Báo cáo môn Những kỹ thuật gia tăng giá trị thương hiệu HIGHER EDUCATION BRANDING STRATEGIES: CHALLENGES AND POTENTIAL STRATEGIES Like numerous other notforprofit and nonprofit diligence, the advanced education sector has been subordinated toa series of abecedarian challengesover the once decade or so. Education was formerly considered a public good, handed by nonprofits, free from request pressure, and with a clear social charge
UNIVERSITY OF ECONOMICS AND FINANCE SUBJECT: TECHNIQUES TO INCREASE BRAND VALUE NAME: NGUYỄN THỊ NGỌC MAI STUDENT ID: 185040085 CLASS: B01E HIGHER EDUCATION BRANDING STRATEGIES: CHALLENGES AND POTENTIAL STRATEGIES Like numerous other not-for-profit and non-profit diligence, the advanced education sector has been subordinated toa series of abecedarian challengesover the once decade or so Education was formerly considered a public good, handed by nonprofits, free from request pressure, and with a clear social charge Moment, education is getting a global service handed by businesses in an decreasingly complex and competitive knowledge request To face these challenges, advanced education institutions need an applicable strategy, a necessity reflected in numerous calls for strategic exploration in the field of advanced education Universities have three introductory operations tutoring, exploration, and publicservice These operations have always been in conflict with one another This has come indeed more salient in recent times, as the terrain of the HE sector has come decreasingly marketized On the one hand, to survive, HE institutions must bear like forprofit associations, prioritizing rev enue creation On the other hand, they must also serve as nonprofit associations, prioritizing the public good and serving as providers of knowledge and a path for educational development I Challenges: UNIVERSITY OF ECONOMICS AND FINANCE SUBJECT: TECHNIQUES TO INCREASE BRAND VALUE Structure and maintaining strong brands is challenging in all sectors, but the material question is whether specific and unique issues face universities in their attempts to make and maintain brands From a UK perspective, in 2003 Bodoh and Mighall argued that “ brands present some real challenges in a sector that has been slow to embrace the introductory principles of branding.” Johnston added up the agreement from practice at that time when he argued that the advancededucation system fluently had a long way to go in terms of understanding and incorporating the imprinting generality, although the United States was putativelyahead of the UK in the acceptance of imprinting as a generality in the sector Maybe this is because the United States has endured a commercial clashbetween demand and traditional academic values ten times ahead Brookes suggests that commercially acquainted sweats, analogous to imprinting, are naturally awkward for universities where" one has to take into account the terms of the divisions communicate applies not only to salable objects" In addition, defining insulation is indeed an ongoing challenge Some of the modelshave analogous branding as Keller's, LePla and Parker's"Integrated Brand Modeling", De Chernatony and McWilliam's" Brand Box Model"and"Museum" brand identity spectacles” by Kapferer that defining “ brand guidelines” is easilyimportant, but can be delicate to total for academic brands, especially in terms of remote actors, internal alignment, and diversity of brands service handed Harvard Business School exemplifies a strong educational brand, arguing that it's strong because it has a clear place in the minds of consumers They argue that other institutions of advanced education are being linked and that"Oxbridge,"RedBricks"and former polytechnics are registered UNIVERSITY OF ECONOMICS AND FINANCE SUBJECT: TECHNIQUES TO INCREASE BRAND VALUE only They suggest that" marketers of these associations have been selling effectively for decades"but concede that patient positioning"is either new or has surfaced in a particularly unique fashion over time." Artistic issues are among the most important challenges; The veritably nature of marketing means that it penetrates most areas of the association and as a resultmarketers are suitable to draw strong opinions from other workers and departments where strengthening Satisfying marketing propositions is “theoretically uncomfortable” for numerous scholars Organizational culture can bea source of competitive advantage, but only if the brand's values respect that culture and integrate it as part of their brand On the whole, a review of the literature shows that numerous areas of the Footmark offer have some connection to advanced education, but the specificartistic, functional and organizational issues of advanced education literacy means the factual operation isn't simply or clearly asked, and thus a close examination of the content is proved Trouble scarce coffers in an decreasingly competitive and global advancededucation request Public backing for universities has generally declined, which threatens the eventuality for growth development of these institutions and increases'the significance of designing fundraising conditioning aimed at companies and alumni, and developing operation training conditioning Deregulation of the advanced education sector, especially in Europe and other regions, has enhancedthe autonomy, tone-association and responsibility of