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Carnegie—Higher Ed

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Higher Education Marketing and Enrollment Strategy

Southwestern University Case Study

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Southwestern University Case Study

The Challenge.

Southwestern University, a liberal arts institution in Texas, needed to build brand awareness and prospective student interest in order to reach its enrollment goals. Without having previously implemented any enrollment-focused digital marketing, Southwestern needed to identify the right partner to develop a strategy for reaching prospective students and driving them to action.

Southwestern University Case Study

The Strategy.

Carnegie worked with Southwestern to build a holistic digital marketing plan focused on building awareness and driving conversions in Texas and other key markets, implementing tactics to build familiarity as well as introduce Southwestern to new audiences. Our strategies included Display outreach and Retargeting, paid social media, feeder high school geofencing, and PPC in strategic markets in addition to list targeting for admitted students and inquiries. We also used look-alike targeting to generate interest among prospective students with demographic profiles similar to Southwestern’s student lists. When the University launched a new website, they leveraged Carnegie Clarity to provide highly customized interactions based on prospective students’ specific interests, position in the enrollment funnel, past marketing campaign interactions, and more. As Southwestern’s needs and the landscape of digital marketing have evolved, we’ve continually adapted strategies and campaigns to help achieve the University’s goals, whether for overall annual undergraduate enrollment or specific to priorities like promoting campus visits and specific majors.

The Results

During our partnership, Southwestern enrolled two of the largest classes in the University’s history, and Strategic Marketing Manager Dinah Ritchie attributed much of the success to results generated by digital marketing efforts. The University is now in a position to build on its enrollment momentum and shape incoming classes with students who are a strong fit for the University. As Southwestern continues to pursue its strategic enrollment goals, we’re proud to serve as an extension of their team and a trusted marketing partner.

“Carnegie is able to stay up to date on all the things that change constantly in digital marketing—it’s nice to know our team always has our back and can make our lives easier when we ask for an opinion or strategic insight for a campaign. Our team at Carnegie are partners who I can trust, bounce ideas off of, and who can bring ideas to the table I never would have imagined that can make Southwestern’s digital marketing the absolute best it can be.” DINAH RITCHIE Strategic Marketing Manager Southwestern University

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T In virtually every decision they make, executives today consider some kind of forecast. Sound predictions of demands and trends are no longer luxury items, but a necessity, if managers are to cope with seasonality, sudden changes in demand levels, price-cutting maneuvers of the competition, strikes, and large swings of the economy. Forecasting can help them deal with these troubles; but it can help them more, the more they know about the general principles of forecasting, what it can and cannot do for them currently, and which techniques are suited to their needs of the moment. Here the authors try to explain the potential of forecasting to managers, focusing special attention on sales forecasting for products of Corning Glass Works as these have matured through the product life cycle. Also included is a rundown of forecasting techniques. o handle the increasing variety and complexity of managerial forecasting problems, many forecasting techniques have been developed in recent years. Each has its special use, and care must be taken to select the correct technique for a particular application. The manager as well as the forecaster has a role to play in technique selection; and the better they understand the range of forecasting possibilities, the more likely it is that a company's forecasting efforts will bear fruit. The selection of a method depends on many factors—the context of the forecast, the relevance and availability of historical data, the degree of accuracy desirable, the time period to be forecast, the cost/ benefit (or value) of the forecast to the company, and the time available for making the analysis.

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Case Study: Southwestern University Traffic Problems Case Study

Introduction.

Southwestern University (SWU) has recently seen an increase in interest in its football program due to the hiring of one of the most notable football coaches on the team. This has increased ticket sales for football games and interest in the football program. Assuming a city will not allow a new road to be built, the traffic situation is expected to be a nuisance but controllable. For this reason, SWU’s President Marty Starr has requested that the University Planning Committee study these traffic difficulties (Su et al., 2021). Mr. Starr came up with the following solutions based on traffic projections: first, a plan that can handle at least 35,000 cars per hour traveling from the stadium to the interstate highway. Secondly, there is a need for an increase in the width of several roads heading from the institution to the interstate. The advice of university planner Alexander Lee indicated the current street capacity to be 33,000 cars per hour. The development of one of the most cost-effective routes from the stadium to Interstate 80 was recommended, allowing an additional 2,000 cars per hour.

