Case Study

Executive Summary

This case study documents a two-year transformation of Northland Pioneer College’s (NPC) marketing and communications strategy. Beginning in July 2023, NPC launched a comprehensive, phased overhaul under the leadership of a newly appointed Director of Communication, Katie Matott. The strategy focused first on creating a unified visual and operational system and then on expanding outreach to underserved student populations. The result was a measurable increase in digital engagement, improved internal collaboration, reduced costs, and growing market share across key regions. This case serves as a testament to the power of structured leadership, intentional design systems, and data-driven planning in rural higher education settings.

Background & Initial Challenge

Before the strategic transformation, NPC’s marketing efforts were fragmented and inconsistent. Each member of the marketing team created materials independently, often without reference to a shared visual identity or college-wide message. Outreach efforts were reactive, largely influenced by immediate needs rather than long-term goals. Meanwhile, the team operated across different campuses without centralized communication tools, leading to inefficiencies and duplication of effort.

At the same time, NPC faced a glaring equity gap: although Native American residents made up 54% of the population in the college’s service area, they accounted for only 35% of the enrolled students. Adult learners—another crucial demographic for community colleges—were also underrepresented in outreach strategies. There was a clear need to rethink not only how the college marketed itself but to whom and with what consistency.

Phase I – Unified Marketing System (Implemented by Jan 2024)

The first phase of the transformation focused on building internal structure and visual coherence. At the heart of this was the implementation of a comprehensive design system—a consistent set of templates, fonts, colors, and messaging points. These tools were distributed via email and supported through the adoption of Microsoft Planner, a project management platform that allowed for shared calendars, file storage, and task visibility.

The shift to in-house production was a pivotal decision. Rather than relying on third-party vendors, the college invested in graphic design talent internally. This allowed for faster turnaround times, tighter alignment with institutional branding, and significant cost savings.

Feedback from the marketing team was overwhelmingly positive. Staff found Microsoft Planner more intuitive than previous systems and appreciated the improved transparency across projects. This phase laid the foundation for all future outreach—creating a recognizable, trustworthy identity for NPC in the community.

Campaign Performance

NPC’s Spring 2023-2025 campaigns utilized a diversified media strategy—including social media, digital display, and paid search to increase engagement and drive enrollment.

• Search Ads achieved the highest performance with a CTR of 37.11%, indicating a strong alignment between user intent and ad targeting.

• Display Ads followed with a 1.60% CTR, showing effective visual engagement, especially among Apache County residents and females aged 18–24.

• Social Media Ads yielded a 3.81% CTR, still above industry average benchmarks for higher education.
  
  

Across all channels (October 2023 - December 2024):

• Over 1.6 million impressions were generated with a minimal budget.

• The campaigns delivered 390,000+ annual visits to NPC’s website; over 300% increase compared to previous years.

• Completed applications increased by 42% and new students who enrolled increased by 24% compared to the previous semesters.

• Total campaign spend did not exceed previous years, and in many cases was significantly lower. 
  
  

These results highlight the success of NPC’s Phase I strategy, which focused on unified messaging, visual consistency, and targeted digital outreach—laying the groundwork for future enrollment growth and equity-driven marketing in Phase II.

Regional Market Share Improvements

The Apache region, with one of the smallest populations in the college’s service area, emerged as a standout, achieving a 2.84% market share. South NPC followed closely with 2.63%. NPC saw concrete gains of at least 2% in both regions as a result of these coordinated efforts. reflecting strong community engagement and effective targeting.

These gains point not only to successful marketing but also to increased trust in NPC’s ability to deliver on its promises.

These efforts were guided by detailed student personas, including:

Samantha Taylor

Age: 17
Background: A high school senior with strong academic performance and extracurricular involvement. Jessica is planning to transfer to a four-year university but is starting her journey at NPC to save money and stay close to family.
Goals: Earn general education credits before transferring for a bachelor’s degree in psychology.
Challenges: Balancing school with part-time work; navigating college planning as a first-generation student.

Alex Yazzie

Age: 18
Background: A Navajo high school senior who excels in hands-on work and is passionate about welding. He’s enrolled in NPC’s welding program.
Goals: Get certified and start working in a skilled trade as soon as possible, ideally locally.
Challenges: Access to transportation, balancing tribal responsibilities and school, and limited exposure to formal college environments.

Kevin Martinez

Age: 23
Background: A returning adult student who took a break after high school. Kevin now works part-time and attends NPC to complete an AAS in Business.
Goals: Advance into a full-time role in business administration or marketing and possibly pursue a bachelor’s degree later.
Challenges: Managing time between work, school, and family expectations while building academic confidence after time away from school.

Emily Johnson

Age: 32
Background: A single mother of two, returning to school to improve career prospects. She’s pursuing a healthcare-related degree.
Goals: Gain stability and long-term earning potential by working in a field like medical assisting or nursing.
Challenges: Childcare, time management, financial constraints, and adapting to new technologies and learning platforms.

Campaign content, visuals, and platforms were chosen to align with these real-life needs. Messaging appeared across the Google Display Network, social media, local radio and newspapers, and in-person at community events. Importantly, materials were designed to be inclusive, practical, and encouraging—addressing the lived experiences of the college’s diverse communities.