Analyzed product branding for market segments
Among the most graphic outlines for university branding was found produced at the University of Boston (Boston University, n.d.). This list outlines succinctly virtually every consideration to which one would need to pay attention.
So many of these considerations do find themselves neglected or overlooked, and we will not be exhaustive here. Still, the point is to have in place at least a structure such as this to establish future SOPs. This author created the original Facebook page and LinkedIn page for the Argosy University Tampa campus (as an outspoken critic however, corporate versions soon followed).
It should also be noted that in 2007 Argosy University went through a rebranding, debuting a new look in 2008. Speak and Hanson, who shepherded the makeover, sought to lend voice to an internal as well as external audience (motivating employees and engaging the target market)(Free PDF ebook, 2010, Speak & Hanson , 2008).
The new look supports a series of characteristics that had been lacking before. There are now elements of more complexity, elegance, simplicity and a dynamic tension between the classic and the modern. Fortunately, for the purposes of "taking the show on the road" (to Indonesia), the overall look, even including the color choices, is a perfect match with our intention. Many Indonesian universities make use of such elements and organic colors in their crests.
Having a personal familiarity with how the new Argosy University branding occurs, consistent against the Boston University checklist, this writer is satisfied that no significant alterations would be necessary. Exceptions would naturally include fresh positioning vis-à-vis Indonesian social media, and other such details.
Analyzed advertising and promotion for market segments
As an entrée strategy, methodical caution would be the byword. Addressed in the larger paper are issues such as language, here we need to acknowledge the need for combined translation. Adjectives associated with an entrée branding would include such considerations as conservative and covert. There is no need for a “mass” advertising campaign. Given the focus on corporate alliances, other considerations are more appropriate, such as a tagline consistent with the branding that is in place. Without presuming to offer such a tagline, the suggestion is that it reflects a leading with the institution's strengths (Branding Strategy Insider, the branding blog, 2007 (& 2010)).
The smart and judicious use of product placement may also be worth considering. The current president of Indonesia, Susilo Bambang Yudhoyono, is a graduate of Webster University, an American University (Minneapolis/St. Paul). Has Argosy produced any one of Indonesian notoriety? Is there an Indonesian broadcast inextricably associated with intelligence where the presence of Argosy is able to be shown or mentioned periodically and peripherally?
With a nod to the youth contingency, our secondary segmentation, a reassessment of chachkies may be in order. Not so much the hoodie and t-shirts of most university bookstores, but the more sophisticated branded day planner, carrying cases, the logo embroidered long-sleeved button-down collared dress shirt and conservative business blouse, and perhaps even a branded net book.
Years after establishing the institution, when the University is ready to celebrate a larger student body from the secondary segmentation, the recommendation is that methodical caution continue. That said, the creation of poster artwork married to sponsorship packages for net cafés and e-ads for cell phones would be the flavor of avenues to explore (these will later be, primarily, packaged on a USB).
The US perspective
At least three insights of this proposal lend themselves to the internal marketing. The first that comes to mind are the wealth of excellent transnational research opportunities for all our core study areas, psychology, education and business. The enhanced in ability to leverage disparate cultures of student bodies (and with the ease of technologies such as Skype, networking student social groups through Facebook and Linkedln, etc.) represents a wealth of untapped research (including abilities to track and document). Naturally, leveraging trans-cultural student pools would represent a distinguishing value add, not only abroad, but also here in the US as well.
There is a great opportunity for paradigm development, i.e., what templates we can produce and what areas become case-by-case. This will set the foundation for the next generation, as institutions of higher learning strong enough to create an intention of existence into the future seek something upon which to stand. Is anyone reading this document looks around the globe, acknowledging the business that is higher education, coupled with what has been becoming of it, we have to acknowledge such first, and almost furtive steps have already begun. Keiser University has a campus in Moldova and China. IADT has a campus in Canada. Webster University has campuses in the UK, the Netherlands, Switzerland, Austria, two in Thailand, three in China. Schiller has locations in the UK, Spain, France and Germany. Of course, this just a few for-profit schools have already made a movement in this direction; and these are all ground campuses. Of itself, this presents another research opportunity, but likely one that would have execution by the principles of Argosy (VPs, Presidents and Directors at the corporate headquarters networking with colleagues at other campuses).
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