Creating differentiation
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This document discusses how to differentiate a business school's brand from competitors. It advocates that true differentiation is cultural and institutional, achieved by empowering people and changing minds from the top. Leadership is key to overcoming inertia, lack of ambition and opposition that can prevent differentiation. The document provides examples of disruptive branding through storytelling, striking visuals, social media use, and innovative programs. It argues differentiation requires articulating the school's point of difference and keeping promises through consistent branding.
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Creating differentiation
- 2. SERIOUS EVERYONE IS CLAMOURING TO GAIN ATTENTION.
- 3. SERIOUS
- 4. SERIOUS
- 5. SERIOUS
- 6. HELPING YOU ZAG WHEN OTHERS ZIG. SERIOUS
- 7. WHEN IS A BUSINESS SCHOOL MORE THAN A BUSINESS SCHOOL? SERIOUS
- 10. SERIOUS TURN YOUR BUSINESS SCHOOL INTO A BRAND. No.1
- 11. SERIOUS “A REALLY GOOD BRAND TAKES THE RISK OUT OF BUYING.” VICTORIA NEUMARK GUARDIAN HIGHER EDUCATION NETWORK
- 12. When delivered consistently, a brand shapes consumers’ perceptions and expectations. A successful brand celebrates personality, honours values and embodies the spirit of the subject that it represents. SERIOUS
- 13. SERIOUS A BRAND IS A PROMISE YOU NEED TO KEEP EVERY DAY.
- 14. BUSINESS SCHOOL SUPERBRANDS. SERIOUS (A marque of branding excellence)
- 17. Encapsulates strategy, mission and values. POSITIONING. Articulation of your positioning. STRAPLINE. Visual aspects that form part of the overall brand. IDENTITY. What people buy PRODUCT EXPERIENCE. Identifies a business in its simplest form via the use of a mark or icon. LOGO. SERIOUS BRAND ANATOMY.
- 18. POSITIONING. SERIOUS ‘To develop principled innovative leaders who improve the world and to generate ideas that advance management practice.’
- 21. SERIOUS VISUAL IDENTITY.Articulates your point of difference.
- 22. SERIOUS VISUAL IDENTITY.Articulates your point of difference. Alliance Manchester Business School Full-time MBA Manchester Full-time MBA Alliance MBS | Full-time MBA 3 The Manchester MBA. An experience of a lifetime that will change the way you do business, forever. TRANSFORMATIONAL CHALLENGE ENTREPRENEURSHIP LEADERSHIP STRATEGY NEGOTIATION MANAGEMENT EXCEPTIONAL ACCELERATE THOUGHT-PROVOKING FAST TRACK APPLIED LEARNING GROWTH INNOVATIVE ORIGINAL THINKING ROI ACTION PROJECTS NETWORKING COLLABORATIVEVISION DRIVE REWARDING LIVE CLIENTS INTERNATIONAL WORLD-LEADING EXPERTS MANCHESTER METHOD CONSULTANCY DIFFERENT DYNAMIC AMBITION www.alliancembs.manchester.ac.uk/ftmba
- 23. ONCE YOU’VE LAID THE FOUNDATIONS. SERIOUS Articulate your point of difference. NOW MAKE YOUR BRAND STAND OUT.
- 25. SERIOUS KEY DIFFERENTIATING FACTORS THAT CONTRIBUTE TO THE PERCEPTION OF YOUR BRAND. REPUTATION SIZE PARTNER UNIVERSITY LOCATION CUSTOMER SATISFACTION RANKING ACCREDITATIONS PRICEREF AND RESEARCH APPROACH HISTORY PROGRAMMES EMPLOYABILITY SUCCESS ALUMNI FACULTY IMPACT CUSTOMER EXPERIENCE UNIQUE TO YOU, COMMON TO EVERYONE ELSE
- 26. TEXT BOOK MARKETING. SERIOUS • PLAYING TO YOUR STRENGTHS • STAYING ON BRAND (GUARDIANSHIP) • CUSTOMER SEGMENTATION AND TARGETING • MARKETING COMMUNICATIONS STRATEGY • MEDIA PRESENCE • BRAND COMMUNICATIONS • ADVERTISING • PR • WEB • SEARCH • VIDEO
- 27. SERIOUS
- 28. HOW TO UP YOUR GAME. SERIOUS
- 31. SERIOUS “I WANT TO PUT A DING IN THE UNIVERSE.” Steve Jobs
- 32. “WE DON’T SELL. WE MAKE PEOPLE WANT TO BUY.” SERIOUS JOHN HEGARTY CHAIRMAN BBH
- 33. SERIOUS “THE REBRANDING OF FRENCH CONNECTION TO FCUK RESULTED IN A 400% INCREASE IN TURNOVER.” NEIL RICHARDSON, RUTH M GOSNAY
- 46. HOW CAN YOUR BUSINESS SCHOOL BE MORE DISRUPTIVE? SERIOUS
- 47. SERIOUS STORY TELLING. FROM MOTOROLA TO THE MUSIC BUSINESS LESLEY ZHANG FULL-TIME MBA, 2013
- 49. SERIOUS TM TRANSFORM. PERFORM. TM TRANSFORM. PERFORM. BEING VISUALLY STRIKING.