Problem Statement

The traffic issue at Southwestern University does not seem to be of significant concern, given that the street’s capacity can accommodate 2,500 cars per hour. In addition, the severity of the situation will increase by one percent for every thousand additional cars on the road (Render et al., 2017). As a result, the University Planning Committee is projecting increasing traffic in the forthcoming football season. The main requirement for both questions in the assignment is that, for the situation to be feasible, incoming cars at any node must be less than the sum of existing cars on that road, leading to the development of solutions.

Objectives of the Case Study

The first objective of this case study is to determine the maximum number of cars traveling from the stadium to the interstate per hour, especially if there is no expansion. In addition, it aims to compare the number of these cars with the 33,000 cars suggested by Dr. Lee. Secondly, the case study is to establish whether an expansion of cars is recommended for an increased capacity of up to 33,000 while determining the streets recommended for such expansion for a total capacity of 35,000 cars per hour.

The Selected Solution

Using the shortest-route problem is a justifiable answer to Southwestern University’s traffic issues. The goal of the shortest-route problem is to discover the shortest distance between two points (Sano & Sianipar, 2021). Finding the shortest path between the network is a typical application of this technique. The problem can be solved using a linear program with 0 and 1 variables or a customized approach provided in Module 8.

The stadium to the interstate can accommodate up to 28000 cars per hour. The 33,000 Dr. Lee indicated is the maximum number of cars that pathways 1, 2, 3, and 4 can accommodate. This does not represent the maximum flow or quantity of cars that can move from the stadium to the interstate in an hour. This statistic is not equivalent to 33,000 as Dr. Lee claimed, because he offered an average value based on the assumption that more cars would pass through nodes 5, 6, and 7 than the 35,000 cars that passed through nodes 1, 2, 3, and 4.

Not every outflow can utilize the nodes to their utmost potential, and not every succeeding node has the same capabilities as a preceding node. This is due to Dr. Lee’s advice, which neglected nodes 2, 3, and 4, among others, in favor of focusing exclusively on the number of cars that might leave the stadium via the three routes. Nodes, where the number of cars entering must be less than or equal to the number of cars leaving, are prohibited from becoming congested (Su et al., 2021). In contrast to routes 1-2, which can accommodate 12,000 cars, route 2-5 can accommodate the same number of cars. Therefore, the maximum hourly car speed is 28,000 as shown in the diagram below;

I would advise expanding nodes 1-4 and 5-8 to raise the capacity to 33,000 if the cost of doing so were the same for each street. I would switch nodes 1-4, 5-8, and nodes 4-7 to raise capacity to 35,000. Streets 2-5 and 5-8 should be widened to accommodate 33000 cars per hour. This is due to the 33000 cars per hour of traffic that must fit in the 15000 cars from lanes 1-2, and the bottleneck lanes 2-5 and 5-6 as shown in the following table.

To reach a capacity of 33,000, I advise increasing nodes 1 through 4 and 5 through 8 if the cost of doing so were the same for each street. Nodes 1-4, 5 -8, and nodes 4 -7 would be changed to reach a capacity of 35,000. Streets 1-4 must be expanded to make capacity 8 for 35000/hour, in addition to 2-5 and 5-7 in the prior issue as shown in the table below;

Conclusion and Recommendation

The traffic issue is caused by a disparity between the capacity going into and out of the stadium. The 8 th iteration of the route is the optimal choice when there are 28,000 cars in total traffic. It is recommended that management consider the possibility of adding additional units to the different clusters. Since the maximum outflow is only 28,000, it is necessary to add at least 5000 more units to make it 33,000. The University Committee should consider the expansion of roads on the path from the stadium to the interstate, especially streets with a potential for high vehicle volumes, to find the best solution to prepare for anticipated traffic from the upcoming football game. Rather than having numerous routes before they can exit in the recommendation, it is preferable to extend the capacity of roads by a minimal amount at a minimal route. The widening of roads will benefit the institution and the community in the long run.

Render, B., Stair, R. M., Hanna, M. E., & Hale, T. S. (2017). Quantitative analysis for management. 13 th Edition. Web.

Sano, V. D., & Sianipar, P. (2021). Algorithm to Find Tourism Place Shortest Route: A Systematic Literature Review. Journal of Theoretical and Applied Information Technology , 99 (4). Web.

Su, Y., Huang, L., Liu, H., Chen, S., & Peng, L. (2021). The Effect of Exercise Intervention on Disability and Kinesiophobia in a Retired Athlete with Old Patella Fracture: A Case Report. Frontiers in Psychology , 12 . Web.

