CAN BRAND VALUE CAN BRAND VALUE ENCOURAGE ENCOURAGE COLLABORATI - - PDF document

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CAN BRAND VALUE CAN BRAND VALUE ENCOURAGE ENCOURAGE COLLABORATI - - PDF document

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I nternational Business School I nternational Business School Shanghai Shanghai Conference Conference 2008 2008 CAN BRAND VALUE CAN BRAND VALUE ENCOURAGE ENCOURAGE COLLABORATI ON? COLLABORATI ON? Pierre TAPI E Pierre TAPI E Dean &

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I nternational Business I nternational Business School School Shanghai Shanghai Conference Conference 2008 2008

CAN BRAND VALUE CAN BRAND VALUE ENCOURAGE ENCOURAGE COLLABORATI ON? COLLABORATI ON?

Pierre TAPI E Pierre TAPI E

Dean & President, ESSEC Business School Paris Singapore November 4, 2008

Brand Value Brand Value and and Collaboration: Collaboration: Possible opposite Arguments Possible opposite Arguments

  • Brand Value

Brand Value is is too too unique to unique to share share it it

  • Better

Better you you are, more are, more you you would would transfer transfer to to partners partners through through your your own

  • wn Brand

Brand

  • Rankings

Rankings are are discouraging discouraging brand collaboration brand collaboration

☺ ☺ Any

Any Business Business School School has has its its natural natural spheres spheres of

  • f
  • influence. As
  • influence. As nobody

nobody is is global, global, elite elite local local partners partners can can increase increase awareness awareness

☺ ☺ Collaborative efforts

Collaborative efforts could could gain gain the the best best from from complementary complementary systems systems

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Brand Value Brand Value and and Collaboration: Collaboration: ESSEC ESSEC’ ’s s Experience Experience

  • International collaboration:

International collaboration: education education

  • ESSEC &

ESSEC & Cornell Cornell IMHI IMHI

  • ESSEC & Mannheim

ESSEC & Mannheim Academic Academic Airbus Airbus

  • ESSEC & Ahmedabad

ESSEC & Ahmedabad Strategic Strategic Alliance Alliance

  • The

The bi bi-

  • continental

continental experience experience: :

– – Did Did the the Singaporian Singaporian experience experience increase increase our

  • ur

attractiveness attractiveness for collaboration? for collaboration?

  • Contradictions

Contradictions and and convergences convergences between between academic academic collaboration collaboration and and brand value brand value

Brand Value Brand Value and and Collaboration: Collaboration: ESSEC ESSEC’ ’s s Experience Experience

  • International collaboration:

International collaboration: education education

  • ESSEC &

ESSEC & Cornell Cornell IMHI IMHI

  • ESSEC & Mannheim

ESSEC & Mannheim Academic Academic Airbus Airbus

  • ESSEC & Ahmedabad

ESSEC & Ahmedabad Strategic Strategic Alliance Alliance

  • The

The bi bi-

  • continental

continental experience experience: :

– – Did Did the the Singaporian Singaporian experience experience increase increase our

  • ur

attractiveness attractiveness for collaboration? for collaboration?

  • Contradictions

Contradictions and and convergences convergences between between academic academic interest interest and and brand value brand value

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3

I nternational collaboration: I nternational collaboration: education education

  • Students

Students Exchange Exchange programs programs: 118 international : 118 international partners partners, 70 in , 70 in the the MBA MBA program program. .

  • quadrilingual

quadrilingual BiBA BiBA, , trilingual trilingual MBA do help MBA do help

  • 8 Double

8 Double Degree Degree agreements agreements (MBA) (MBA) with with local local elite elite universities universities – – an an elite elite portfolio portfolio

  • Co

Co-

  • degrees

degrees with with Cornell Cornell & Mannheim & Mannheim

  • Remarquable

Remarquable student student’ ’s s value: value:

– – Best Best of

  • f two

two system system – – International International exposure exposure – – Students Students get get multi brand value multi brand value

  • Seoul National University (MA/ MBA)

Seoul National University (MA/ MBA)

  • Guanghua

Guanghua School of Management School of Management -

  • Beijing

Beijing University (MBA) University (MBA)

