Building sustainable, future-focused brands

Building Sustainable, Future Focused Higher Education Brands

Australian Universities – International Marketing Symposium

May 24th, 2010

John Gregg

Navigate Brand Directions Australia

UNLIKE SOAP POWDER, UNIVERSITIES ARE COMPLEX. HOW CAN I ENGAGE THE ORGANISATION WITH BRAND THINKING?

A school’s attitude is the most important driver of its brand – and the best place to start the brand conversation

The philosophy, values and spirit of the school

Attitude

Signature Intellectual Property Knowledge Attitude

Which is then supported by the school’s domains of expertise and specialization

Technical, Business, Task-based, Infrastructure

Capability

And how they may be applied through its graduates skills and distinctive research capabilities Knowledge

Attitude

Experience

Attitude

These domains live in an ecosystem of overall experience which can nurture, inspire or shape the delivery… or not

The campus,

location, environment, and way of learning

Capability

Knowledge

Capability Experience

The areas of overlap are critical in defining the key themes of the brand

Attitude

Knowledge

REBRANDING UNVERSITIES IS A POPULAR PASSTIME

Brand

Faculty Students

Alumni Reputation Industry

Funding

Most institutions recognise the potential of a “virtuous circle” linking stakeholders and strategies

Recent High Profile brand and identity initiatives

Why?

To Enhance the brand image

“Perception does affect the value, the “currency,” of a degree for students and alumni.” (NJIT - http://branding.njit.edu/njit_qa.php)

“First impressions often are the basis for people's long-lasting attitudes and opinions. Those opinions influence action--whether an excellent high school student chooses Cornell, whether a world-class scholar decides to join the faculty, whether a foundation awards a major grant, or whether an alumna endows a scholarship program.” (Cornell University - http://cornelllogo.cornell.edu/)

Why? To strengthen consistency

“To establish a consistent identity that projects unity and strength, and to convey the university's stature and influence in the community.” (San Diego State University - http://advancement.sdsu.edu/marcomm/logo/index.htm) “The basic strategy is this: one university, one look.” (James Madison University - http://www.jmu.edu/identity/index.shtml) “There is one look, one voice - a common element that runs through all our materials, no matter what format, size or colour…These standards offer a flexible framework to design within and yet, deliver a consistency that is unmistakably recognized as belonging to Ryerson University.” (Ryerson University - http://www.ryerson.ca/ua/branding/rationale/going.html)

Why? To bring to life a distinctive positioning “The branding programme aims to: position Oxford Brookes as distinctively different to other universities. Represent the University as a personality – modern, forward looking, innovative, rooted in its local community but also globally connected.” (Oxford Brookes University - http://www.brookes.ac.uk/about/structure/corporate_identity/branding_docs/01.pdf) “The revised crest focuses on the strong and powerful images that match the perceptions of the university. The redrawn crest reflects a forward-looking confidence while including iconic images representing the university’s heritage and influence.” (UCD - http://www.ucd.ie/visualidentity/qanda.htm#whyisdublinincludedinnewucdcrest) “Ryerson University faces many challenges in terms of our brand identity including: outdated perceptions of our institution, varying top-of-mind awareness of Ryerson University and the lack of consistency of the University’s brand...To overcome these challenges, we must establish and communicate our identity effectively and consistently.” (Ryerson University - http://www.ryerson.ca/ua/branding/rationale/#why)

But achieving differentiation is no mean feat… even between the most direct of competitors!

SHOULDN’T UNIVERSITIES THINK OF DIFFERENTIATION IN TERMS OF HOW THEY ENGAGE THE BIG ISSUES?

