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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How to Create a Global Brand for Your University

Business

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