2013-rmit victoria-brand identity project
TRANSCRIPT
Building sustainable, future-focused brands
Building Sustainable, Future Focused Higher Education Brands
Australian Universities – International Marketing Symposium
July 24 th, 2013
John Gregg
Navigate Brand Directions Australia
UNLIKE SOAP POWDER, UNIVERSITIES ARE COMPLEX. HOW CAN I ENGAGE THE ORGANISATION WITH BRAND THINKING?
A school’s attitude is the most important driver of its brand – and the best place to start the brand conversation
The philosophy, values and spirit of the school
Attitude
Signature Intellectual Property Knowledge Attitude
Which is then supported by the school’s domains of expertise and specialization
Technical, Business, Task-based, Infrastructure
Capability
And how they may be applied through its graduates skills and distinctive research capabilities Knowledge
Attitude
Experience
Attitude
These domains live in an ecosystem of overall experience which can nurture, inspire or shape the delivery… or not
The campus,
location, environment, and way of learning
Capability
Knowledge
Capability Experience
The areas of overlap are critical in defining the key themes of the brand
Attitude
Knowledge
REBRANDING UNVERSITIES IS A POPULAR PASSTIME
Brand
Faculty Students
Alumni Reputation Industry
Funding
Most institutions recognise the potential of a “virtuous circle” linking stakeholders and strategies
Recent High Profile brand and identity initiatives
Why?
To Enhance the brand image
“Perception does affect the value, the “currency,” of a degree for students and alumni.” (NJIT - http://branding.njit.edu/njit_qa.php)
“First impressions often are the basis for people's long-lasting attitudes and opinions. Those opinions influence action--whether an excellent high school student chooses Cornell, whether a world-class scholar decides to join the faculty, whether a foundation awards a major grant, or whether an alumna endows a scholarship program.” (Cornell University - http://cornelllogo.cornell.edu/)
Why? To strengthen consistency
“To establish a consistent identity that projects unity and strength, and to convey the university's stature and influence in the community.” (San Diego State University - http://advancement.sdsu.edu/marcomm/logo/index.htm) “The basic strategy is this: one university, one look.” (James Madison University - http://www.jmu.edu/identity/index.shtml) “There is one look, one voice - a common element that runs through all our materials, no matter what format, size or colour…These standards offer a flexible framework to design within and yet, deliver a consistency that is unmistakably recognized as belonging to Ryerson University.” (Ryerson University - http://www.ryerson.ca/ua/branding/rationale/going.html)
Why? To bring to life a distinctive positioning “The branding programme aims to: position Oxford Brookes as distinctively different to other universities. Represent the University as a personality – modern, forward looking, innovative, rooted in its local community but also globally connected.” (Oxford Brookes University - http://www.brookes.ac.uk/about/structure/corporate_identity/branding_docs/01.pdf) “The revised crest focuses on the strong and powerful images that match the perceptions of the university. The redrawn crest reflects a forward-looking confidence while including iconic images representing the university’s heritage and influence.” (UCD - http://www.ucd.ie/visualidentity/qanda.htm#whyisdublinincludedinnewucdcrest) “Ryerson University faces many challenges in terms of our brand identity including: outdated perceptions of our institution, varying top-of-mind awareness of Ryerson University and the lack of consistency of the University’s brand...To overcome these challenges, we must establish and communicate our identity effectively and consistently.” (Ryerson University - http://www.ryerson.ca/ua/branding/rationale/#why)
But achieving differentiation is no mean feat… even between the most direct of competitors!
SHOULDN’T UNIVERSITIES THINK OF DIFFERENTIATION IN TERMS OF HOW THEY ENGAGE THE BIG ISSUES?
