Conventional wisdom dictates that when presenting on

A brand culture and identity agency
Conventional wisdom dictates that
when presenting on PowerPoint,
keep it short, clean and direct.
Which is why we chose to present a pdf instead.
1ST EDITION TITLE
Otherwise known as . . .
ACHIEVING BRAND ALIGNMENT
with MULTIPLE MESSAGES
and a SINGULAR VISION.
HIGHER EDUCATION AND
BRAND STRATEGY.
.
ARE WE ALL ON THE SAME PAGE?
THE ART OF COMMUNICATION.
Higher Education and brand strategy.
TO BRAND, OR NOT TO BRAND ?
I once found myself at a dinner part (yes I know,
how very 1990s). I was sitting between two educators.
Actually,one was a teacher and the other a professor.
When asked what I did for a living, I simply replied
that I was a Brand Marketing Consultant. The look
on their faces was both incredulous and horrified.
It was as though a wasp had flown into the room,
landed on their plate and was in the process of
being digested.
“Is there really any value in what you do: selling
people things that they do not want or need?”,
the professor asked.
“Who decides what is needed?,” I replied.
“We can see through all this guff. We do not pander
to commercialism or corporate mindsets in education.”
he said peering at me over his glasses.
I simply continued chewing on my over cooked lamb
and thought to myself, “We’ll see.”
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Higher Education and brand strategy.
The one-sided conversation did get me thinking.
Could universities learn from private businesses?
What is the value of branding? Is it even ethical?
The answer was yes, yes and absolutely.
After all, some universities have been established for
centuries and are successful for a reason. They attract
the best professors, produce the brightest students
and carry out cutting edge research. You can bet your
bottom dollar that it isn’t because they have the
fanciest logo or the latest and greatest slogan in Latin.
No, something else is afoot.
They have an established reputation and they keep
delivering on it. But their reputation hasn’t been
pulled out of thin air. They have a vision, and they
have acted in alignment with both their vision and
their values.
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Si hoc legere scis,
nimium eruditionis habes.
Higher Education and brand strategy.
WHENEVER THERE IS COMPETITION,
THERE IS A NEED.
Having visited the USSR in 1984,
I can testify to this.
• There are no short-cuts to developing brand equity. If there were, they would have been discovered already.
• Brand equity occurs through years of academic
and vocational excellence.
• As in all industries, focus on the product.
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SAKS 5th Avenue
Higher Education and brand strategy.
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The quality of undergraduate applicants
The quality of graduate applicants
The ability to attract research support,
fellowships and chairs
The ability to attract and retain leading full time educators and lecturers
The equity of the university/college
within industry
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This can be reflected in:
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A strong, relevant and purposeful brand
is the backbone to successful engagement.
undergraduates
TO CONCLUDE . . .
Higher Education and brand strategy.
THE PRICE OF SUCCESS . . .
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How many times have you heard a company
shout out that their core value is excellence?
BRAND ALIGNMENT.
What is the alternative?
Are we all on the same page?
“We are only human after all.”
A strong, relevant and purposeful brand is the backbone
of successful engagement.
It may seem idealistic to work in an institution where
everyone shares common values and beliefs. At best,
we may simply agree on monthly objectives.
Confronting disparities of thought and action can be
uncomfortable, but it should not be avoided.
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The brand is a reflection
of the core values of
any institution and the
process of branding
can become
intensely personal.
Are we all on the same page?
BRAND ALIGNMENT PROCESS
Define the vision.
Determine the business strategy.
Develop the value proposition.
Review and align values.
. . . consult with schools and business units.
Allow them to take ownership and determine
their own strategies.
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e VISION
BUSINESS STRATEGY
e VALUE PROPOSITION
VALUES
E
E
Are we all on the same page?
STAGE ONE. Tackle the
vision/mission
Aspirational in nature, your vision should be
all that you strive to be.
A good statement is a sentence or short paragraph
consisting of two to four sentences.
The vision should define a clear purpose and have
real and tangible value.
“The mission of the University
of Cambridge is to contribute
to society through the pursuit
of education, learning, and
research at the highest
international levels of
excellence.”
This is the launchpad that gives meaning to your
business strategy.
1
Issues to overcome:
1. Accountability
2. Time
3. Getting it right
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Are we all on the same page?
STAGE TWO. Defining your
business strategy.
Built to answer and give direction to the vision.
Defines which activities are required and markets
are accessed.
Determines skill requirements, partnerships,
competencies, assets, finances and overall resources.
External factors assessed.
2
Issues to overcome:
1. Vision is unclear
2. Culture is not supportive
3. Lack of accountability
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Are we all on the same page?
STAGE THREE. Defining your
Value Proposition.
High level engaging statement that encompasses key
initiative drivers and answers the question,
“What is it we stand for?”
Articulates the vision and business strategy.
Supports actional and behavioural messaging.
Creates individual attachment.
3
Issues to overcome:
1. Internal culture is not supportive
2. Business strategies as objectives
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Are we all on the same page?
STAGE FOUR. Review and
Align Values.
Your values define your culture. Without a coherent
and purposeful culture, success will remain elusive.
Cultures can make or break brands.
Primary (core) values elevate highly desired
actions and behaviours:
• freedom of thought and expression
• freedom from discrimination
Do your leaders reflect desired values?
Secondary values support the primary and
can articulate actions:
Are your values threaded throughout communications
and processes?
• strong support for individual researchers as well as research groups
Do your values align to your external face?
• recognition and reward of the University’s staff as its greatest asset
4
Issues to overcome:
1. Values should guide actions
2. Values should not be intangible
3. Values need to be personal
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Are we all on the same page?
Vision
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Values
Internal Reality
Values
Values
Values
Values
ALIGNMENT
Value Proposition
Values
External Perception
Business Strategy
Departmental Strategies
Objectives
Performance
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THE ART OF
COMMUNICATION.
The art of communication.
BATTLE of MAIDA (1803)
Sometimes miscommunication can work in your favor.
Take the Battle of Maida in 1803. It was fought between
Napoleonic France and a combined force of British
and Sicilians.
As the battle started, the commander of the Allies sent
an order, “Advance when the drums sound.” However,
the men leading the troops translated this as “Advance,
sounding the drums.” A simple mistake, as you can
imagine.
The French saw the men advancing and decided to
charge. They reached the Allied forces too quickly and
the allies opened up on the French at point blank range.
Even with all their horses and superior forces, they
couldn’t withstand the withering volley. They were cut
down and lost over 1600 men with another 400 captured.
The Allies lost a little over 300 men.
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The art of communication.
STORYTELLING
Key Message
Value Proposition
High level statement
that encompasses key
initiative drivers and
answers the question,
“What is our focus?”
Tends to be one or
two sentences in
length.
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u
Support Message
Add detail to
the proposition
Amplifies the Value
Proposition.
Sets the case for
change. Explains what
is happening. Explains
the benefits. Outlines
expected behaviours
and actions.
u
Proof Points
How do we support
and prove the
message
Offers facts to
underscore the
support messages.
u
Anecdotes
Create emotional
connections
with stories
Bringing the messaging
to life through ongoing
storytelling.
Creating emotional
attachments to the
value proposition
and your culture.
The art of communication.
EXAMPLE: McGill University,
Macdonald Campus
Key Message
Value Proposition
u
Support Message
Add detail to
the proposition
McGill Macdonald offers a
world-class education in a
personalized and intimate
setting.
To be the primary
choice of learning
for all students
who want to
affect change.
McGill graduates are leaders
in their professions, creating
solutions to today’s pressing
problems of sustainable
development, conserving
biodiversity...
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Proof Points
How do we support
and prove the
message
•Continually develop an
entrepreneurial and
collegiate culture
•Ensure “hands-on learning”
is centric to the Macdonald
experience
•Integrate scientific focus
•Ensure that study areas are
tangible and relevant
u
Anecdotes
Create emotional
connections
with stories
“Ignite your passion.”
“Exercise your mind.”
The art of communication.
“Because the Macdonald Campus is small, I can approach professors
without getting intimidated. I don’t yet know which field of Food
Science I will work in, but my studies have given me a strong
background in research projects and in practical lab work.
My studies have given me the strength to make decisions
and think individually about topics concerning food systems.”
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“I like students to explore their future career through hands-on
experience in internship-placements. It allows them to reach the
finish line proud of themselves and gives them the inspiration,
guidance, support and encouragement to make them driven
health professionals.”
The art of communication.
EXAMPLE: Ecole Faubourgs
The art of communication.
Satisfaction
Brand Platform
Trust
Commitment
Retention
Growth ROI
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Engagement
Desired behaviours
Ambassadors
External perception
Quality of work
Thank you.
For more information, please
contact Darren Evans:
[email protected]