universities but it alsofacilitates the privatization to a certain extent of the sector and the entry of newplayers This trend, coupled with the massification of education (as reflected, for illustration, in the mileage capability of massive open online courses (MOOCs)), has made competition in the HE sector UNIVERSITY OF ECONOMICS AND FINANCE SUBJECT: TECHNIQUES TO INCREASE BRAND VALUE indeed more strict Universities need to contend in a crowded, global business and the conse quent need to vend themselves to attract scholars, and therefore to maximize earnings, has led numerous HE institutions to borrow a more consum erist approach, feeding further to scholars’wishes This trend, still, has negatively impactedacademic norms and threatens unborn academic quality Strategic recommendations and guidelines for contemporary advanced education suggests that the HE sector must respond to the following three core challenges, which we call the Three E’s for Education Core challenge Enhance HE institutions’pres tige and request share in a consolidating global educational request Main Challenge Apply deeper business thinking, with separate op erandi and decision making approach Crucial Challenge Develop links, relations andco-creation of value with crucialstakeholders Strategic recommendations for contemporary advanced education II Potential: Occasion ICT and Socio-Demographic Trends Driving Rapid Transformation Information and Communication Technology (IT-IT) is dismembering the middleand changing the rules of the game in the sense that black in every assiduity, including advanced education The media assiduity in general, and the music assiduity in particular, suffered in the fate of the ICT revolution a many timesagone, and some prognosticate analogous scripts for the advanced educationsector Still, the advancement of ICT can represent a great occasion for advancededucation institutions that can exploit Web2.0 results to their own advantage ICT results that give new growth channels (e.g UNIVERSITY OF ECONOMICS AND FINANCE SUBJECT: TECHNIQUES TO INCREASE BRAND VALUE through virtual education without borders), can enable advanced education institutions to meet the growing needfor education encyclopedically demand, a need that can not not be completelymet through offline channels alone ICT can also help reduce costs, as the transition from physical to digital results can ameliorate effectiveness and reducecosts Eventually, innovative technology results can enable universities to ameliorate their own position by furnishing a response to the demand of tech- expertise millennials for a better educational experience advanced education Overall, the development of ICT has greatly bettered the eventuality of universities in creating and propagating knowledge On the one hand, the digital terrain has greatly increased the number of available knowledge sources, as well as the easyand quick access to these coffers, bringing significant benefits to numerousstakeholders Advanced education From the experimenter's perspective, for illustration, online coffers, similar as academic databases, enable rapid-fire, comprehensive, and effective exploration; Likewise, the same architectures that make the experimenter's work visible and accessible, potentially adding its impact On the other hand, ICT has eased the creation of a networked society, leading to the expansion and reconfiguration of collaboration within and between associations, beyond limitations of traditional forms of cooperation The networked society thus encourages advanced education institutions to strengthentheir connections with crucial stakeholders and to engage in relations with mates, including other universities and mates Another occasion facing the advanced education sector enterprises socio-artisticand demographic trends, including a surge of tech-smart scholars and an overallgrowth in demand advanced education and the diversity of the pupil population The strategies of UNIVERSITY OF ECONOMICS AND FINANCE SUBJECT: TECHNIQUES TO INCREASE BRAND VALUE advanced education institutions should take these developmentsinto account Current council aspirants are digital natives who act as informed and informedguests when choosing a university In addition, as these digital natives begin their studies, the influence of their specialized know- style is reflected in their approachto the educational process, starting with introductory relations theirs with their preceptors In particular, digital natives seek to approach learning through socialmedia and other forms of physical, digital and multimedia delivery systems, furnishing immediate commerce and substantiated Demographic and sociocultural trends not only affect pupil geste, but also the composition of scholars themselves Advanced education institutions face addingdemand from a further different pool of aspirants College classes presentlyinclude scholars from a variety of social, religious, ethnical, and geographic backgrounds This trend is driving reform in the education system and has brought about similarly dramatic changes in scholars' prospects about the classroom experience In particular, scholars are presently seeking strongexposure to diversity The future of advanced education must be shaped by request mechanisms in a globalized world Admitting to be part of an overcrowded global request and the astonishing rate of change