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Repositioning the University. HUMANE, Trieste, September 2006 Adrian Graves. The Context. The Robert Gordon University in 2002 Stage of Development Competitive Challenges. The Challenges. Core undergraduate market saturated RGU’s financial stability dependent upon the “UCAS” market

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Repositioning the university l.jpg

Repositioning the University

HUMANE, Trieste, September 2006

Adrian Graves


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The Context

The Robert Gordon University in 2002

  • Stage of Development

  • Competitive Challenges


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The Challenges

  • Core undergraduate market saturated

  • RGU’s financial stability dependent upon the “UCAS” market

  • RGU’s geographic reach poor

  • RGU losing market share – direct competitors gaining

  • Demographic Trends

  • Overseas Students

  • Affinity (of students and alumni)

  • Brand


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The Remedy?

“A strategy to enable the University to be successful in its chosen markets”


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Heist

Marketing is a comprehensive process integral to the culture of the

University


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The Process of Review

  • Extensive qualitative and quantitative research - internal and external – 21 reports

  • Staff, current students, parents, prospective students, teachers, employers, graduates, wide range of stakeholders

  • Portfolio analysis

  • Competitor analysis

  • Emerging markets

  • Student decision making

  • Internal communications

  • Style manual


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The Maximise Report

  • Capability and Management

  • Core Marketing Processes

  • The Student Journey


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The Response

  • Comprehensive Review of Strategic Marketing, Reputation management and Brand

  • Portfolio Review, investment and disinvestment options

  • Comprehensive Review of The Student Journey

    • Inquiries (CRM)

    • Applications

    • Enrolment

    • Induction

    • Student Support (Course Tutor System)

    • Student Facilities

    • Graduation

  • Review of Management Systems (including planning processes)


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Heist and the RGU brand

  • Local orientation

  • Scottish market ill-informed

  • RGU occupying a position in the middle of the Scottish universities

  • Residual image of a technology institute

  • RGU as a commodity

  • Affinity weak

  • Aberdeen a weakness

  • University title too long


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Heist Brand Recommendations

  • One brand not many

  • Move the brand upmarket – repositioning

  • Visual identity should be much more modern and dynamic

  • Portfolio development

  • Promote two or three areas of strength in the portfolio

  • Strong reputation management


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The RGU Brand Today

  • One strong brand – no sub-brands

  • Clearly articulated brand credentials

  • Flexible system for all audiences

  • Clearly communicated

  • Moving the brand up-market

  • Energy and Art & Design/Creative industries


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RGU’s Marketing Today

  • Increasingly integrated approach

  • Systematic approach to student recruitment

  • Enquiry management

  • Building relationships (Schools FE institutions)

  • Clear strategy/workable plans

  • Measured and evaluated


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Impact on Recruitment

  • Undergraduate application up 5% pa since 2003

  • Improved conversion rates

  • Overseas Student recruitment up 30% pa since 2003

  • Restructuring towards PG numbers (15% to 30%

  • Shift away from Regional recruitment (80% to 55%)

  • Improved Revenue Base

  • Improved Rankings

  • Professionalisation of Services

  • Greater academic confidence and optimistic outlook

  • FUN







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