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How to Market a University-Building Value in a Competitive Environment > Preface > Flashcards

Preface Flashcards

1
Q

Who is Greg Britton?

A

Editorial Director of Johns Hopkins University Press

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2
Q

What was the proposition made to the author by Greg Britton?

A

To write a book on higher education marketing

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3
Q

What was the author’s initial reaction to the book proposition?

A

Thrilled and terrified

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4
Q

How long had it been since the author’s dissertation?

A

More than 20 years

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5
Q

What role does a chief marketing and communication officer in higher education play?

A

A 24/7 role with unpredictable schedule

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6
Q

What significant decision did the author make in June 2019?

A

Left position at American University for a self-funded sabbatical

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7
Q

What advice did Professor James Thurber give to the author?

A

Send a paragraph description for each chapter to a colleague and discuss it

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8
Q

What did the author call the colleagues who provided feedback during the writing process?

A

Book whisperers

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9
Q

What was Nathan Grawe’s book about?

A

Demographics and the Demand for Higher Education

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10
Q

What challenges are higher education leaders facing in the coming decade?

A

Declining public support, shrinking pipeline of students, and economic impacts

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11
Q

According to the text, what is a key function of university leaders?

A

Responsibly manage institutional assets

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12
Q

What is one of the most valuable assets of an institution?

A

Equity in an institution’s brand

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13
Q

What pressures are university leaders currently under?

A

To ensure steady or growing enrollments, cultivate support, and strengthen reputation

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14
Q

What did a 2013 survey reveal about presidential success measures?

A

Strengthening the institution’s reputation was ranked second to a balanced budget

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15
Q

What did the Council for the Advancement and Support of Education (CASE) focus on in 2017?

A

The importance of a compelling narrative to communicate institutional value

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16
Q

What did Peter Mathieson emphasize for universities?

A

Defining strengths and what the institution stands for

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17
Q

What is the central premise of the book regarding marketing strategy?

A

Marketing strategy is institutional strategy

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18
Q

What type of decisions does marketing strategy encompass?

A

Decisions about programs, experiences, pricing, and modes of delivery

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19
Q

What are some common questions leaders have about marketing?

A

Staffing organization, investment, strategy effectiveness, and progress measures

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20
Q

What is the author’s hope for the book?

A

To serve as a guide for organizing and measuring marketing efforts

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21
Q

Fill in the blank: The author describes their research assistant as a _______.

A

Thought partner

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22
Q

True or False: The author believes that their network is crucial for the success of the book.

A

True

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23
Q

Who are some of the mentors mentioned by the author?

A
  • Linda Clement
  • Neil Kerwin
  • Larry Lauer
  • Tom Hayes
  • Bob Sevier
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24
Q

What role does the author attribute to their family during the writing process?

