Building Strong Marketing Strategy for WCER’s Fee-for-Service Option

January 7, 2026   |   By Karen Rivedal, Office of Research & Scholarship

As federal research funding constricts, WCER projects are exploring alternative revenue streams to sustain their work, including development of fee-for-service offerings — work that leverages researcher expertise but depends on clients choosing to purchase it in a competitive marketplace. To help researchers explore this path, Jen Savino, owner and CEO of KW2 Marketing in Madison, recently delivered a presentation on how to build a strong, research-informed marketing strategy.

Savino, who has spent more than 30 years working with higher education, nonprofits, and mission-oriented organizations, grounded her talk in a message resonant for academic audiences. She stressed that marketing is not advertising — it is the process of creating and communicating value in a way that leads to an exchange. Every WCER project already creates value through its work; the task now is to communicate that value intentionally to potential clients, she said.

“It’s the difference between hustling and hustling with a purpose,” said Savino. “Strategy turns hustle into results.”

Starting Small and Focused

A central theme of Savino’s presentation was the importance of disciplined focus. Many organizations instinctively try to grow by broadening their services or reaching new audiences, but Savino urged an alternative: begin with your current clients and services and build out from there.

This approach stems from a basic principle: the closer a growth strategy stays to what a project already does well, the less investment required — and the greater likelihood of return. Before developing new services or approaching new markets, Savino said research teams should examine whether they are fully maximizing opportunities with existing clients, if any.

This discipline also supports sustainability. As Savino explained, attempting to serve every possible audience can scatter efforts and undermine long-term growth. Fee-for-service work requires the same dedication researchers apply to grant-funded research: clarity of purpose, evidence-driven choices, and the “art of sacrifice” in selecting what not to pursue, she said.

Defining What You Do, Who You Serve, and How You’re Different

Savino framed a strong marketing strategy around three core questions that all fee-for-service projects must answer:

1. What do you do?
   This is more than a list of services — it’s your core competency. It should capture the essential strengths that define your project’s offerings and guide future decisions.
2. Who are you for?
   A common misconception is that broader audiences yield more opportunities. In reality, “everyone” as a target audience means “no one” in practice, Savino said. Projects must identify the individuals, not just institutions, who make or influence purchasing decisions.
3. How are you different?
   Differentiation is critical. Projects should articulate a single, memorable reason a client would choose their services over someone else’s. Trying to be known for everything dilutes your message and weakens your position, Savino noted.

These questions form the foundation of a project’s marketing strategy — enabling coherent messaging, purposeful outreach, and effective pricing.

Let Research Guide Your Strategy

A distinctive strength of Savino’s approach — and one well aligned with WCER’s culture — is the central role of research in shaping strategy. She emphasized that no marketing effort should rely on assumptions or intuition. Instead, projects should gather insights through:

• Primary research: surveys, interviews and conversations with current or potential clients
• Secondary research: competitor scans, trend analysis, and environmental scans
• Internal assessment: understanding a project’s own capacity, constraints, and resources

Savino said every organization has competitors — even if they are not immediately visible. Competitors may be other universities, nonprofits, for-profit firms, or even “doing nothing,” she said. Identifying and analyzing these alternatives helps projects better understand their marketplace position.

Map How Clients Make Decisions

One useful framework Savino shared was the buyer decision model, which applies whether someone is buying toothpaste or educational research services, she said. Projects should assess where their potential clients fall on a purchasing spectrum:

• Are they aware of the project?
• Do they understand what the project does?
• What is their perception of the project’s quality, reliability, or expertise?
• Have they expressed interest or actively purchased before?

Understanding these stages helps determine where to invest effort — whether in raising awareness, strengthening perception, or encouraging trial and purchase.

But Savino warned against competing on price alone. Price without value triggers a race to the bottom, she said, whereas price paired with value emphasizes impact and differentiators. Projects should understand how cost-sensitive their clients are and ensure their pricing structure is clear, transparent, and grounded in the value they deliver.

“If you take away value and just talk about price, you’ll be at the bottom of the market trying to survive,” said Savino.

Craft Messaging from Audience’s Perspective

Effective messaging isn’t simply describing what your project does — it’s describing what it does for the client, Savino stressed. She advised that messages should be benefit-driven and tailored to different segments of the audience. She also highlighted the importance of emotional drivers, even in academic or business-to-business contexts.

For example, a rational message might describe improving educational outcomes for multilingual learners, while an emotional layer acknowledges that clients want to be seen as leaders in their field who champion equity. Combining rational and emotional appeals results in more resonant, compelling messaging, Savino said.

“Decisions aren’t purely rational,” she said. “People want to be seen as leaders, innovators — tap into that.”

Common Missteps and How to Avoid Them

Savino observed several patterns in her work with academically based organizations, including the WCER projects she has assisted. They are:

• Overextension — trying to serve too many markets at once
• Lack of differentiation — claiming broad excellence without a clear focus
• Internal rather than external messaging — using academic jargon or insider language
• Ignoring competitors — assuming a project’s expertise speaks for itself
• Skipping research — relying on assumptions instead of data
• Overreliance on rational appeals — neglecting the emotional motivations of decision-makers

Avoiding these pitfalls ensures a more strategic and sustainable approach.

Moving Forward with Intention

Savino emphasized that the most important step is simply deciding to approach fee-for-service work strategically rather than reactively. Projects don’t need to reinvent themselves; they need to communicate their value with clarity and intention.

By defining who they are, understanding their audiences, and making data-driven decisions, WCER projects can build strong, sustainable fee-for-service offerings that strengthen their impact and resilience, she said.

“The first step is deciding that you’re going to do this,” Savino said. “Marketing isn’t changing who you are — it’s communicating your value clearly and strategically.”

Savino slide presentation