A brand can therefore be said to be a person’s gut feeling about a product, service or company. Consequently, brand management is the management of differences, not as they exist on data sheets, but as they exist in the minds of people.

One study found that whilst most UK universities could be considered distinct, few were seen to have fully-formed brands. The institutions identified as having ‘successful’ brands were those considered to have a clear vision and purpose in place for some time. However, societal shifts have been a catalyst for change within the higher education marketplace, signalling that brand reappraisal could be beneficial to all institutions to ensure their continued relevance.

Realigning identity

Many brands have already taken steps to realign their identity. News columns have been filled with articles on Twitter’s rebranding to X, to embody Elon Musk’s vision of turning the news-led app into a ‘super app’. Crocs also made its comeback, with investment into collaborations with relevant influencers and the addition of personalisation – two factors that made the footwear brand go from ugly to iconic amongst its Gen Z target audience. These announcements provide a nudge to all business leaders, including those within higher education, to examine branding trends and ensure they are best placed to deliver amidst evolving conditions, social norms and consumer attitudes.

Nanyang Technological University Singapore (NTU Singapore) is a prime example of a young university who are excelling in building a strong identity. The institution has invested in digital technologies, like AI, to align with its sustainable and ‘smart philosophies’. Partnerships with the likes of Rolls-Royce, Volvo and Delta Electronics, mean that NTU Singapore is able to communicate its green, clean energy goals to its stakeholders globally.

Furthermore, its campus has been consistently voted as one of the world’s most beautiful and is made up of a staggering 57 Green Mark-certified building projects across 230 buildings. This demonstrates NTU Singapore’s commitment to sustainability beyond research and has contributed to a strong reputation built on relevant, ethical principles. NTU Singapore’s green decision-making makes the university a strong contender on the global stage in terms of brand and reputation, despite being less than 50 years old.

Future proofing 

Whilst higher education has evolved in recent years to counteract market saturation and the overcrowded marketplace born of globalisation, much university branding relies on an outdated model driven by short-term results, like student numbers. Similarly, institutions often find themselves fixated on rankings to measure success, but it is crucial to remember that true reputation cannot be so easily manipulated.

We propose a new approach driven by the longer-term rewards of competitive advantage and continued profitability to future proof the sector:

At the heart of this new model of long-term strategic brand management is brand equity. Put simply, brand equity is a measure of social value that derives from the audience’s perception of the brand. Impacting awareness, loyalty, association and perceived quality, strong brand equity is an asset in driving deep-rooted results.

Evolving from a tactical to a strategic brand draws on every part of the institution. The new imperative for universities is therefore brand leadership, to develop the organisational structure, systems and culture to underpin the brand vision. Collaboration is at the heart of a strong brand. Having a designated brand manager to unify the approach across the organisation, helps embed brand within university culture. The brand strategy should be influenced by the university strategy and reflect the same vision and culture. The brand custodian must therefore be involved in creating the university strategy and be empowered to follow through on the vision.

Delivering on promises

With an ever more discerning audience, the brand must not promise what the strategy cannot deliver. There is nothing more wasteful and damaging to perception, and therefore reputation, than developing a brand or vision that is not founded on lived experience.

An important ally in developing an authentic brand is the academic community. Qualities of instruction, competence and reputation can help attract the best academic talent, partners and funding, as well as influence those stakeholders’ feelings of attachment. Universities can only build their brand once they have identified who their stakeholders are and what matters to them. Embedding academics in strategic brand development helps ensure institutional values are authentically aligned with target customers. Whilst the goal of many professors is to inculcate lifelong learning, this worthy pursuit gains wings through their brand-building effort.

Whilst equity can be driven through individuals, this alludes to an underlying challenge in successfully implementing brand vision. As complex organisations, universities can be home to many sub-brands. With faculties, departments, business schools or even an overseas campus to align, getting it wrong can damage the parent brand equity. The challenge therefore lies in acknowledging aspects individual elements contribute to the overall identity of the brand. Implementing a more complex brand architecture framework enables universities to manage and market programmes and services more strategically.

Measuring brand success

A common barrier to investing the time and resources needed to implement a global brand strategy successfully is the notion that brand is intangible and cannot be tracked. However, there are a range of tools available to measure and track brand equity signals. Customer-based brand equity (CBBE) models can be used to attribute brand success directly back to customers’ attitudes towards that brand. Keller’s four step process provides a holistic view focused on building an emotional response by building the right types of experiences around your brand.

Aakers’s model also gives an integrated view on the internal and external understanding of the brand, but instead focuses on recognition and outlines the five components needed to separate a brand from its competition. Both theories can be used to ensure that brand is upheld at every touchpoint within the stakeholders’ journey.

Universities we can learn from

Whilst many institutions are still on the journey to fully forming their brand, examples of universities breaking away from convention can be found. Aalto University sought to differentiate themselves by shaking off the shackles of history and heritage. They instead opted for an extremely visual brand identity emphasising lived experiences and the interplay between tradition and innovation. Birkbeck University developed a playful approach reflecting their distinctive personality and innovative study provision to enable education on students’ terms.

Conclusions

With the rewards of a strong brand identity clear, key steps must be taken to achieve a strong brand identity:

1. Encourage brand-building collaboration across the university, with a brand manager and clear brand management processes.

2. Develop comprehensive brand architecture to provide strategic guidance across central and sub-brands.

3. Create a strategy for key brands with a motivating identity that differentiates and resonates with students and stakeholders.

4. Deliver efficient and effective brand-building programs with a system to track results.

In today’s digital age, where information spreads rapidly and reputations can be made or broken in an instant, higher-education institutions must be vigilant in safeguarding their reputation. This includes actively managing their online presence, responding promptly to praise and criticism, and demonstrating a commitment to continuous and transparent improvement.

Ultimately, by staying true to their values, delivering on promises and earning the trust of their stakeholders, we believe that both young and established institutions across the world can cultivate a reputation to stand the test of time.

See our collaborations with the University of Wollongong and University of Aberdeen to explore how we can support your institution’s reputational strategy.