Our world is changing around us

Businesses are playing by new rules

Business

Environment

Business

Archetype

Leadership

Icon

Work 1.0

•

•

Hierarchy

Process oriented

•

•

•

•

Tenure and title

Centralized hub

Closed access to information

American

Henry Ford

Work 2.0

•

•

Top down and Grassroots

Process oriented

•

•

•

More collaborative

Centralized hub with satellites

Global

Jack Welch

Work 3.0

•

•

International collaboration

Mobile

•

•

•

Open access to information

Knowledge and ability

Globally networked

Steve Jobs

New skills, talents and mindsets evolve for the future

Desired Graduate Present

Desired Graduate Future

• • • • • • • •

Lateral Thinking Aesthetic Context Technology savvy Culturally fluent Socially minded Passionate Inquisitive

• Critical Thinking • Articulate • Practical Exposure • General knowledge • Excellence • Collaborative • Ethics | Accountability Source: Richard Florida, Dink Pink, Navigate Analysis

These dynamics can be applied to explore the next generation of talent

Source: Navigate Interviews, desktop research

Future talent will need to reinvent themselves and contribute to society at large

Source: Navigate Interviews, desktop research

Schools/Students that transform the world and communities through an outcome-oriented approach

Schools/Students that transform the world and communities through holistic, collaborative engagement

Schools/Students that transform organisations and individuals through an outcome-oriented approach

Schools/Students that transform organisations through holistic, collaborative engagement

world

Exte

nt of

transf

orm

ative

im

pact

org

aniz

ations

com

munitie

s Self

The higher learning landscape can be seen in the same way

Attitude towards Learning Learning as a journey Learning as a means to an end

Source: Navigate Interviews, desktop research

21st century education will shift emphasis from teaching to learning environment – creating the new market in which brands compete

Teaching Present

Learning Future

• • • • • • • •

Producing Transparency Facilitator World is the classroom Access to people Learning to be Conversations Lifelong learning

• Consuming • Authority • Expert • Classroom lecture • Access to information • Learning about • Publications • Within schools Source: Adapted from John Moravec, Ph.D., May 2009

PRACTICAL CHALLENGES AND A REFLECTION ON OUR EXPERIENCES

Location and community is a consideration that should be embraced – as a part of identity and in terms of an institution’s contribution

Easy if you’re in New York

• • • • •

An identifiable zone – a “corridor” of dynamic growth and development Favourable economic climate Anchored at each end, with Sydney in the same zone Distance will disappear as an issue – filled in and shortened The university must be a key active ingredient

But what about Wollongong?

Sydney

Stakeholders are critical, political and often wary of “commercial” initiatives, so strategy should be detailed and actionable

BrandEssence Superior Flow Enablers

Promise International partners who maximise value through world class solutions

Pillars Benefits PersonalityTraits Differentiationpoints

Local partners wherever you are Local success Collaborative

•International coverage •Global expertise meets local culture •Multi-regional approach •Prompt reaction to client’s needs •Part of the clients’ team

Uninterrupted extraction of value Peace of mind Solid

• Over eighty years of experience • Business savvy advisors • Continuous innovation • Customisation at every point

Growing together through experience Continual development Understanding • Seeking solutions together with the client • Highly collaborative engagement approach • Knowledge sharing

Consistent delivery at every level Total confidence Adaptable •Best trade-off of cost and performance •Delivery on time and on budget •Certification of salesforce’s skills

Barriers Core customer base, but limited ‘greenfield” success, premium – even “expensive” image, ‘black-box” approaches and solutions

EffortRequired • Raise awareness among traditionally “non-consulting” clients and shift perceptions from ‘expensive” to “valued and imperative” – “a business savvy investment in the future • Make everyone recognise the value of local partners with access to global know-how and best practices.

A detailed articulation of Brand Strategy linking the Brand Promise and tangible ‘Proof Points” is the bedrock of a good strategic framework – Example: Professional Services Firm

Pillars Differentiationpoints 2008 2009 2010

1.Local partners wherever You are

International coverage

Global expertise meets local culture

Multi-regional approach

Part of the clients’ team

2. Uninterrupted extraction Of value

Business savvy advisors

Eighty years of global and national experience

Comprehensive range of expertise and services

Continuous innovation

3. Growing together through experience

Highly collaborative engagement approach

Knowledge transfer

4. Consistent delivery at Every level

Balance of cost and performance

Delivery on time and on budget

Solutions that stand the test of time

31

Example Brand Development Roadmap – defines what messages can go to market at what point, based on proof points as drivers of credibility

Touchpoints are complex and need a holistic approach to management - covering communications, products and experiences

