IMC Plan

MARKETING COMMUNICATION PLAN
ERIC ZARAGOZA & VICTORIA SITTERLEY
DECEMBER 2015
For the Property Managementand RealEstate Concentration

TABLE OF CONTENTS
CONTENTS
Executive Summary ___________________________________________________________ 1
Background _________________________________________________________________ 2
Situation Analysis_____________________________________________________________ 2
SWOT Analysis ______________________________________________________________ 3
Core Problem________________________________________________________________ 5
Objective ___________________________________________________________________ 5
TargetAudience Analysis _______________________________________________________ 6
Message____________________________________________________________________ 7
Strategies and tactics __________________________________________________________ 8
Recommendation ____________________________________________________________ 10
Conclusion_________________________________________________________________ 10
References_________________________________________________________________ 11
Appendix A ________________________________________________________________ 12
Appendix B ______________________________________________________________________ 14

MARKETING COMMUNCATION PLAN: PROPERTY
MANAGEMENT AND REAL ESTATE CONCENTRATION
Page 1
EXECUTIVE SUMMARY
Our group was tasked with analyzing the current marketing efforts of CBPP’s Property
Management and Real Estate concentration, and providing feedback for improvements given the
current industry and program conditions, the desired target market, and a specific goal.
This marketing plan attempts to give a brief breakdown of these elements in the given order and
will conclude with a list of strategies, tactics, and additional recommendations for improving the
program’s presence within CBPP and on social media.
The following is an outline of the plan and what the reader can expect to glean from each section:
I. BACKGROUND
- A synthesis of research providing background information on the industry, external
environment, program, and current trends. Includes initial identification of target
market
II. SITUATION ANALYSIS
- First, a statement of the current program situation. Second, a description of the
current challenge and the key to overcoming it.
III. SWOT ANALYSIS
- A list of current strengths, weaknesses, opportunities, and threats. This is concluded
with a table summarizing our findings.
IV. CORE PROBLEM
- A one-sentence statement of our main challenge, including potential consequences
if it is not resolved.
V. OBJECTIVE
- A one-sentence statement of the objective that results from the resolution of our
core problem.
VI. AUDIENCE ANALYSIS
- A breakdown of our target market: Millennials. Includes statistics and values.
VII. MESSAGE
- Our suggested public-specific appeal to our market’s self-interests. Includes
taglines.
VIII. STRATEGIES AND TACTICS
- Here we list three strategies to improve our social media presence and steps for how
these strategies can be implemented.
IX. RECOMMENDATIONS
- Three additional recommendations not necessarily related to the social media
campaign to further improve marketing efforts
X. CONCLUSION, REFERENCES AND APPENDICES
- A brief summary of our findings, list of references, and additional information

Page 2
BACKGROUND
According to the Institute for Real Estate Management (IREM), Property and real estate
management encompasses “the administration, operation, marketing, maintenance, and financial
oversight of real property in order to achieve the objectives of the property owner” (2015, Real
estate management section, para 2). Property management represents a global industry worth
$58billion, projected to grow at 2.1% per annum for the next 5 years, and 12% between 2012 and
2022 (IBISWorld, 2015, Industry statistics % market size section, para. 1; Bureau of Labor
Statistics, 2014, Job Outlook section, para. 1). This job sector has been historically resistant to
economic downturns, and supports 154,404 dedicated firms in the U.S. alone (Hirsh, 2013, $55.1B
Projected for 2013 section, para 3). Surprisingly, education and certification in property
management and real estate remains unfulfilled across the nation, creating demand both locally and
abroad [See Appendix A for position and pay information]. Significantly, according to the CBPP
website, “The few comparable academic programs around the country report career placement near
100%” (2015, Weidner Property Management and Real Estate Program at CBPP section, para 3).
We believe that current and potential CBPP Management students can be persuaded to engage in
the Property Management and Real Estate (PMRE) concentration at UAA because it provides the
experience, education, and skills needed “to hit the ground running and transition quickly into a
committed and productive member” of a PMRE team (UAA, 2015, Weidner Property Management
and Real Estate Program at CBPP section, para. 4).
SITUATION ANALYSIS
UAA’s Property Management and Real Estate program was influenced from the outside-in.
Weidner approached UAA and requested the program at their expense, so it was added to CBPP’s
BBA in Management as a concentration (Fields, September 16, 2015, personal communication).
This four-year degree offers “dedicated curriculum focused on the management of real estate
assets” (UAA, 2015, Weidner Property Management and Real Estate Program at CBPP section,
para 1). In addition, students have the opportunity to participate in job shadows, paid internships,
local industry events, and education that provides the basis for multiple industry designation (UAA,
2015, Weidner Property Management and Real Estate Program at CBPP section, para 3). As was
mentioned, career placement is very high: “Students report receiving offers, usually prior to
graduation, for positions with competitive salaries; retirement and health benefits; and most
importantly, opportunities for structured growth and promotion” (UAA, 2015, Weidner Property
Management and Real Estate Program at CBPP section, para 4). Notably, our program is also
certified by and partnered with IREM, the NAA, NAAEI, and BOMA.
However, this program’s impressive strength is inhibited most strongly by its youth. Not only is this
program new to UAA, it is unique within the state of Alaska. Knowledge of what this program is,
what it offers, and how it can benefit students’ careers is not widely recognized. The marketing