  • Mannheim University (

Mannheim University (Diplom Diplom Kaufmann) Kaufmann)

  • Nanyang

Nanyang Business School, NTU (MBA) Business School, NTU (MBA)

  • EGADE

EGADE – – Tec de Monterrey (MBA) Tec de Monterrey (MBA)

  • I ndian I nstitute of Management Ahmadabad

I ndian I nstitute of Management Ahmadabad (PGP) (PGP)

  • KEI O Business School (MBA)

KEI O Business School (MBA)

Double Double Degree Degree MBA MBA Programs Programs

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SLIDE 4

4

Brand Value Brand Value and and Collaboration: Collaboration: ESSEC ESSEC’ ’s s Experience Experience

  • International collaboration:

International collaboration: education education

  • ESSEC &

ESSEC & Cornell Cornell I MHI I MHI

  • ESSEC & Mannheim

ESSEC & Mannheim Academic Academic Airbus Airbus

  • ESSEC & Ahmedabad

ESSEC & Ahmedabad Strategic Strategic Alliance Alliance

  • The

The bi bi-

  • continental

continental experience experience: :

– – Did Did the the Singaporian Singaporian experience experience increase increase our

  • ur

attractiveness attractiveness for collaboration? for collaboration?

  • Contradictions

Contradictions and and convergences convergences between between academic academic interest interest and and brand value brand value

ESSEC & ESSEC & Cornell Cornell I MHI I MHI

  • International

International Hospitality Hospitality Management Management Institute Institute founded founded in 2002 in 2002

  • 20

20 years years of

  • f partnership

partnership for for increasing increasing success success

  • 2004

2004 – – 2005: 2005: one

  • ne Dean

Dean feared feared Brand transfert/or Brand transfert/or encouraging encouraging a a competitor competitor = > = > cooperation cooperation was was halted halted, , after after 1000 1000 graduates graduates

  • 2008 = >

2008 = > same same institution came institution came back back to to relaunch relaunch « « the the global alliance for global alliance for hospitaliy hospitaliy management management » »

  • = > perception

= > perception of

  • f unequal

unequal brand value brand value jeopardized jeopardized the the ability ability to to cooperate cooperate

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5

Brand Value Brand Value and and Collaboration: Collaboration: ESSEC ESSEC’ ’s s Experience Experience

  • International collaboration:

International collaboration: education education

  • ESSEC &

ESSEC & Cornell Cornell IMHI IMHI

  • ESSEC & Mannheim

ESSEC & Mannheim Academic Academic Airbus Airbus

  • ESSEC & Ahmedabad

ESSEC & Ahmedabad Strategic Strategic Alliance Alliance

  • The

The bi bi-

  • continental

continental experience experience: :

– – Did Did the the Singaporian Singaporian experience experience increase increase our

  • ur

attractiveness attractiveness for collaboration? for collaboration?

  • Contradictions

Contradictions and and convergences convergences between between academic academic interest interest and and brand value brand value

www.essec-mannheim.com

European European Strategic Strategic Alliance = Alliance = Academic Academic Airbus Airbus

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  • Academic

Academic Airbus : I ntention Airbus : I ntention

  • ESSEC & Mannheim : A long

ESSEC & Mannheim : A long history history of

  • f

collaboration collaboration

  • E&M : Scope

E&M : Scope and and Results Results

  • Critical

Critical points to points to handle handle

  • I ntercultural

I ntercultural I ssues I ssues and and Richness Richness ? ?

Academic Academic Airbuses Airbuses

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  • Academic

Academic Airbus : I ntention Airbus : I ntention

  • ESSEC & Mannheim : A long

ESSEC & Mannheim : A long history history of

  • f

collaboration collaboration

  • E&M : Scope

E&M : Scope and and Results Results

  • Critical

Critical points to points to handdle handdle

  • Intercultural

Intercultural Issues Issues and and Richness Richness

  • How

How reproducible reproducible such such an an experience experience ? ?

Academic Academic Airbuses Airbuses

  • January

January 2003, 40th 2003, 40th anniversary anniversary of the

  • f the

Elysee Elysee Traitee Traitee, Chancellor Schr , