Larry D. Lauer

Last week I had the privilege of leading a series of marketing discussions at the University of Queensland, a progressive public institution of more than 40,000 students in Brisbane, Australia.

I met with the  president’s executive team, as well as administrators and faculty from all corners of the campus. Many bright and talented advancement professionals and educators were in my groups, and I was reminded once again how very large  institutions can go about establishing an innovative reputation, and “look.” It was still one more example of how institutions in all parts of the world are quickly developing their marketing expertise. In fact, I am now finding that many are moving ahead of U.S. institutions in their innovative thinking.

So, just what does it mean when your institution does not “look innovative” enough to be competitive in a changing market?

It can mean that your program offerings are not seen as up to date. Or, it can mean that those leaders who speak on behalf of your institution are not positioning it as a change leader in an industry that is becoming more and more international. It can also mean that your use of  technology in marketing, or in the classroom, does not demonstrate how communication tactics are changing.  Or, it can mean that a clear brand identity is not reinforced by consistent design elements that are selected for both academic substance and gaining attention.  In other words, the design of your marketing materials might be too inconsistent, or even too trendy to be credible.

The president of  the University of Queensland has a vision of global leadership which he articulates around three  basic themes: learning, discovery and engagement. Further, he  “activates” his simple vision by bringing more than 100 key administrators and faculty together as an expanded “executive team.”  These internal and external opinion leaders are charged to become “word-of-mouth” advocates for developing what he calls, “an institutional culture of advancement.”  This means that he positions the field of advancement more centrally, and that through this team everyone in the institution is asked to accept advancing the institution, and telling its’ story in every way possible, as a central part of their job. In my mind, this is the highest form of “integrated” marketing, and it is a basic formula for achieving an innovative “look.” 

Once you have the right branding message for your leadership, the right communication technology, and the right basic design standards reinforcing that brand message, you will have the right competitive elements in place. Then, you will know you have achieved  an  innovative “look” when your key constituents are saying: “Those people are going places, and I want to be a part of it!”