them into subsequent creative strategies.

Those creative strategies, in which Lawlor suggested increased emphasis on the university's academic offerings, were greeted enthusiastically by staff. The proposed publications embodied key messages shared by the university's other marketing communications, such as the Web site and other print pieces, and the creative direction for the photography and copy was strategic and on brand.

"The Lawlor Group did a lot of homework and got it right," says former Chancellor Dan Ritchie. "We never before captured the essence of who we are and what makes us what we are."

After a year of providing the new publications to prospective students, as well as reaching out earlier in the college search process to them, Willoughby reported that the university had achieved new heights by accomplishing its goal for admissions. In the fall of 2006, DU received more applications than ever—over 5,800—an increase of 13 percent from the fall of 2005 and a 29 percent increase from the fall of 2004. Most important, Willoughby says, the university saw an increase in the academic profile of students who apply to DU. From 2005 to 2006, the average GPA of admitted students rose from 3.57 to 3.58 and the average SAT score for admitted students increased from 1165 to 1182. "There is no question that the publications are creating tremendous visibility for us with the audience we are interested in attracting," remarks Willoughby, who added that the university recently has had to cap enrollment.

Administrators say they benefited greatly from the Lawlor team's help with marketing efforts even after the publications were completed. Todd Rinehart, Assistant Vice Chancellor for Enrollment and Director of Admission, says Lawlor's participation in a staff retreat helped admission personnel find practical ways to work DU's brand into their conversations with prospective students. "Now we make sure that no matter where prospective students are meeting with a DU representative," says Rinehart, "whether it's on campus or at a fair, they're all going to hear the same messages."

Moreover, Lawlor helped staff understand how the physical presentation of the campus—consistently good signage and clean, professional spaces—could help reflect DU's brand attributes of excellence and innovation. Says Ritchie:

"Lawlor's greatest strength is their experience. They know what works and what doesn't work in college admissions." Lawlor's own peak performance—in meeting DU's unique needs for strategic brand management and integrated marketing communications—is one of the main reasons DU continues to work with The Lawlor Group. (DU recently asked Lawlor to produce several more publications.) But, Willoughby observes, the working relationship Lawlor has established with DU staff is just as important. "Working with them is fun and rewarding," he admits. "I really get the sense that they are just as much a part of our team as the people employed at the university. They've become raving fans of this place. The Lawlor Group's work has exceeded our expectations."

Published in 2007. 

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