Finals of Kant get Marx 2.0 : a general politics quiz
How to Create a Global Brand for Your University
1. Change is Good:
Branding Ini1a1ves
Two Case Histories
Barbara
E.
Kahn
Jay
H.
Baker
Professor
of
Marke5ng
The
Wharton
School
University
1
2. 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?
2
3. 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?
3
4. 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
4
5. 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.
5
6. The Role of Posi1oning
POSITIONING
Program
Development
Messaging
Strategic
&
Pedagogic
Vision
Provides
customer
benefits
Tells
the
Story
6
7. State-‐of-‐the-‐art
Research
Cross-‐Disciplinary Programs
Engagement
Global Pre-eminence
P-‐O-‐S
P-‐O-‐D
Bus.
Community
7
8. 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)
8
9. 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
9
10. 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
10
11. • 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.
11
21. 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
21
22. 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)
22
23. Strategic Brands
• Strategically
important
and
should
receive
more
than
their
share
of
resources
• A
linchpin;
future
vision
of
the
firm
– Aresty
– Undergrad
– Wharton
West
23
24. 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:
24
28. 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
28