b'Everybody inEngaging staff, students and families to maximise marketing effectivenessWoodleighisaschoolofapproximately1020Together with issues of market visibility, there was potential studentssharedacrossthreecampuses.confusion about the Woodleigh name, campus structure and Minimbah in Frankston South and Penbankaffiliation post-merger.inMoorooducbothcaterfor3yoECC-YearTo keep costs down and to avoid waste we focused on the 6students,whilsttheSeniorCampusinstrength of our staff and our social channels. Social media has Langwarrin South caters for Years 7-12. It is analways been a strength for Woodleigh, with both Facebook and innovative, progressive school with a proud 43Instagram having wide followings and good organic growth. year history. AnintegratedMarketingandCommunicationsPlanwasCommentaryandsharing,particularlyamongstourtarget neededbecausealongsideincreasingcompetitionformarket of 35-44 year old women is also a feature. Staff with desirable students, Woodleigh had seen fluctuating trends inexpert design, copywriting and editing skills negated the need applications and enrolments.for agency involvement, and once the Adventurous Minds concept was approved by the Board and Senior Management, The recent merger with Penbank School (2015) gave furtherthebulkoftheremainingfundsweredirectedtowardfilm opportunity to define and promote a cohesive brand identity.production and strategic media purchases.A brand which would continue to gain equity over time withPrior to planning, our website booking data showed more than the reinforcement of compelling narratives from a variety of90% of people (excluding past students) registering to attend stakeholders and the marketing of Woodleighs strengths.an Enrolment Information Session cited Word of Mouth as During the campaigns planning stages, it was noted that thosehow they found out about Woodleigh. This information told us who are already part of the Woodleigh community were awarethat our community was excited to share and speak positively of its exceptional qualities, which shows in our engagementabout Woodleigh, and that we had an engaged, ready group of levelsonsocialmedia.However,theSeniorCampusofrepresentatives already doing great work for us. Understanding Woodleigh has no uniform, and eschews displays of pageantry;this, our campaigns objective before any creative work began generally ours is a quiet pride. This quiet pride sometimeswas to build something that would deeply engage our best hindered our ability to reach new students, parents, families,brandambassadors(students,staff,alumniandpastand teachers and existing alumni with a compelling, succinct, andpresent parents). We needed to make it easy for them to best motivating message.promote the core Woodleigh identity and values. Despite 40+ years of community involvement, the lack of street presence at the Minimbah (situated at the end of a suburbanStrategycourt), Senior (on a semi-rural road) and more recently the Penbank Campus (20m frontage on a semi-rural road), haveThe first action was to establish a team to work on what was to each contributed to a lack of visibility or recurrent remindersbecome the Adventurous Minds campaign. forthewidercommunity.ThiscontrastswithourdirectI headed it up, bringing nearly two decades of design and competitors who both sit in prime positions on major roadscreativeadvertisingexperience.OurCommunications in our highest catchment areas. Our advertising was visibleAssistant, Sandy Liddiard is a talented writer and meticulous in the local area, however, qualitative research revealed thateditor.Woodleigheditor.WoodleighSchoolBoardMember general awareness of the existence and quality of our schooland Creative Consultant Stef Boadle was engaged for strategic was limited and that several old, negative and misinformedadvice and 2016 alumnus Lachie Waite was brought in as part-narratives(suchasbeinglabeledasanalternativeschool)time video editor. existed among our target audiences. 3 8 FACE 2 FACE MAGAZINE'