brand and identity in a small hei

Brand and identity in a small HEI

The role of the Principal in maintaining reputation and

developing brand awareness

Professor Muriel Robinson, Principal, Bishop Grosseteste University College Lincoln

www.bishopg.ac.uk

Bishop GrossetesteUniversity College Lincoln

Celebrating 150 Years1862 - 2012

www.facebook.com/BGLincoln www.bishopg.ac.uk www.twitter.com/BGLincoln


Who are we and what have we been?

1862 Diocesan Training School Lincoln1962 Bishop Grosseteste College2006 Bishop Grosseteste University College Lincoln

2012 around 2000 students, 2 academic Schools; semi-specialised curriculum offer. Still a Diocesan foundation which welcomes students and staff of all faiths and none

www.bishopg.ac.uk





Recent identity challenges- twofold:

Teacher education no longer the majority activity (but..)

Acquisition of TDAP and university college title, with the chance to revisit name and brand

www.bishopg.ac.uk





The easy bit:Finding a new name- to stay with Bishop Grosseteste or not?• Robert Grosseteste as role model• Church identity• Alphabetical advantage• Continuity- a major change can be seen as signalling a problem and can lead to ‘customer’ confusion

www.bishopg.ac.uk





The easy bit:• Finding a new style- an evolutionary journey• Using external designers for the first time- but with an eye to cost• The shift to (episcopal) purple• ‘Our tradition, your future’

www.bishopg.ac.uk





www.bishopg.ac.uk





Consistency and individual identity

The challenge- how do we emphasise the core brand and also emphasise diverse functions?

• Academic subject identity

• Enterprise and income generation

www.bishopg.ac.uk





www.bishopg.ac.uk





The harder bit- ongoingAddressing the identity paradox-

‘You’re the teacher training college, aren’t you?’Yes but no.. No but yes..

To diversify or focus- which is most risky?

And related questions around, for example, the prospectus- what goes where? What are prospective students looking for?

www.bishopg.ac.uk





Internal relationships- the Principal and the marketing ‘team’

Where should marketing sit within our structures? Who gets priority attention in a world of conflicting demands and time pressures?Which decisions should be at Principal level?How to offer direct but not privileged access to the Marketing Officer

www.bishopg.ac.uk





Internal relationships- the role of governors

Setting strategic direction and therefore affirming/developing identity (and brand)Managing reputational riskActing as critical friendsAmbassadorial- spreading the wordA key relationship- Chair and Principal

www.bishopg.ac.uk





How do our governors engage?Regular engagement with SLT around strategyAnnual awaydaysEarly engagement re any big decisionsAn external view of how we are seen (or not - cutting down the hedges, redeveloping the entrance)Key messages cards

www.bishopg.ac.uk





How do we engage with governors?Early warnings re reputational riskOpenness around strategic challengesPro-active requests for major expenditure eg marketing for 2012, use of PR agencyOrganising media training for key governors alongside SLT

www.bishopg.ac.uk





What is not (usually) governor levelFirst stage decisions around desired direction of travelHands-on development of logo, brand, branded material and marketing materialsActive involvement in preparation of press releases

www.bishopg.ac.uk





Handling reputational challenge- a case studyThe challenge:

December 2010 UCU survey names BG as one of four most ‘at risk’ institutions in England under proposed funding regime- national press coverage including Radio 4 ‘Today’

Spring 2011 HEFCE funding letter and apparent major cut to our funding, looking like one of most severe in the country, resurrects the story

www.bishopg.ac.uk





What did we do?Pro-active preparation of media statements including marketing officer in briefingInternal messages to staff and studentsActivation of governors as ambassadors (especially Chair)Challenge to UCU by Chair (still awaiting proper response)Emphatic explanation of funding ‘cut’

www.bishopg.ac.uk





Followed by:Active profile raising – revisiting externality of SLT150th anniversary used as a promotion opportunityMajor campus developments publicised extensively- investing with confidence in the futureIncreased marketing spend- major campaignEngagement of professional PR companyExternal profile added to major risks on risk table and reported regularly to governorsChair’s parachute jump!

www.bishopg.ac.uk





Did it work?Early indications are good (but BSI still unknown)Applications for 2012-13 up by significantly more than most HEIs150th has attracted strong support from community and VIPs including fundraisingSignificantly increased positive press coveragePartnership beginning to develop‘Reputational reservoir’ feeling fuller again

brand and identity in a small hei

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