Is communications a strategic activity in UK Education?

This qualitative exploratory paper investigates whether communications/public relations is regarded by opinion formers in UK education as a strategic business activity or a tactical marketing tool. It is based upon depth interviews with 16 senior managers with strategic roles in UK higher or further education, or Government bodies, conducted between June and September 2004. The findings seem to suggest that communications/PR is ideally seen by leaders as a strategic function, but that there are limitations to this vision becoming a reality. The research goes on to offer initial conclusions on some of the issues surrounding perception, resource, and implementation of strategic communications/PR in UK education, with implications for practitioners considered

Exploring rationales for branding a university: Should we be seeking to measure branding in UK universities?

Although branding is now widespread among UK universities, the application of branding principles in the higher education sector is comparatively recent and may be controversial for internal audiences who question its suitability and efficiency. This paper seeks to investigate how and whether the effectiveness of branding activity in the higher education sector should be evaluated and measured, through exploratory interviews with those who often drive it; UK University marketing professionals. Conclusions suggest that university branding is inherently complex and therefore application of commercial approaches may be over simplistic. Whilst marketing professionals discuss challenges they do not necessarily have a consistent view of the objectives of branding activity although all were able to clearly articulate branding objectives for their university, including both qualitative and, to some extent, quantitative metrics. Some measures of the real value of branding activity are therefore suggested but a key debate is perhaps whether the objectives and role of branding in higher education needs to be clarified, and a more consistent view of appropriate metrics reached? Various challenges in implementing branding approaches are also highlighted

External perceptions of successful university brands

Branding in universities has become an increasingly topical issue, with some institutions committing substantial financial resources to branding activities. The particular characteristics of the sector present challenges for those seeking to build brands and it therefore seems to be timely and appropriate to investigate the common approaches of those institutions perceived as having successful brands. This study is exploratory in nature, seeking to investigate how successfully UK universities brand themselves, whether they are distinct and if the sector overall communicates effectively. This is approached through examining the perspective of opinion formers external to universities but closely involved with the sector – a key stakeholder group in UK higher education Overall, the research’s exploratory nature aims to further the debate on effective branding in UK higher education. The findings and conclusions identify some issues surrounding university branding activity; most UK universities were considered to be distinct from one another, but few were seen to have real fully formed brands. Although a number of institutions that were seen as having more ‘successful’ brands were identified, it was argued that whilst many UK universities communicate their brand well enough to key stakeholders, they fail to consistently do this across all audiences. It was also suggested that UK universities may concentrate on areas of perceived immediate strategic importance (in terms of branding) to an extent where others are neglected

The Factors that influence AI-based chatbots' impact on customer experience in a B2B context

This study focuses on the implementation of AI (artificial intelligence) based chatbots by SMEs to improve customer experience in a B2B (business-to-business) setting. The findings uncover the factors that influence customer experience of SME (small and medium-sized enterprise) clients when they interact with an AI-based chatbot. In today’s rapidly evolving business landscape, SMEs are looking for new ways to provide a better customer experience for their clients. Adopting AI-based technologies is an increasingly popular way to improve customer interactions and achieve a competitive advantage. B2B companies adopt AI-based chatbots to facilitate human-like service interactions with their customers at various touchpoints (Kushwaha et al., 2021). Not only large companies but also SMEs started to apply AI-based chatbots after the increase of more accessible technologies. However, there are a limited number of studies that explored the impact of AI-based chatbot implementation by SMEs on customer experience. While AI-based chatbots provide cost- and time-saving opportunities for companies, they still don’t meet customer expectations at a desired level (Adam et al., 2021). By understanding the factors that influence customer experience during the interaction with an AI-based chatbot, SMEs can provide efficient customer service and achieve improved customer satisfaction. This study builds on the frameworks developed by Hoyer et al. (2020), Kushwaha et al. (2021), Adam et al. (2021) to understand the factors that influence customer experience when SME clients interact with an AI-based chatbot. The underpinning theories and models of the study are social response theory, technology acceptance model, diffusion of innovation theory, and information systems success model. The findings of the study show that the perceived expertise of an AI-based chatbot plays a more important role in improving customer experience than other factors such as visual cues or speed when clients interact with the chatbot. Moreover, the user’s own expertise is an important factor in setting the customer’s expectations for the chatbot. The conceptual framework in the study should be tested in a further study to understand the significance of the proposed relationships

Do UK universities communicate their brands effectively through their websites?

This paper attempts to explore the effectiveness of UK universities’ websites. The area of branding in higher education has received increasing academic investigation, but little work has researched how universities demonstrate their brand promises through their websites. The quest to differentiate through branding can be challenging in the university context, however. It is argued that those institutions that have a strong distinctive image will be in a better position to face a changing future. Employing a multistage methodology, the web pages of twenty UK universities were investigated by using a combination of content and multivariable analysis. Results indicated ‘traditional values’ such as teaching and research were often well communicated in terms of online brand but ‘emotional values’ like social responsibility and the universities’ environments were less consistently communicated, despite their increased topicality. It is therefore suggested that emotional values may offer a basis for possible future online differentiation

‘Brands in Higher Education ; Challenges and Potential Strategies’

This study explores the challenges of university branding and the qualities that make university branding different from commercial branding in terms of cultural issues, branding concepts and frameworks and brands architecture. The literature about branding in the university sector is described and viewed in the context of exploratory interviews with fifty five university managers. The results present the differences between university and commercial brandings as well as culture, brand concepts and brand architecture,. The study was conducted in UK universities, but similar issues in many other countries means that the results are comparable internationally. Overall, the findings presented in this research offer a valuable contribution to our understanding of the complexities of higher education branding

How and When Socially Entrepreneurial Nonprofit Organizations Benefit From Adopting Social Alliance Management Routines to Manage Social Alliances?

Social alliance is defined as the collaboration between for-profit and nonprofit organizations. Building on the insights derived from the resource-based theory, we develop a conceptual framework to explain how socially entrepreneurial nonprofit organizations (SENPOs) can improve their social alliance performance by adopting strategic alliance management routines. We test our framework using the data collected from 203 UK-based SENPOs in the context of cause-related marketing campaign-derived social alliances. Our results confirm a positive relationship between social alliance management routines and social alliance performance. We also find that relational mechanisms, such as mutual trust, relational embeddedness, and relational commitment, mediate the relationship between social alliance management routines and social alliance performance. Moreover, our findings suggest that different types of social alliance motivation can influence the impact of social alliance management routines on different types of the relational mechanisms. In general, we demonstrate that SENPOs can benefit from adopting social alliance management routines and, in addition, highlight how and when the social alliance management routines–social alliance performance relationship might be shaped. Our study offers important academic and managerial implications, and points out future research directions

A brand within a brand: an integrated understanding of internal brand management and brand architecture in the public sector

Branding in the public sector is emerging as an interesting area of research, as diverse organisations find themselves using branding principles to promote a consistent, clear brand. However, very little is known how public organisations could, or should, manage their brands. The purpose of this research, therefore, is to explore brand management processes in the public sector, and its implication for brand architecture, from an employee perspective. With a qualitative approach, the study argues that branding is important not only for the organisation, but also for individual departments. Further, unlike branding in the private sector, public organisations may be more concerned with supporting a positive perception and organisational attractiveness rather than a unique and differentiated brand. This may have implications for brand architecture. By allowing individual departments to manage their brand with support from organisational structures that provide alignment and focus, organisations can form a brand architecture that supports a strong organisational brand and employee brand commitment