in two decades The once century has prodded advanced education to engage in a debate about the unborn sustainability of advanced education as we know it moment, analogous to a number of other not-for- profit and for- profitdiligence As in the business world, there are no clear answers as to how advanced education institutions should respond to adding complexity and query; only processes are presented as implicit managing mechanisms Then, we've triedto define some of these processes, grounded on ideas grounded on the academicliterature UNIVERSITY OF ECONOMICS AND FINANCE SUBJECT: TECHNIQUES TO INCREASE BRAND VALUE Advanced education decision-makers and crucial stakeholders trying to develop a strategy should bandy, review and validate the guidelines we proposeto achieve a detailed roadmap that helps specific institutions their capability to meet the advanced education challenges of the 21st century In particular, advanced education leaders should assess the extent to which their institutionscan integrate business practices and digital results as a means of conforming to the changing nature of education while conserving the social part of advancededucation In turn, public authorities need to understand their part in the burgeoning HE sector as controller, investor, facilitator, or a combination of these, in order to promote promote the common good and encourage institutional responsibility, responsiveness and invention In quite rare cases, a radical artistic change can and should be fulfilled by replacing being staff with good rookies as mentioned over Performance and geste in the plant can be measured to produce asked issues Still, in numerousuniversity systems, especially in Europe, the executive and academic staff of advanced education are frequently hired, which makes a revolutionary approachan unrealistic option profitable Rather, changes will need to be madegradationally by training, motivating and prevailing current directors Due to the disinclination of faculty and alumni, not all advanced educationinstitutions will respond instantly to current changes Some institutions, particularly the lucky many with solid public capital bases, won't need to replyincontinently For the utmost part, still, the traditional request medium eventuallydetermines which university deserves to be in the top league Conclution: UNIVERSITY OF ECONOMICS AND FINANCE SUBJECT: TECHNIQUES TO INCREASE BRAND VALUE University’s identities are arguably too complex to express in a succinct brand proposition They have a culture that does not easily support branding approaches and they may lack the resources to implement branding strategies in a commercial UNIVERSITY OF ECONOMICS AND FINANCE SUBJECT: TECHNIQUES TO INCREASE BRAND VALUE Approach leading to the assertion that conventional brand management techniques may be inappropriate for this sector (Jevons 2006) They also have multiple stakeholders, including employees who may have limited allegiance to the organization, but can potentially damage the brand (Roper and Davies 2007) However, whilst it is possible to list many challenges to brand building the research did suggest that those involved in management of UK universities embrace the concept of brand management, see their role in this as key, and are keen to address the difficulties that are perceived This move towards ‘branding culture awareness’ is suggested to be the first step in the brand building process (Urde 1999) Continuing external pressures seem likely to catalyze this need for further investigation of the branding concept in universities Referance: Altbach, P G (2004) Globalisation and the university: Myths and realities in an unequal world Tertiary Education and Manage- ment, 10(1), 3—25 Altbach, P G., Reisberg, L., & Rumbley, L E (2009) Trends in global higher education: Tracking an academic revolution Report prepared for the UNESCO 2009 World Conference on Higher Education Paris: UNESCO Brown, R (2011) The march of the market In M Molesworth, R Scullion, & E Nixon (Eds.), The marketisation of higher education and the student as a consumer (pp 11—24) Abing- don, UK: Routledge Budde-Sung, A E K (2011) The increasing internationalization of the international business classroom: Cultural and genera- tional considerations Business Horizons, 54(4), 365—373 NGUYỄN THỊ NGỌC MAI_185040085 UNIVERSITY OF ECONOMICS AND FINANCE SUBJECT: TECHNIQUES TO INCREASE BRAND VALUE Castells, M (2011) The rise of network society (2 nd ed.) London: Wiley- Blackwell Cotton, J L., & Stewart, A (2013) Evaluate your business school’s writing as if your strategy matters Business Horizons, 56(3), 323—331 Council of the European Union (2014, February 24) Conclusions on efficient and innovative education and training to invest in skills — Supporting the 2014 European semester Retrieved from http://www.consilium.europa.eu/uedocs/cms_data/ docs/pressdata/en/educ/ 141138.pdf de Boer, H., Huisman, J., Klemperer, A., van der Meulen, B., Neave, G., Theisens, H., & van der Wende, M (2002) Acade- mia in the 21 st century An analysis of trends and perspectives in higher education and research AWT-Achtergrondstudie 28 The Hague: Adviesraad voor het Wetenschaps-en Technolo- giebeleid Deem, R., & Brehony, K J (2005) Management as ideology: The case of ‘new managerialism’ in higher education Oxford Review of Education, 31(2), 217—235 NGUYỄN THỊ NGỌC MAI_185040085