how to create a global brand for your university

Change  is  Good:    Branding  Ini1a1ves  Two  Case  Histories

Barbara  E.  Kahn  Jay  H.  Baker  Professor  of  Marke5ng  

The  Wharton  School    University  

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THE  CHANGE  IN  THE  ACADEMIC  WORLD

Seller’s  Market  

Buyer’s  Market  

Internal:  Focus  on  School;  we  decide  if  we    want  you  

Marke5ng:  Focus  on  Stakeholders  and  Compe55on;  Differen5a5on    

Experience:  Focus  deeper  on    experien5al  value  

Connected    Community  

Economic  Uncertainty  (Madoff)  

Trust:  Focus  on  authen5c    value-­‐-­‐    RESET?  Higher  ed  the  next  bubble?  

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Internal    Orienta5on  

Marke5ng    Orienta5on  

Persuade  stakeholders  to  want  what  school  offers  

Persuade  schools  to  offer  what  stakeholders  want  

Internal    Differen5ated  Experien5al      Authen5c  Perspec5ve    Experience    Lifelong  Value  Value  

Experience    Orienta5on  

Manage  the  en5re  experience;  lifelong  learning  &  rela5onships  

Trust    Orienta5on  

Authen5city,  reduce  the  uncertainty;  is  the  cost  jus5fied?  

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Differen1a1on:  A  Posi1oning  Statement  

 •  Apple  Computers  offers  ….    the  best  personal  

compu5ng  experience  to  students,  educators,  crea5ve  professionals  and  consumers  around  the  world  through  its  innova5ve  hardware,  so_ware  and  Internet  offerings.    

•  Posi1oning  Statement –  Target  Segment  –  Point  of  Difference  –  Frame  of  Reference  

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Posi1oning

•  A  posi5oning  statement/strategy  essen%ally  describes  the  value  proposi%on  of  product  to  the  target  market. –  Target  Market  [For  Whom]  –  Point  of  Difference  [Reason  to  Buy]  –  Points  of  Parity  [Frame  of  reference]  

•  Posi5oning  is  accomplished  through  all  elements  of  the  marke5ng  mix:  product,  price,  promo5on,  place.  

•  Focus  on  a  few  key  benefits  [unique  selling  proposi5on,  or  the  value  proposi5on]  

•  Select  a  posi5on  that  is  defensible.  •  Posi5oning  requires  making  choices.  

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The  Role  of  Posi1oning

     POSITIONING  

Program  Development   Messaging  

Strategic  &    Pedagogic  Vision  

Provides  customer  benefits  Tells  the  Story  

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               State-­‐of-­‐the

-­‐art  

Research

Cross-­‐Disciplin

ary  Programs

Engagemen

t

Global Pre-eminence

P-­‐O-­‐S   P-­‐O-­‐D   Bus.  Community   7  

Points  of  Differen1a1on:    Cross  Disciplinary  Programs

•  Healthcare –  Health  EMBA  program  (one  of  only  18  na5onally  accredited  both  

by  AACSB  and  CAHME)  –  MD/MBA    –  DNP  –  Health  Center  (Advisory  Board)  

•  Real  Estate –  MBA  concentra5on  –  B.Arch/MBA  program  –  Joint  Masters  and  Center:  Architecture  school,  law  school  and  

business  school  •  Marine  School  programs  (Environment/Risk)    

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Points  of  Differen1a1on:  Miami  is  the  Gateway  to  La1n  America

•  MSPM/MBA  program:  taught  en5rely  in  Spanish  •  Partnering  with  La5n  American/Spanish  business  

schools:  §  Universidad  de  San  Andres,  Argen5na  §   University  of  Sao  Paulo,  Brazil    §  CENTRUM  Católica,  Peru  §  Autonomous  University  of  Madrid  (UAM),    §  SpainIns5tuto  de  Empressa  (IE),  Madrid,  Spain    §  Universitat  Pompeu  Fabra,  Barcelona,  Spain  §  IESE,  Barcelona,  Spain  

•  Opening  up  a  satellite    campus  in  Puerto  Rico  

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Michael  L.  Ducker  President,  Interna5onal    FedEx  Express  

Muhtar  Kent  President  and  CEO  The  Coca-­‐Cola  Co.  

Francis  Aldrich    Sevilla-­‐Sacasa  ,  BA  ‘77  President    U.S.  Trust,  B  of  A  

Arun  Sarin  Former  CEO  Vodafone  Group  

Donna  E.  Shalala  President  University  of  Miami   Jim  Skinner  

Vice  Chairman  and  CEO  McDonald’s    

Jack  Welch  Former  CEO  General  Electric  

Harnessing the Power of the Connected World

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•  University  of  Miami’s  2011  Global  Business  Forum  will  bring  together  some  of  the  most  influen5al  leaders  in  business  and  government,  along  with  hundreds  of  professionals  from  across  industries,  to  discuss  the  business,  policy  and  delivery  of  health  care.  

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School  brand  vs.  University  Brand

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Objec5ves  and  methodology  

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It’s  all  about  the  U  

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Case  Study  2

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Brand  Systems

Brand Roles

Driver

Endorser

Silver Bullets

Strategic Brands

Co-brand

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Driver  Brand

•  Brand  that  drives  the  purchase;  its  iden5ty  represents  what  the  customer  primarily  expects  to  receive  from  the  purchase;    

•  Example:  Gilleqe  Sensor  (Sensor  is  the  driver)  

•  Compaq  w  Intel  Inside  (Intel  became  the  driver  brand)-­‐-­‐  

•  Wharton:MBA  the  driver  brand  •  Needs  to  generate  real    customer  response  

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Endorser  Role

•  The  brand  the  provides  the  support  and  credibility  to  the  driver  brand’s  claims  

•  Reassures  the  customer  that  the  product  will  deliver  the  promised  func5onal  benefits  

•  Usually  the  corporate  brand  •  Example:  General  Mills  for  Cheerios;  HP  for  LaserJet-­‐-­‐  

•  Wharton?    Penn  (Ivy  League)  

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Strategic  Brands

•  Strategically  important  and  

should  receive  more  than  their  

share  of  resources  

•  A  linchpin;  future  vision  of  the  

firm  

–  Aresty  –  Undergrad  –  Wharton  West  

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Silver  Bullet

•  Subbrand  or  branded  benefit  that  is  employed  as  a  vehicle  for  changing  or  support  the  brand  image  of  the  parent  brand  

•  Purple  ketchup  •  To  change  image:  •  Examples:  Wharton:      

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Co-­‐Brands

•  Branded  ingredients  

•  Composite  brands:  bundling  of  two  brands  to  provide  

an  enhanced  customer  benefit  

•  Example:  

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Food for thought  

•  Three  ques5ons  for  each  of  us…  

•  What  are  the  P.O.P?  

•  What  are  the  P.O.D?  

•  Where  is  the  S.C.A?    

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Brand management objectives

Leverage  exis5ng  affect  

Avoid  detrac5ons  

Monitor  changes  

Increase  favorable  associa5ons  

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Takeaways

•  The  brand/reputa5on  is  the  tangible  manifesta5on  of  many  of  the  intangible  benefits  •  Associa5ons  are  derived  from  mul5ple  sources  (e.g.,  

students,  business  community,  university  context)  •  Brand  equity  is  an  asset  

•  Equity  management  has  four  key  ac5vi5es  (ILAM)  •  Equity  management  is  cri5cal  but  non  trivial  

•  Message  must  be  trustworthy,  based  on  School/University  authen5c  history  

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