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Change  is  Good:    
Branding  Ini1a1ves  
Two  Case  Histories
Barbara	
  E.	
  Kahn	
  
Jay	
  H.	
  Baker	
  Professor	
  of	
  Marke5ng	
  
The	
  Wharton	
  School	
  	
  
University	
  
1	
  
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	
  
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	
  
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	
  
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	
  
The  Role  of  Posi1oning
	
  	
  	
  POSITIONING	
  
Program	
  
Development	
  
Messaging	
  
Strategic	
  &	
  	
  
Pedagogic	
  
Vision	
  
Provides	
  customer	
  benefits	
  
Tells	
  the	
  Story	
  
6	
  
               State-­‐of-­‐the-­‐art  
Research
Cross-­‐Disciplinary  Programs
Engagement
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)	
  	
  
8	
  
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	
  
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	
  
•  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	
  
School  brand  vs.  University  Brand
12	
  
Objec5ves	
  and	
  methodology	
  



13	
  
14	
  
It’s  all  about  the  U	
  
15	
  
16	
  
17	
  
Case  Study  2
18	
  
19	
  
Brand  Systems
Brand
Roles
Driver
Endorser
Silver
Bullets
Strategic
Brands
Co-brand
20	
  
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	
  
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	
  
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	
  
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	
  
Co-­‐Brands
•  Branded	
  ingredients	
  
•  Composite	
  brands:	
  bundling	
  of	
  two	
  brands	
  to	
  provide	
  
an	
  enhanced	
  customer	
  benefit	
  
•  Example:	
  
25	
  
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?	
  
	
  
	
  
26	
  
Brand management objectives
Leverage	
  exis5ng	
  
affect	
  
Avoid	
  detrac5ons	
  
Monitor	
  changes	
  
Increase	
  favorable	
  
associa5ons	
  
27	
  
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	
  

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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  
  • 12. School  brand  vs.  University  Brand 12  
  • 14. 14  
  • 15. It’s  all  about  the  U   15  
  • 16. 16  
  • 17. 17  
  • 19. 19  
  • 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  
  • 25. Co-­‐Brands •  Branded  ingredients   •  Composite  brands:  bundling  of  two  brands  to  provide   an  enhanced  customer  benefit   •  Example:   25  
  • 26. 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?       26  
  • 27. Brand management objectives Leverage  exis5ng   affect   Avoid  detrac5ons   Monitor  changes   Increase  favorable   associa5ons   27  
  • 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