INTERNATIONAL

Brand touchpoints are complex Example: RMIT Melbourne

University

INTERNAL SERVICES

POSTGRAD

RESEARCH

INTERNATIONAL

UNDERGRAD

TAFE

SHORT

COURSES

A4 Information Guide DL Brochures

Flight Training Guide

Australian Website

Vice Chancellor’s Message

A4 Academic Plan

A4 General Course Guide

DVD

Campus Signage

Welcome Brochure General Student Guides

Student Equity Flyers

Library Services

Student Rights Information Catalyst Publication

Student Diary

Study Abroad Information

Newsletter

DL Brochures A4 & A5 Guides

DL Brochures

Advertising

TAFE & Ungrad Guides A4 Postgrad Guides

Arrival Guides / About Melbourne Guide

Accomodation Information Program & Fees Guide

A4 Informational Guides Advertising

A4 Informational Guide DL Awards Brochures

VIETNAM WEBSITE

RECRUIT MENT

Buildings / Architecture Staff Recruitment

freedom

to a

chie

ve

Touchpoint management model

Types of

experience

Physical

Cultural

Product

car parking / public transport

entrance / wheelchair access navigation / way finding

recreational / accommodation

teaching / study spaces

major events (open days) induction / orientation / HR evaluation web-site / call centre / adverts newspaper / newsletter

exhibitions/ displays / graduation extra curricular events / clubs etc

counselling / administration training / planning

teaching style Timetables Exams/ assignments Assessment/results

Touchpoints Touchpoint categories Experience objectives

physical access

living spaces

learning spaces

social involvement

daily interaction

content

open the way from where I am to where I need to be

celebrate the interaction of diverse individuals

support the pursuit of personal passions

convey the communal value of individual contributions

relate personal strengths to future possibilities

a platform to demonstrate personal excellence

course descriptions course tailoring / scholarships vocational outcomes course programs

options

accommodate personal styles and individual contexts

introduction challenge the way you think about your potential

staff facilities library / computer labs

Audiences are diverse in their characteristics and motivations, so benefits and their communication needs to be tailored, and identity should be flexible

Attributes Benefits (domestic)

Benefits (international)

Benefits (corporate)

Benefits (research)

Benefits (internal)

Personality

Knowledgeinto action

Increased employability– Personal skills

Increased employability– Personal skills

More relevant, Value creating results

Opportunities to Develop work and Commercialise in the“realworld”

Build skills and feel Their relevance

Practical

Committedtohigh standards

Increased employability– qualityofdegree

Increased employability– qualityofdegree

Confidence in the Quality of people And product– Sound choice

“Halo effect”of Quality and excellence

“Halo effect”of Quality and excellence

Dedicated

Personalised Create your own experience

High level of Individual attention

Better able to Configure to meet Unique needs

Resources are Available and amenable

Opportunity to Explore own potential

Responsive

Researchculture “Cuttingedge” Product and Creative thinking

“Cutting edge” Product and Creative thinking

Improve competitive advantage

Supportive and collaborative environment

Personal development Through exposure To great thinking

Stimulating

Keythemes Challenge Confidence Productivity Productivity Confidence

Tailoring propositions to segments

Brandmark Cluttered, undisciplined applications

Guidelines Reality

RE

ST O

F T

HE W

OR

LD

VIE

TN

AM

/ A

SIA

AU

ST

RA

LIA

LEARN & TEACH RESEARCH COLLABO- RATE

RMIT UNIVERSITY OFFICIAL (Corporate/International)

Portfolios

Schools

Disciplines

Programs

SUPPORT

1

Research Institutes

Research Centres

(Teams & Programs)

CRC’s Partnerships Hosted entities Community Engagement

2 3

Solution: Three distinct and meaningful platforms

How will the three ‘looks’ compare? Connected Fearless Ingenious Liberal With an edge

1 OFFICIAL Lead activities Vietnam/Asia

2 CORE

Schools/Disciplines Undergraduate Support activities

Challenging the status quo

Embracing a fluid narrative/visual approach

3 ADVANCED Research

Postgraduate, CRCs

Engage the community

RMIT Summary of ‘Official’ look

RMIT Summary of ‘ Core’ look

RMIT Summary of ‘Advanced’ look

THANK YOU

Thank-you Questions?