Branding

We have written before about the importance of considering your institution's market position relative to competitors when planning future price increases. When sticker price position is higher than "prestige" position (based on publicly available measures like test scores, U.S. News rank, and selectivity) institutions often see declining demand.

In 1999, the North Dakota University System coordinated a roundtable discussion inviting its board of directors, K-12 administrators, employers, and others to address their expectations of the university.

"It was a landmark event in North Dakota's higher ed history," explains Michel Hillman, vice chancellor of academic and student affairs at NDUS in Bismarck, which has 11 campuses. "What was recommended was a consistent set of accountability measures."

College graduates are used to hearing from their alma maters with requests about donations and to cheer on the school athletic teams. But lately, alumni from a growing number of institutions are hearing the sounds of alumni offices retooling themselves to offer an unprecedented array of services and programs.

Bill Tyson has been advising colleges and universities on getting media attention for more than 30 years through his firm Morrison & Tyson Communications. Now he's taken some of that knowledge and put it into Pitch Perfect: Communicating with Traditional and Social Media for Scholars, Researchers, and Academic Leaders (Stylus Publishing, 2010), a how-to guide for thoughtful communications planning that can increase the likelihood of national media coverage.

It's hard to believe that it's been 10 years since brand marketing first swept higher education. During that time we have seen countless colleges and universities launch and develop brand strategies. And based on the number of RFPs in play, it appears that the interest in brand marketing will likely not diminish any time soon.

As we look forward to that next decade of brand marketing, I thought it might be useful to look back to see what lessons we have learned.

It took one determined program director, two tries, three years, and much collective brainpower—but at Chatham University in Pittsburgh, today's interior architecture program students can earn a bachelor degree in three years rather than four.

When Adam Wheeler was charged with 20 criminal offenses this spring, the world was shocked as the allegations against him came to light.

To be or not to be? A college on the East Coast uses "The Place to Be!" as its tagline. And why not? Everyone has to be somewhere. But unless the school wishes to target modern-day Hamlets who haven't decided whether to be or not, it has zero impact.

Another popular tagline is "Start Here, Go Anywhere." It's too popular, in fact. Dozens of schools use that same slogan or a close derivation. When an institution's tagline is so generic as to be interchangeable among schools, it's a sure sign that coherent strategy has "gone elsewhere."

Business-to-consumer marketers have become increasingly adept at identifying various demographic segments with specialized interests: moms who blog, people who like to cruise, upscale married couples with children, environmentally minded homeowners, etc., etc.

In our current economic environment, critical funding for an array of essential entities and institutions has dried up, leaving a momentous gap between budget needs and realities. Universities are certainly no exception to this phenomenon. Even Harvard is feeling the pinch. The university had reported a 30 percent decline in its endowment for the fiscal year ending June 2009.

So the question presents itself: What can universities do to throw out a larger net and create a new class and type of donor? The short answer: sacred spaces.