Degree Upgrades: A New Service, a New Market and a New Strategy for Higher Education

Adler, Keith

doi:10.1300/j050v09n01_02

Cited by 5 publications

(3 citation statements)

References 7 publications

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“…Underscoring this is the extent to which higher education is becoming commercialized in the literature. For example, Bay and Daniel (2001) contend that universities with a large number of international students are referred to as 'export industries' (Gatfield, 1998), courses are termed 'educational products' (Adler, 1998), new instruction methods such as Internet courses are referred to as 'distribution methods' (Gatfield, 1998), and other institutions are referred to as 'competitors ' (Landrum et al, 1998). Furthermore, potential students are sometimes referred to as the 'customer base' (Browne et al, 1998;Licata and Maxham, 1998), returning students are called 'repeat business' (Nichols et al, 1998), and attempts to determine to what extent the institution is meeting the students' perceived needs are related to 'customer satisfaction ' (Licata and Maxham, 1998).…”

Section: Attitudes Towards the Commercialisation Of Higher Educationmentioning

confidence: 99%

Marketing the Institution to Prospective Students – A Review of Brand (Reputation) Management in Higher Education

Beneke¹

2010

IJBM

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This article considers an overview of brand (reputation) management in higher education, with a focus on South Africa. The literature paints a picture necessitating a proactive stance on maximizing the appeal of the institutional brand so as to recruit desirable students and ensure that the institution's strategic goals are achieved. Inherent in this approach is embracing the competitive challenge, effecting internal remedies and thereafter ensuring that all branding elements are cohesively aligned. Findings suggests that just like any other brand, an institutional brand has the effect of reducing perceived risk for consumers (the students) and allowing the institution a degree of stability in the market place. However, marketers of institutional brands are cautioned against the multiplicity effect, whereby the multifaceted brand can prove challenging to manage. Lastly, a South African framework is reviewed as a means to achieve the above.

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Section: Attitudes Towards the Commercialisation Of Higher Educationmentioning

confidence: 99%

Marketing the Institution to Prospective Students – A Review of Brand (Reputation) Management in Higher Education

Beneke¹

2010

IJBM

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“…Brooks and Hammons (1993), for example, argued that higher education needs to be marketed more like a service product. Higher education service providers have clearly caught on to the business implications of their enterprise as exemplified by referring to international students as "export industries" (Gatfield, 1998) and courses as "educational products" (Adler, 1998) while new delivery methods such as Internet courses are classified as "distribution methods (Gatfield, 1998). Given the competitive environment in which universities now operate, Levy and Edlin (1995) suggest that they now function more like traditional businesses versus traditional educational institutions.…”

Section: Importance Of Marketing In Higher Educationmentioning

confidence: 99%

Beyond service attributes: do personal values matter?

Durvasula

Lysonski

Madhavi

2011

Journal of Services Marketing

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“…This idea exists since a long time and relatively newer dimensions have evolved over time. For example, Bay and Daniel (2001) contend that universities with a large number of international students are referred to as ''export industries'' (Gatfield, 1998), courses are termed ''educational products'' (Adler, 1998), and other institutions are referred to as ''competitors'' (Landrum et al, 1998). Furthermore, potential students are sometimes referred to as the ''customer base'' (Browne et al, 1998;Licata and Maxham, 1998), returning students are called ''repeat business'' (Nichols et al, 1998), and attempts to determine to what extent the institution is meeting the students' perceived needs are related to ''customer satisfaction'' (Licata and Maxham, 1998).…”

Section: Is Education a Business?mentioning

confidence: 99%

Towards developing an ethical institutional brand

Khatri

Sharma²

2011

On the Horizon

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Purpose -The purpose of this paper is to develop a perspective that ethical practices in higher education institutions can be a powerful tool for branding and attaining competitive advantage. The paper proposes that an ethical institutional brand can be built on the basis of just and fair practices at the institution, and quality admission and assessment processes.Design/methodology/approach -A survey was conducted in seven different higher education institutions in and around Delhi NCR, India. The data were collected from 167 respondents through a self-constructed questionnaire based on a five-point Likert-type scale. The reliability of the data was computed to have a Cronbach's a of 0.83.Findings -The key findings of the research show a relationship between the perception of the respondents towards the quality of admission process and the development of an ethical institutional brand (r ¼ 0:284, p # 0:01). They also show that with just and fair academic processes, an ethically strong institution can be built (r ¼ 0:411, p # 0:01) and development of an ethical institutional brand will lead to attaining competitive advantage in the academic world (r ¼ 0:558, p # 0:01). Also, the perceptions of undergraduate-and postgraduate-level students on the different variables of ethical practices leading to brand building are found to vary.Research limitations/implications -The sample chosen for the study was taken from Delhi, NCR, and hence does not incorporate the perception of students from Tier II and Tier III cities. Apart from this, the social desirability factor of the respondents (as applicable to all survey research) may also be one of the important limitations that may affect the research findings.Practical implications -The study is a step forward in establishing a higher education system where ethically branded institutes will have an edge over others. The research may add key value for educational entrepreneurs who wish to establish an educational institution, helping them to work towards long-term competitive advantage. This research endeavour is of help to policy makers, management of institutions, faculty, students and for the improvement of society as a whole. It is an attempt to explain the role of ethics in sustaining long-term competitive excellence rather than a cutting edge for short-term gains. It is practically of greater use in understanding the education industry scenario in the context of India, which has seen its education sector grow from philanthropy to being a business.Originality/value -This paper identifies the need to rethink on the ethical functioning of institutions in the dramatically changed business environment of higher education in India. It is probably the first attempt to highlight the importance of ethical practices in higher education, and tries to draw a relationship between these practices and building the brand of higher education institutions. In light of the Education Bill passed in India, which gives great emphasis to ethical practices, the study is of pertinence to all who...

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Degree Upgrades: A New Service, a New Market and a New Strategy for Higher Education

Cited by 5 publications

References 7 publications

Marketing the Institution to Prospective Students – A Review of Brand (Reputation) Management in Higher Education

Marketing the Institution to Prospective Students – A Review of Brand (Reputation) Management in Higher Education

Beyond service attributes: do personal values matter?

Towards developing an ethical institutional brand

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