Page 3
tools currently being utilized to entice students on campus are on the right track, but the content on
social media can be improved upon. Significant to our success will be our ability to articulate to our
students how they will be equipped with highly-applicable skills via real-life examples and
opportunities in the PMRE field provided by our program. Failure to do so in a way our target
market will respond to positively could see marketing efforts amount to wasted time and resources.
Nevertheless, our team is impressed with our client’s current efforts and we are confident that
Professor Fields and his club will think through their activities thoroughly with excellent outcomes.
SWOT ANALYSIS
STRENGTHS
1) This is a stable, locally unique concentration. Funding from Weidner means this concentration
is not likely to be cut anytime soon, and will continue to grow given student engagement. It is
also the only school locally that offers this program or one like it (Fields, 2015, Personal
communication).
2) Class requirements can fulfill state certification requirements as well. Upper Division elective
“Real Estate Principles” gives you all the training you need for your state of Alaska property
management license (Fields, 2015, Personal communication). Additionally, students can waive
the education requirements for three additional designations: NALP, CAM, and CPM.
3) This concentration is well-supported and well-influenced by local businesses in the industry. A
board of 15 directors (representatives from 15 companies) hold an event called Real
Connections which allow PM/RE students to present themselves and get interviewed by the
board. This often leads to internships or jobs in the PM/RE field. UAA also holds connections
with IREM, NAA, and BOMA (UAA2, 2015, Weidner property management and real estate
program at CBPP section, para 3).
4) The program is using core Management curriculum to get in the minds of new Management
students. The Intro to Property Management class is required for all Management Majors
(Fields, 2015, Personal communication).
WEAKNESSES
1) The Property Management and Real Estate Club may want to rethink their use of Facebook to
prevent wasted effort. There are currently only 36 students in the degree program and only 54
people following their Facebook page. The general lack of knowledge, participation in, and
publicity of this major and subsequently this student group may benefit through cross-posting
on the CBPP main page or to another social media platform all together.
2) The PMRE program runs the risk of looking unimpressive in terms of classes. The PMRE
program sits at or just below (depending on criteria) the average number of PMRE-specific
classes between 11 different Universities. This is a relatively rare concentration, but rarity will
not be enough to hook students if other universities are much better established with higher

Page 4
quality and more diverse options. For example, six of the other universities with similar
degrees offer programs that extend beyond the undergraduate level.
OPPORTUNITIES
1) PMRE skills are in high demand outside of Alaska. According to Professor Fields, most people
end up “falling into” knowledge and application of PMRE in the business world because of
how prevalent it is. If students come to Alaska to get this degree, they will be marketable
anywhere they choose to go. Marketing this fact to incoming students could take the form of
showcasing the beauty of Alaska as an attractive experience/benefit of choosing UAA’s
program, but one that doesn’t tie you down to Alaska’s remoteness (Fields, 2015, Personal
communication).
2) PMRE skills are particularly valuable for students who wish to stay in Alaska as well. In
Anchorage, 40% of people rent, which is above the national average (U.S. Census Bureau,2015,
People QuickFacts section, line 25). UAA PMRE students are essentially guaranteed jobs even if
they stay in AK, which is rare. They can also benefit more directly from in-state internships
they receive during their study here (Fields, 2015, Personal communication).
3) The UAA PMRE degree could appeal to a greater number of students by marketing its unique
flexibility. At UAA the degree still reads as “Business Management”. It is only on the
transcripts that it becomes obvious what the concentration is. So from a documentable
standpoint and an education standpoint, students who want the specialized knowledge in PMRE
will not be lacking in their knowledge of or credentials for general management
THREATS
1) The definition and application of “Property Management” is not well understood. Students
aren’t exactly sure what “Property Management and Real Estate” encompasses, so they may be
quick to dismiss it as an option for a more clear-cut and well-understood major (Fields, 2015,
Personal communication).
2) There are prevailing misconceptions about the degree itself. According to Professor Fields,
there are issues with students not knowing it is a four-year degree (which it is) and believing the
program is run by Weidner (which it isn’t). Additionally, students worry that the concentration
would pigeon-hole them into a property management or real estate-type job (which it won’t)
(Fields, 2015, Personal communication).
3) The smallness of degree participation and newness of the program may make UAA’s PM/RE
concentration look unpopular or non-competitive in the face of more robust programs in
schools like the University of North Texas, the University of Wisconsin – Stout, and Ball State
University.