A

Support and grounding

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25
What are the primary interests of leaders concerning marketing in higher education?
Understanding how marketing should be done, who should lead it, what it will cost, and how to measure results.
26
Who is the target audience for this book on higher education marketing?
Chief marketing officers (CMOs) and institutional leaders.
27
What do presidents of institutions seek to achieve through marketing?
Elevate the profile of their institutions and promote perceptions of excellence, quality, and value.
28
What is the significance of a distinctive identity in higher education?
It enables an organization to achieve strategic goals through being memorable, authentic, and clearly articulating offerings.
29
Fill in the blank: The chief executive officers (CEOs) are referred to as ______ in this book.
[presidents]
30
What common instinct do academic leaders have regarding marketing?
They are more comfortable listing similarities with other institutions rather than articulating what is unique.
31
True or False: Most institutions are successful at differentiating themselves in higher education marketing.
False
32
What did Dan Mote require for university advertisements during major sports events?
No lab coats, no beakers, and no typical university imagery.
33
What do leaders in mature marketing efforts recognize about promotion?
It should engage stakeholders to cultivate relationships that promote institutional support and loyalty.
34
What are the current challenges facing higher education institutions regarding revenue?
Net tuition revenue is flattening or declining, and the pipeline of traditional college students is projected to plateau.
35
Fill in the blank: The demographic cliff forecasted by Nathan Grawe presents a leadership challenge but also a ______ for adaptation.
[opportunity]
36
What is the role of chief academic officers in relation to marketing?
They focus on academic reputation and may have a narrower view of marketing's role compared to presidents.
37
What do provosts often evaluate when considering marketing strategies?
The relevance of positioning through the lens of faculty and academic excellence.
38
How do board members typically view the purpose of marketing?
As a means to build and diversify revenue and enhance institutional recognition.
39
True or False: Board members often feel that their institution is well-known and recognized.
False
40
What do trustees contribute to marketing efforts?
Insights about shaping strategy and support for management decisions regarding marketing.
41
Fill in the blank: Marketing strategies should be informed by ______ from board members to shape data-driven decisions.
[market research]
42
What is a key responsibility of board members related to marketing?
Holding institutional leaders accountable for results related to marketing investments.
43
What unique loyalty do colleges and universities inspire among stakeholders?
Lifelong loyalty, similar to professional sports teams.
44
What is the significance of brand loyalty for colleges and universities?
Few brands enjoy lifelong loyalty similar to that of colleges and universities. ## Footnote This loyalty can manifest in stakeholders displaying the institution's name on personal items.
45
Who are considered influential members in shaping marketing strategy for institutions?
Trustees are crucial in identifying the need for a marketing strategy and shaping it. ## Footnote Their support can significantly affect the success of marketing efforts.
46
What can happen if board members do not support a new marketing strategy?
The lack of support can lead to difficulties in the early days and potentially the demise of changes in branding efforts. ## Footnote This includes changes in logos and admissions marketing.
47
What were the goals of the American University board of trustees' Communication Committee?
To increase brand awareness, improve competitive position, protect the university during crises, and enhance brand strength. ## Footnote These goals aim to positively impact enrollment and philanthropy.
48
How do leaders' perspectives on marketing vary?
Perspectives range from less to more sophisticated, with successful leaders increasingly viewing marketing as a strategic function. ## Footnote This helps differentiate among competitors in a challenging climate.
49
When should brand strategy development occur in relation to institutional strategy?
Brand strategy and institutional strategy should ideally be developed in lockstep. ## Footnote This approach ensures alignment in goals and messaging.
50
What factors inform the shaping of institutional strategy?
Mission, vision, values, competitor analysis, and SWOT analysis. ## Footnote These factors help shape the institution's strategic goals.
51
What is the role of market research in developing brand strategy?
Market research drives the strategy and provides essential insights for both institutional and brand strategy development. ## Footnote This creates credibility for the marketing initiatives.
52
What was the focus of Troy Hammond's strategic planning process at North Central College?
To make North Central a 'college of destination' for students, faculty, and staff. ## Footnote This involved a comprehensive strategic plan addressing various branding and marketing tactics.
53
What was the outcome of the market research conducted by The Art & Science Group for Hartwick College?
It identified four new strategic imperatives to motivate student enrollment and engagement. ## Footnote The board was kept informed throughout the process.
54
What is a key consideration for developing an institutional strategy?
It should be based on what students want from their college experience. ## Footnote This includes amenities and services crucial to student satisfaction.
55
What is the relationship between strategic plan and brand strategy according to Peter Barber?
The strategic plan should inform the brand strategy, particularly in mission, vision, and values. ## Footnote These elements provide the foundation for effective branding.
56
What should institutions do if they lack a strategic plan but need a brand development?
They should create a strategic plan to guide brand development. ## Footnote Without a clear direction, branding efforts may be ineffective.
57
What is the primary aim of the book mentioned in the text?
To help higher education leaders structure, resource, and evaluate strategic marketing efforts. ## Footnote It covers various aspects of marketing in higher education.
58
What do chapters 1-5 of the book focus on?
Defining the strategic value of marketing, establishing its foundation in market research, and deploying it in service of strategic goals.
59
What is emphasized in the final chapters of the book?
Investment and future trends in strategic integrated marketing practices.
60
What should leaders evaluate according to the book?
The institutional capacity and the best leaders and partners for marketing efforts.
61
What is a potential benefit of integrating storytelling with strategic planning?
It can excite stakeholders and inspire greater engagement and support for the institution.
62
What do chapters 8 and 9 discuss regarding investment and future trends?
They provide leaders with knowledge to employ strategic integrated marketing practices and anticipate their evolution.
63
What is the significance of strategic marketing in higher education according to the text?
It helps build revenue and reputation for the benefit and health of institutions.
64
What type of questions are offered at the end of each chapter?
Key questions to prompt discussions between institutional leaders and their CMOs.
65
Fill in the blank: How do we view the purpose of _______?
[marketing]
66
Fill in the blank: How does our strategic planning intersect with our _______ strategy?
[brand]

How to Market a University-Building Value in a Competitive Environment (10 decks)

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