- 51. SERIOUS IN 2011 STANFORD’S SEBASTIAN THRUN’S MOOOC ON ARTIFICIAL INTELLIGENCE ENROLLED 160,000 STUDENTS FROM 190 COUNTRIES.
- 52. SHEFFIELD SERIOUS CREATING VALUE Three modules over three weeks Visit us to book your place on this extraordinary programme: www.henley.com/AMP The Henley Advanced Management Programme Week 1 Broadening perspectives – differing world views • Developing the self – who am I? • 360 analysis and feedback • The customer and consumer • Coaching • Economic environment and value • Group dynamics • Thinking globally • Self reflection on career journey Week 2 Making strategic choices and decisions • Demystifying strategy • Planning the strategic evolution • Re-energising leadership • Authentic leaders • Addressing the leadership agenda • Sustainable business • Activising and delivering the green agenda • Reflective management Week 3 Implementing change for performance • Leading the management of change • The language of leadership • Managing in the emerging future • Addressing the change agenda • Delivering performance • Organisations as organisms The modular design of the programme gives flexibility – you can spread your attendance across 12 months. Contact: Anne Tabbner +44 (0) 1491 418767 Email: exec@henley.com ‘The Advanced Management Programme was inspiring and mind-opening.’ Aurelie Kane Head of Corporate Communications, Pernod Ricard UK HIGH LEVEL THINKING SELF DEVELOPMENT AND DISCOVERY COACHING PLANNING CHANGE INSIGHTS INTO DECISION MAKING PRACTICAL THEORY LOCAL v WORLD PERSPECTIVES HEN_2257 AMP Foldout Brochure A2 ATWK.indd 1 11/06/2013 14:52 Advanced Management Programme NoOrdinary Leadership Programme AdvancedManagementProgramme Formoreinformation, pleasecontact: HenleyBusinessSchool Greenlands Henley-on-Thames OxfordshireRG93AU UnitedKingdom AnneTabbner +44(0)1491418767 exec@henley.com www.henley.com/AMP DISCOVERY Uncoverpersonaltruths torevealyournatural leadershipstyle Whatmakesasuccessfulleader? Courage? Integrity? Understanding? We’vetaughtandworkedwithworldle forover65yearsatHenley,andwestill haven’tpinpointedthat‘wondertrait’. Everyleaderismadeupdifferently.But doknowonething:thejourneyofbeco agreatleaderisoneofself-discovery. Sohowcanyoudeveloppersonalski abusinessenvironment? It’spossible–butit’snoteasy.Havingto performandbeartheburdenofleaders whilstconsciouslytryingtodevelopyo personalleadershipstyleisatallorder, forthegreatestleaders. Outstand possess acumen. skillsett ittakess developt –THEH MANAG ISNOO PROGR ‘Thoughtprovoking,muchm thananyotherprogramme.’ ColletteStone HeadofLeadership,HomeOffice HEN_2257AMPFoldoutBrochureA2ATWK.indd2 ATTITUDE. DISCUSS.
- 54. SERIOUS INTELLIGENT WIT. DISCUSS. I WENT TO LONDON BUSINESS SCHOOL AND ALL I GOT WAS A LOUSY £60K PAY RISE
- 55. CONGRATULATIONS YOU MIGHT BE ABLE TO – SERIOUS TURN YOUR BUSINESS SCHOOL INTO A BRAND.1. 2. 3. DIFFERENTIATE YOURSELF FROM THE PACK. DISRUPT THE MARKET PLACE.
- 56. SERIOUS DISCUSS. IF YOU WANT TO BE DIFFERENT DIFFERENT. BE
- 57. SERIOUS MAKE CHANGE HAPPEN FROM THE TOP. No.4
- 58. SERIOUS Articulate your point of difference. TRUE DIFFERENCE IS CULTURAL AND INSTITUTIONAL.
- 59. SERIOUS Articulate your point of difference. BY EMPOWERING PEOPLE AND CHANGING MINDS.
- 60. SERIOUS Articulate your point of difference. WHAT’S STOPPING YOU? POLITICS LACK OF BUDGET LACK OF ALIGNMENT INSTITUTIONAL PARALYSIS INERTIA LACK OF AMBITION MORE THAN MY PAY GRADE ACADEMICS CRITICAL THINKERS OPPOSE EVERYTHING
- 61. SERIOUS Articulate your point of difference. “Progress is impossible without change, and those who cannot change their minds cannot change anything.” GEORGE BERNARD SHAW
- 63. SERIOUS DISCUSS. Chris Norton Creative Partner chris@seriousuk.com (+44) 0 1932 584920