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From CUBS to Cass: Building a Business School Brand

From CUBS to Cass: Building a Business School Brand. Agenda. Context The Impetus for Change The first 6 months Where we are now Highlight areas The Team and Structure Media Relations Corporate Communications Service Employee Communications Q and A. Context.

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From CUBS to Cass: Building a Business School Brand

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  1. From CUBS to Cass: Building a Business School Brand

  2. Agenda • Context • The Impetus for Change • The first 6 months • Where we are now • Highlight areas • The Team and Structure • Media Relations • Corporate Communications Service • Employee Communications • Q and A

  3. Context • Rebrand activity a good start - awareness of School and new name still weak • Programme marketing and recruitment strong – synergies lacking • Corporate collateral, merchandise, brand messaging, elevator pitch etc. old, competitive or non-existent • No tracking of media success or proactive press outreach - responding to 2% of press enquiries, limited spokespeople • No coherent events programme

  4. Context continued … • No employee communications programme • No content plan for web • Greater opportunities for partnerships / alliances with third parties • Weak visual identity and tensions with central services • Marketing and Communications simply not on the corporate agenda

  5. The impetus for change • New Dean and Senior Management Team – restructures begun • Increasingly competitive market • Increasingly stiff University targets • New name and lack of differentiation impacting recruitment • The new building • Refocus on marketing and communications

  6. Broad Objectives • Position Cass Business School as a world-class business school in all communications - external and internal • Increase awareness of Cass Business School amongst stakeholder groups • Improve internal communications within the School

  7. Quick wins – first 6 months • Team restructure – the right people • Formation of ‘VMG’ • Events programme put in place • Queen’s visit as springboard for employee communications • Brand work begun • News on the web • Proactive press outreach begun – media training • Budget secured for next FY • Good communication and partnership with central University • Board level support

  8. 2 years on … • Board level prioritisation • The Best of Both Worlds • Huge media success • 150 events per year • Collateral and merchandise in place • Co-ordinated activity across programmes • Employee communications plan in place • Web site overhauled • Visual identity debate begun • Cradle to grave marketing begun

  9. So how did we do it? • For today’s presentation focus on: • The Team • Media Relations • Corporate Communications Service • Employee communications

  10. The Team • The right people • Best of both worlds • VMG • Shared resource, knowledge, planning • Drive school-wide projects • Diverse backgrounds • A service and customer-led culture • Board level representation

  11. Structure MSc Marketing Manager MBA Marketing Manager Undergraduate Marketing Manager

  12. Media relations • Dedicated press office function and measurement • Business education and research • Thought leadership themes • PR Heroes – a service to academics • Training and internal recognition • External visibility metric in appraisal • Domestic then international • Beyond the FT

  13. Corporate Communications – a service • Understanding of academic pressures • Flier and brochure production • Web content • Direct mail support • Event logistics and speakers • Sponsorship • Internal communications • Leg-work, leg-work, leg-work

  14. Employee communications • ESSENTIAL • Shared ownership • Watch your language • IiP (June 2004) • MORI (December 2004) • If it ain’t broke … • … and something new • Feedback loop • Wider University important

  15. What’s next? • Proactive international media relations • Genuine cradle to grave marketing • Clearer brand definition – corporate and programmes • The Battle for Visual Identity • The Customer Experience • MEASUREMENT • Survival of the Fittest

  16. Q and A

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