Marketing of Further and Higher Education: an equal opportunities perspective

Coates, David

doi:10.1080/0309877980220202

Cited by 12 publications

(8 citation statements)

References 3 publications

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“…Hence, all schools face the same strategic options, but the vision that directs their policy is directly linked to organizational identity. In light of the competitive environment in business education (Lorange, 2002), it would appear that institutions should make a concerted effort to develop a distinctive competence that differentiates them from their competitors (Canterbury, 1999; Coats, 1998). In the context of academic institutions, pedagogic distinctiveness is particularly important.…”

Section: Vision Visionary Leadership and Business Schoolsmentioning

confidence: 99%

Visionary leadership in business schools: an institutional framework

Almog-Bareket¹

2012

Journal of Mgmt Development

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PurposeRecent decades have seen a change in the environment of business schools. These changes place great responsibility on deans as the leaders of schools to act. To date, there has been a dearth of literature dealing specifically with visionary responses on the part of the deans of business schools to those changes in the institutional environment. The purpose of this paper is to address the most recent institutional pressures in the business education field and present a framework linking it to the visionary leadership deans may demonstrate.Design/methodology/approachThis paper is conceptual in nature and bases its analysis on institutional theory. The use of an institutional lens offers a new perspective on possible visions deans may lead and on the nature of their leadership.FindingsThe article proposes an institutional framework of visionary leadership in business schools and suggests that vigorous visionary leadership among deans is required in order to generate a unique school identity and reputation. The paper concludes by outlining steps leaders can take while shaping their vision in order to create a unique organizational identity.Originality/valueThe institutional framework has a central place in organizational and educational literature. So far, the literature has not dealt with the links between institutional theory and visionary leadership as a whole, or in business schools in particular. The present paper addresses this gap and offers new insights for researchers and practitioners alike.

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Section: Vision Visionary Leadership and Business Schoolsmentioning

confidence: 99%

Visionary leadership in business schools: an institutional framework

Almog-Bareket¹

2012

Journal of Mgmt Development

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“…Prospective students have an ever wider variety of providers from which to choose, with the offerings of traditional universities being supplemented by those of both independent/private universities and also joint ventures/franchised operations in many countries. With this increasing competition, the role of marketing in addressing student recruitment increases in importance, given the pressing need for universities to differentiate themselves from their competition (Canterbury, 1999;Coates, 1998;Nicholls, Harris, Morgan, Clarke & Sims, 1995;Taylor & Darling, 1991). Reliance on an institution's historical reputation and image to attract applications each year, no longer has the same "pulling power" that it had in the past.…”

Section: Introductionmentioning

confidence: 97%

Succeeding in the MBA Marketplace: Identifying the underlying factors

Ivy

Naudé

2004

Journal of Higher Education Policy and Management

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There has been enormous growth globally in the number of both MBA providers and students over the past few decades. While inclusion in national and intemational MBA league-tables is pan ofthe marketing arsenal of every MBA supplier that appears in them, identifying the determinants of success in this ever more crowded marketplace is a far less well understood issue. On the one hand, recognition ofthe fact that the task is more complex than a simple application ofthe traditional 4Ps is obvious to all, but on the other hand, operationalisation of relationship marketing principles seems rather too complex in this market where repeat purchase is clearly not the norm.This paper seeks to shed some light on this important but little understood area. We first examine the task through the traditional services marketing mix; comprised of Product, Price, Place, Promotion and People. Then, based on a sample of 507 current MBA students spread across the twelve different state-subsidised universities in South Africa, determine whether this is indeed the appropriate model, deriving instead a new seven-element model of the underlying success factors for student recruitment in the MBA marketplace.

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“…The executive and professional education sector, for example, needs to recognise that different customers have various needs. From this perspective, the purpose of marketing is to study the needs and behaviour of the student/customer so as to guide the activities of the producer towards meeting those needs (Coates 1998). The designing of market-oriented and outcome-based curricula is therefore seen as crucial if universities are to meet the increasing market demands for executive and professional development programmes.…”

Section: Student and Customer Needsmentioning

confidence: 99%