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IvyPanda. (2023, October 21). Case Study: Southwestern University Traffic Problems. https://ivypanda.com/essays/case-study-southwestern-university-traffic-problems/

"Case Study: Southwestern University Traffic Problems." IvyPanda , 21 Oct. 2023, ivypanda.com/essays/case-study-southwestern-university-traffic-problems/.

IvyPanda . (2023) 'Case Study: Southwestern University Traffic Problems'. 21 October.

IvyPanda . 2023. "Case Study: Southwestern University Traffic Problems." October 21, 2023. https://ivypanda.com/essays/case-study-southwestern-university-traffic-problems/.

1. IvyPanda . "Case Study: Southwestern University Traffic Problems." October 21, 2023. https://ivypanda.com/essays/case-study-southwestern-university-traffic-problems/.

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IvyPanda . "Case Study: Southwestern University Traffic Problems." October 21, 2023. https://ivypanda.com/essays/case-study-southwestern-university-traffic-problems/.

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Using at least two different tools, analyze the data and present your conclusions. Using the Parent Chart, the number of times all items were graded with the lowest rating “E” was plotted. Based on this chart and on the 80-20 principle, the top 3 items namely Speed of service, Printed Program, and Seating were causing the rest of the complaints on the rest of the items. Cumulative Frequency Speed of Service Printed Program Seating Entertainment Traffic Pricing Parking Prices Season Ticket Plans selection of Foods subtotal 0 182 182 100% 0 182 100% 76 30 25 19 15 10 5 2

Frequency 76 106 131 150 165 175 180 182 percentage 91% 100% Sample Fish-Bone Chart Material seats are like rocks Dirty Bathroom Seats too narrow Method Took an hour to park Game starts too late Complains Man Double the parking attendants Get better cheerleaders Machine Parking a mess 2.

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How could the survey have been more useful? Since the survey was supposed to address complains, It could have been more useful If the tool was designed to determine “failure” Instead of grading Items on a scale. Out of the 10 Items, the management could focus on Identified aspect with a failed rating and the surge of overwhelming data would be avoided. . What Is the next step? Following the Parent principle, management should address the complaints on Speed of service, Printed Program, and Seating as they are causing 80% of the complains. Reaction: A qualitative data collected backed up with quantitative tools Is an effective way of addressing Issues that affect quality. In order to avoid being overwhelmed, It Is Important to establish the goals first before setting out to gather data.

There are here things that could have been done to make this activity better.

First as mentioned, using the “Pass” or “Fall” rating, Instead of the Grading on a scale rating, should have been used to narrow down the complaints. Second, this survey would have a higher chance of being more reliable and accurate If It statistically met the rule of thumb on getting the number of Its sample population. 250 respondents Is a poor representative of 54,000 probable population on a sold-out event. And finally, for continuous Improvement, this survey should be done as often and management would look Into building a scorecard based on the feedback that they can gather.

Southwestern University Case Study By Jetting address complains, it could have been more useful if the tool was designed to determine “failure” instead of grading items on a scale. Out of the 10 items, the management could focus on identified aspect with a failed rating and the surge of overwhelming data would be avoided. 3. What is the next step? Following the Parent qualitative data collected backed up with quantitative tools is an effective way of addressing issues that affect quality.

In order to avoid being overwhelmed, it is important to establish the goals first before setting out to gather data.

There are mentioned, using the “Pass” or “Fail” rating, instead of the Grading on a scale rating, have a higher chance of being more reliable and accurate if it statistically met the rule of thumb on getting the number of its sample population. 250 respondents is a for continuous improvement, this survey should be done as often and management should look into building a scorecard based on the feedback that they can gather.

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Flood risk mapping is a public good, so why the public resistance in Canada? Lessons from Nova Scotia

Kate Sherren - March 11, 2024

Kate Sherren  is a Professor in the School for Resource and Environmental Studies at  Dalhousie University .

Flood risk maps are an essential public good. Indeed, many countries like the United Kingdom already offer flood risk mapping .

Canada committed to a public flood risk mapping portal in the 2023 budget . However, despite the increasing frequency and impact of large, catastrophic floods , we still have a sparse patchwork of flood risk maps at municipal and provincial scale.

What flood mapping that does exist is hard to find, of uncertain quality and currency, and often difficult for non-experts to understand and apply .