Our world is changing around us
Businesses are playing by new rules
Business
Environment
Business
Archetype
Leadership
Icon
Work 1.0
•
•
Hierarchy
Process oriented
•
•
•
•
Tenure and title
Centralized hub
Closed access to information
American
Henry Ford
Work 2.0
•
•
Top down and Grassroots
Process oriented
•
•
•
More collaborative
Centralized hub with satellites
Global
Jack Welch
Work 3.0
•
•
International collaboration
Mobile
•
•
•
Open access to information
Knowledge and ability
Globally networked
Steve Jobs
New skills, talents and mindsets evolve for the future
Desired Graduate Present
Desired Graduate Future
• • • • • • • •
Lateral Thinking Aesthetic Context Technology savvy Culturally fluent Socially minded Passionate Inquisitive
• Critical Thinking • Articulate • Practical Exposure • General knowledge • Excellence • Collaborative • Ethics | Accountability Source: Richard Florida, Dink Pink, Navigate Analysis
These dynamics can be applied to explore the next generation of talent
Source: Navigate Interviews, desktop research
Future talent will need to reinvent themselves and contribute to society at large
Source: Navigate Interviews, desktop research
Schools/Students that transform the world and communities through an outcome-oriented approach
Schools/Students that transform the world and communities through holistic, collaborative engagement
Schools/Students that transform organisations and individuals through an outcome-oriented approach
Schools/Students that transform organisations through holistic, collaborative engagement
world
Exte
nt of
transf
orm
ative
im
pact
org
aniz
ations
com
munitie
s Self
The higher learning landscape can be seen in the same way
Attitude towards Learning Learning as a journey Learning as a means to an end
Source: Navigate Interviews, desktop research
21st century education will shift emphasis from teaching to learning environment – creating the new market in which brands compete
Teaching Present
Learning Future
• • • • • • • •
Producing Transparency Facilitator World is the classroom Access to people Learning to be Conversations Lifelong learning
• Consuming • Authority • Expert • Classroom lecture • Access to information • Learning about • Publications • Within schools Source: Adapted from John Moravec, Ph.D., May 2009
PRACTICAL CHALLENGES AND A REFLECTION ON OUR EXPERIENCES
Location and community is a consideration that should be embraced – as a part of identity and in terms of an institution’s contribution
Easy if you’re in New York
• • • • •
An identifiable zone – a “corridor” of dynamic growth and development Favourable economic climate Anchored at each end, with Sydney in the same zone Distance will disappear as an issue – filled in and shortened The university must be a key active ingredient
But what about Wollongong?
Sydney
Stakeholders are critical, political and often wary of “commercial” initiatives, so strategy should be detailed and actionable
BrandEssence Superior Flow Enablers
Promise International partners who maximise value through world class solutions
Pillars Benefits PersonalityTraits Differentiationpoints
Local partners wherever you are Local success Collaborative
•International coverage •Global expertise meets local culture •Multi-regional approach •Prompt reaction to client’s needs •Part of the clients’ team
Uninterrupted extraction of value Peace of mind Solid
• Over eighty years of experience • Business savvy advisors • Continuous innovation • Customisation at every point
Growing together through experience Continual development Understanding • Seeking solutions together with the client • Highly collaborative engagement approach • Knowledge sharing
Consistent delivery at every level Total confidence Adaptable •Best trade-off of cost and performance •Delivery on time and on budget •Certification of salesforce’s skills
Barriers Core customer base, but limited ‘greenfield” success, premium – even “expensive” image, ‘black-box” approaches and solutions
EffortRequired • Raise awareness among traditionally “non-consulting” clients and shift perceptions from ‘expensive” to “valued and imperative” – “a business savvy investment in the future • Make everyone recognise the value of local partners with access to global know-how and best practices.