Page 5
Strengths
 This is a stable, locally unique
concentration.
 Class requirements can fulfill state
certification requirements as well.
 This concentration is well-supported and
well-influenced by local businesses in the
industry.
 The program is using core Management
curriculum to get in the minds of new
Management students.
Weaknesses
 The Property Management and RealEstate
Club may want to rethink their use of
Facebook to prevent wasted effort.
 The PMRE program runs the risk of looking
unimpressive in terms of classes.
Opportunities
 PMRE skills are in high demand outside of
Alaska.
 PMRE skills are particularly valuable for
students who wish to stay in Alaska as
well.
 The UAA PMRE degree could appeal to a
greater number of students by marketing its
unique flexibility.
Threats
 The definition and application of “Property
Management” is not well understood.
 There are prevailing misconceptions about
the degree itself.
 The smallness of degree participation and
newness of the program may make UAA’s
PM/RE concentration look unpopular or
non-competitive in the face of more robust
programs.
CORE PROBLEM
Both this concentration and the associated industry are highly misunderstood and under-
marketed, which, if left unaddressed, will result in under-enrollment in the program, under-
utilization of the opportunities and benefits the concentration provides, and potentially
understaffing in Alaska’s Property Management industry.
OBJECTIVE
To generate awareness of the concentration and of career opportunities in Property Management
and Real Estate primarily within Alaska in such a way as to incentivize Management students to
involve themselves with the concentration.

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TARGET AUDIENCE ANALYSIS
Our target audience includes current and potential Management students at UAA through CBPP,
with a preference for students with freshman or sophomore standing. This particular subset of
students are those who can most smoothly transition into the Property Management and Real Estate
concentration, as their majority enrollment is mostly likely to be in Management and Business
GERs rather than upper division courses. We should also take into consideration the following
demographic information.
Although CBPP is fairly diverse, the Spring 2015 close undergrad statistics reveal that the most
frequently occurring demographics for race, age, class standing, and origin are:
 White (51.63%)
 20-24 years old (40.82%)
 Senior standing (38.67%)
 In State (88.15%) (UAA2, College of Business & Public Policy section, para. 2, 5, 6, 7).
Additionally, the Fall 2015 semester gender demographics for the Management major are:
 Female: 57.31%
 Male: 42.69% (Berg, 2015, personal communication)
As per this data, our typical student falls into the category of Generation Y, or “Millennials”.
According to Pelet and Lecat, Generation Y is “technically literate and continually wired, plugged in
and connected to digitally streaming information entertainment and contacts. It has mastered the
technology in such a way that multitasking is a habit that carries into the workplace” (2014, Who is
a member of Gen-Y? section, para. 2). That is, they spend a ton of time online, often through the
medium of mobile smart phones.
For female millennials, social media is the number-one way they stay connected. A study conducted
by SheSpeaks Inc. found that while women of all ages visit Facebook at least once a week, Millennia ls
are more active on Pinterest (68%), Twitter (64%), YouTube (60%) and Instagram (57%) (2014, para.
10,11) [See Appendix B for Social Media Demographics Infographic] Whether mobile, tablet, or pc,
social media is no longer a simple, opt-in commodity. For Millennials, it is a lifestyle that is not only
shaped by the participant’s behavior, but heavily influences it as well. We believe it bears repeating
that our success will hinge upon our ability to articulate to our millennial students how they will be
equipped with highly-applicable skills through real-life examples and opportunities in the Property
Management and Real Estate field provided by our program.
“Millennials can be defined both by their strongly held values and their strong intention to live by
them. Generation Y is passionate about making a difference in the world. This is a common thread
through dozens of values studies conducted globally” (Millennial Marketing, 2010, para. 6).
According to this same study by Millennial Marketing, these values include:

Page 7
● Family, personal connection, and loyalty
● Genuinity, with a repulsion for the phony
● Optimism, and the belief in the possibility of change
● Advocation for the environment and social justice
● Tolerance, diversity, teamwork, and balance
● Seeking spirituality and the possibility of the divine (2010, para. 4)
We need to ensure our marketing efforts align themselves with these values.
MESSAGE
We want budding management students to know that regardless of what career they pursue after
college, having the skills, knowledge, and certifications provided by the Property Management and
Real Estate concentration are highly valuable in any workplace. This degree can go anywhere as a
simple Management degree or could guarantee them a job in a growing industry, particularly here
in Alaska.
Taglines include: Manage Alaska’s Future (alternative: Managing Alaska’s Future)
Own it, Don’t be Owned by It

Page 8
STRATEGIES AND TACTICS
After examining the concentration’s presence around campus and online, our group has concluded
that the following three (3) strategies will strengthen the concentration’s presence and improve its
image on social media, in particular on Facebook and Instagram:
 STRATEGY: Get the program and its career benefits on students’radar who are not
already involved, knowledgeable, or interested yet.
 TACTIC:
 What is your communication channel? Facebook
 How will you communicate? Creating mixed-media posts (images and words,
most likely) that promote the benefits of joining the program. Can include career
placement statistics, alluring industry size/growth statistics, certification
information, etc.
 Who is responsible for communicating? The Property Management and Real
Estate club, to whomever is going to post this information (preferably to the CBPP
main page).
 What is the required timeline? (i.e., When do you start communicating?)
Should focus more heavily on these types of posts: 1) At least one month prior to a
new school year to catch the eye of incoming students, 2) At the beginning of the
month of registration for Spring and Summer semesters, when students are most
heavily considering their future.
 TACTIC:
 What is your communication channel? Instagram
 How will you communicate? Informational and/or eye-catching images,
infographics,
Estate club, preferably to a Project Management and Real Estate-only Instagram
account
 What is the required timeline? (i.e., When do you start communicating?) The
same as with tactic 1, both by cross-posting images from Facebook and making
some Instagram-specific ones.
 STRATEGY: Utilize hashtags and slogans that will give the concentration a more
tangible position in students’’minds and make them easier to track on social media
 TACTIC:
 What is your communication channel? Facebook and Instagram
 How will you communicate? Adding the hashtags #WPMRE, #PMRE, and #CBPP
to posts as they are relevant or necessary

Page 9
main page).
 What is the required timeline? (i.e., When do you start communicating?) Each
post should be individually assessed for the appropriateness of these hashtags
 TACTIC:
 What is your communication channel? Facebook and Instagram
 How will you communicate? Utilizing the slogans “Manage[ing] Alaska’s Future”
and/or “Own It, Don’t be Owned by It” in post content.
main page).
 What is the required timeline? (i.e., When do you start communicating?) Each
post should be individually assessed for the appropriateness of these slogans
 STRATEGY: Highlight companies who have current or upcoming job/internship
openings to generate awareness about tangible career opportunities in this industry
(and, secondarily, the value of the major). Call it #[W]PMRE Career Connections
 TACTIC:
 What is your communication channel? Instagram
 How will you communicate? Post an informative and eye-catching image of the
company and position in question, with a little blurb about it in the image
description and a typed copy of the company and/or position link.
 Who is responsible for communicating? The individual in charge of the Instagram
account (preferably somebody in the club)
 What is the required timeline? (i.e., When do you start communicating?)
Effective immediately once the account is established, posting bi-weekly on either
Monday or Thursday
 TACTIC:
 What is your communication channel? Facebook
 How will you communicate? Push the #[W]PMRE Career Connections posts from
Instagram, and then include the hyperlink to the company website instead of just the
typed version
 Who is responsible for communicating? The individual in charge of the Facebook
content
 What is the required timeline? (i.e., When do you start communicating?) Same
as for the Instagram account, as it will be Instagram-based.

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RECOMMENDATION
In addition to our social media campaign proposals, our group would like to provide some
additional recommendations for spreading impactful awareness to Management students.
Recommendation: Create an assignment, potentially for extra credit, in the Introduction to
Property Management class where students have to go follow the concentration on both
social media platforms. Perhaps include liking or responding to a certain number of posts.
Rationale: Students are often looking for easy credit opportunities. Offering this sort of assignment
after a difficult exam would definitely boost traffic on the social media page. Significantly,
our entire target market must take this course. Therefore, exchanging the likes and follows
for class credit would be a fair exchange.
Recommendation: Bring guest speakers from the industry into the Introduction to Property
Management class.
Rationale: Again, the entirety of our most viable market will have to go through this course.
Stories often have the greatest lasting impact on a listening audience, and providing those
students with real-world examples of what Property Management is and where the degree
could take them could be immensely valuable.
Recommendation: Consider teaming up with the M&M Club to push or join in on certain events
Rationale: This club is partially a management club, and as a management concentration, we may
negotiate an alliance for certain promotions or events. They are also a very robust club with
a number of marketing efforts that could complement and strengthen our own.
CONCLUSION
We believe that the Property Management and Real Estate program is massively promising, and
that it caters to a real need in a very propitious industry. The efforts currently put forth by Professor
Fields and the WPMRE Club are impressive. With a few additions to the current social media
presence, further utilization of the Intro to Property Management class, and a potential alliance with
the M&M Club, our group is confident that Professor Fields will see the concentration turnout he
desires. To ensure that the social media campaign is cultivating the desired results, we would
suggest measuring different statistics at different times, dependent upon the post content and the
type of response expected. Initially, we suggest focusing on follows, likes, reposts, and text
responses. These will indicate the levels of traffic per page, which can also be found manually or
using the analytics provided by the platforms. Once our client feels confident in the traffic growth,
we suggest looking for increases to the mailing list and event attendees. These figures will show if
our efforts have hooked students enough to gain their interest. Lastly, we should focus on additions
to the major and perhaps enquire of those new students if our social media campaigns made a
difference in their major choice.

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REFERENCES
Berg, Allyson. (Oct, 2015). Personal Communication.
Bureau of Labor Statistics. (January 8, 2014). Property, Real Estate, and Community Association
Managers. Retrieved from http://www.bls.gov/ooh/management/property-real-estate-and-
community-association-managers.htm#tab-6
Fields, Terry. (September 16, 2015). Personal Communication
Hirsh, L. (2013). BOMA conference tackles needs, problems. San Diego Business Journal,34(25),
3-39.
IBISWorld. (June 2015). Property management in the US: market research report. Retrieved from
http://www.ibisworld.com/industry/default.aspx?indid=1356
IREM. (January 2015). Careers in Real Estate Management. Booklet 734.01.15
Millennial Marketing. (2010). Gen Y: Our Values Define Us. Retrieved from
http://www.millennialmarketing.com/2010/02/gen-y-our-values-define-us/
Patterson, Michael. (May 2015). Social Media Demographics to Inform a Better Segmentation
Strategy. Retrieved from http://sproutsocial.com/insights/new-social-media-
demographics/#facebook
Pelet, J., & Lecat, B. (2014). Smartphones and wine consumers: A study of gen-Y. International
Journal of Wine Business Research, 26(3), 188. Retrieved from
http://search.proquest.com.proxy.consortiumlibrary.org/docview/1651181451?accountid=1
4473
SheSpeaks Inc. (2014). Gender, Demographics Influence Mobile Sales. WWD: Women’s Wear
Daily, 208(32), 6-1
UAA1. (Oct, 2014). Weidner property management and real estate program at CBPP. Retrieved
from http://www.uaa.alaska.edu/cbpp/property-management/
UAA2: Office of Insitutional Research. (2015). Student Information: Spring 2015 Closing.
Retrieved from
https://www.uaa.alaska.edu/ir/reports/Enrollment/upload/Spring15_closing_Freeze_Report
_06082015.pdf
U.S. Census Bureau. (2015). State & County QuickFacts: Alaska. Retrieved from
http://quickfacts.census.gov/qfd/states/02000.html

Page 12
APPENDIX A

Page 12b&c Appendix A
Appendix A cont.

Page 12b&c Appendix A
Appendix Acont.
IREM. (January 2015). Careers in Real Estate Management. Booklet 734.01.15

Page 14
APPENDIX B

Page 14b Appendix B
Appendix B cont.
Patterson, Michael. (May 2015). Social Media Demographics to Inform a Better Segmentation
Strategy. Retrieved from http://sproutsocial.com/insights/new-social-media-demographics/#facebook

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