The unacknowledged reason why there is a lack of flood risk mapping in Canada is because such maps generally face public resistance. Indeed, it is not uncommon in Canada to see flood or wetland mapping withdrawn or modified because of public pressure.

I led two survey-based studies recently with former graduate student Samantha Howard and post-doctoral fellow Brooke McWherter to understand how people in flood-prone areas of Nova Scotia perceive publicly available flood maps. We found wide agreement about the benefits of such maps — until we asked about the impact on real estate value .

The case of Nova Scotia

Nova Scotia faces some of the highest sea level rise in Canada under current climate change projections. Yet last week, the Nova Scotia government decided not to proceed with the long-awaited Coastal Protection Act (CPA) , which had been passed with all-party assent in 2019.

Among other things, the act would have regulated how close people could build to the ocean based on assessments of sea level, storm projections and information about the elevation and erosion risk of each section of coast. This would have protected people and infrastructure, as well as sensitive coastal ecosystems, and left space for ocean dynamics.

In lieu of the act, the Nova Scotia government released a new website featuring resources to help individual coastal property owners make decisions about their bit of coastline, leaving dozens of rural coastal municipalities in the lurch. One of those resources was a new coastal hazard map .

The lengthy disclaimer you need to agree to before you can access the map immediately erodes its trustworthiness. Moreover, while people may trust any good news they see in its data, they may still be at risk due to the tool’s many data and design flaws. To supplement this tool, Nova Scotia has committed to finishing detailed flood line mapping by 2027 .

It is too soon to know how people are responding to this tool, but we know it does not take a lot of unhappy constituents to make a government nervous, especially if those constituents hold financial or political power. The public engagement associated with the CPA was, after all, overwhelmingly in support of proclaiming and regulating under the act . Yet here we are.

Recommended reading:   Transforming Climate Action — Making space for the ocean

Drivers of resistance

The first survey we ran in 2021 — through an online link sent via Canada Post to all residents in two towns in Southwestern Nova Scotia — showed one in six people felt flood risk mapping presented too big a risk for real estate value . Our second survey of about 1100 house residents around the Minas Basin, Nova Scotia, in 2022 found that one in three residents expressed concern about real estate value . Both studies had a margin of error of plus or minus 6 per cent at a 95 per cent confidence level.

The first survey had a smaller response rate but represented the population demographics better. The second was biased toward older respondents and those with higher incomes.

Moving back to our original question — why doesn’t everyone see flood risk mapping as a public good?

We used slightly different questions in the two studies to understand the drivers of resistance to flood risk mapping based on perceived impact on real estate value. What emerged speaks to the challenge of inspiring long-term and collective thinking about climate change.

Firstly, being focused on oneself rather than others was a reliable predictor of resistance in both studies.

Resistance in the first study was associated with agreeing to the following statements: “I am not able to cope with the land changes required to deal with significant increases in flood risk at this point in my life,” and “flood management decisions I make do not have implications for others.” The latter is demonstrably untrue: shoreline armouring, for instance, can have negative effects for neighbours. In the second study, being focused on others and having descendants led to less resistance.

Self-orientation was a strong underlying driver of resistance. It reduced a person’s likelihood of focusing on others, the future or the biosphere. People already make decisions to suit their own situation, just as the Nova Scotia government is now encouraging coastal landowners to do . Yet in these kinds of scenarios, collective and ecological interests are forgotten.

Secondly, the more vulnerable a person felt to flood risk, the more likely they were to oppose maps that would allow others to see their flood risk. This variable was only a strong signal of resistance in the second study when we used a combination of flood likelihood and vulnerability to measure it. This might also explain why resistance was twice as high in the 2022 survey than the one in 2021. It could be a regional difference based on actual differences in risk, or differences in survey method and thus respondent population, but it could also reflect increasing flood frequency and severity.

The second survey was still in the field when Hurricane Fiona hit Atlantic Canada. This timing suggests that instead of becoming more open to climate adaptation information like flood maps as flooding events occur, we might become less open as we seek to protect the value of our biggest investments: our homes.

Moving forward

A clue to the path ahead may be found in our first study, where those who had previously seen a flood map for their region were slightly less likely to be resistant to public flood risk maps. This might indicate that such resistance is mostly borne of fear of the unknown.

This article is republished from The Conversation under a Creative Commons license. Read the original article .

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