A detailed articulation of Brand Strategy linking the Brand Promise and tangible ‘Proof Points” is the bedrock of a good strategic framework – Example: Professional Services Firm
Pillars Differentiationpoints 2008 2009 2010
1.Local partners wherever You are
International coverage
Global expertise meets local culture
Multi-regional approach
Part of the clients’ team
2. Uninterrupted extraction Of value
Business savvy advisors
Eighty years of global and national experience
Comprehensive range of expertise and services
Continuous innovation
3. Growing together through experience
Highly collaborative engagement approach
Knowledge transfer
4. Consistent delivery at Every level
Balance of cost and performance
Delivery on time and on budget
Solutions that stand the test of time
31
Example Brand Development Roadmap – defines what messages can go to market at what point, based on proof points as drivers of credibility
Touchpoints are complex and need a holistic approach to management - covering communications, products and experiences
INTERNATIONAL
Brand touchpoints are complex Example: RMIT Melbourne
University
INTERNAL SERVICES
POSTGRAD
RESEARCH
INTERNATIONAL
UNDERGRAD
TAFE
SHORT
COURSES
A4 Information Guide DL Brochures
Flight Training Guide
Australian Website
Vice Chancellor’s Message
A4 Academic Plan
A4 General Course Guide
DVD
Campus Signage
Welcome Brochure General Student Guides
Student Equity Flyers
Library Services
Student Rights Information Catalyst Publication
Student Diary
Study Abroad Information
Newsletter
DL Brochures A4 & A5 Guides
DL Brochures
Advertising
TAFE & Ungrad Guides A4 Postgrad Guides
Arrival Guides / About Melbourne Guide
Accomodation Information Program & Fees Guide
A4 Informational Guides Advertising
A4 Informational Guide DL Awards Brochures
VIETNAM WEBSITE
RECRUIT MENT
Buildings / Architecture Staff Recruitment
freedom
to a
chie
ve
Touchpoint management model
Types of
experience
Physical
Cultural
Product
car parking / public transport
entrance / wheelchair access navigation / way finding
recreational / accommodation
teaching / study spaces
major events (open days) induction / orientation / HR evaluation web-site / call centre / adverts newspaper / newsletter
exhibitions/ displays / graduation extra curricular events / clubs etc
counselling / administration training / planning
teaching style Timetables Exams/ assignments Assessment/results
Touchpoints Touchpoint categories Experience objectives
physical access
living spaces
learning spaces
social involvement
daily interaction
content
open the way from where I am to where I need to be
celebrate the interaction of diverse individuals
support the pursuit of personal passions
convey the communal value of individual contributions
relate personal strengths to future possibilities
a platform to demonstrate personal excellence
course descriptions course tailoring / scholarships vocational outcomes course programs
options
accommodate personal styles and individual contexts
introduction challenge the way you think about your potential
staff facilities library / computer labs
Audiences are diverse in their characteristics and motivations, so benefits and their communication needs to be tailored, and identity should be flexible
Attributes Benefits (domestic)
Benefits (international)
Benefits (corporate)
Benefits (research)
Benefits (internal)
Personality
Knowledgeinto action
Increased employability– Personal skills
Increased employability– Personal skills
More relevant, Value creating results
Opportunities to Develop work and Commercialise in the“realworld”
Build skills and feel Their relevance
Practical
Committedtohigh standards
Increased employability– qualityofdegree
Increased employability– qualityofdegree
Confidence in the Quality of people And product– Sound choice
“Halo effect”of Quality and excellence
“Halo effect”of Quality and excellence
Dedicated
Personalised Create your own experience
High level of Individual attention
Better able to Configure to meet Unique needs
Resources are Available and amenable
Opportunity to Explore own potential
Responsive
Researchculture “Cuttingedge” Product and Creative thinking
“Cutting edge” Product and Creative thinking
Improve competitive advantage
Supportive and collaborative environment
Personal development Through exposure To great thinking
Stimulating
Keythemes Challenge Confidence Productivity Productivity Confidence
Tailoring propositions to segments
Brandmark Cluttered, undisciplined applications
Guidelines Reality
RE
ST O
F T
HE W
OR
LD
VIE
TN
AM
/ A
SIA
AU
ST
RA
LIA
LEARN & TEACH RESEARCH COLLABO- RATE
RMIT UNIVERSITY OFFICIAL (Corporate/International)
Portfolios
Schools
Disciplines
Programs
SUPPORT
1
Research Institutes
Research Centres
(Teams & Programs)
CRC’s Partnerships Hosted entities Community Engagement
2 3
Solution: Three distinct and meaningful platforms
How will the three ‘looks’ compare? Connected Fearless Ingenious Liberal With an edge
1 OFFICIAL Lead activities Vietnam/Asia
2 CORE
Schools/Disciplines Undergraduate Support activities
Challenging the status quo
Embracing a fluid narrative/visual approach
3 ADVANCED Research
Postgraduate, CRCs
Engage the community
RMIT Summary of ‘Official’ look
RMIT Summary of ‘ Core’ look
RMIT Summary of ‘Advanced’ look
THANK YOU Thank-you Questions?
John GreggPrincipalNavigate ConsultingMobile: +61 (0) 402 493 278Email: [email protected]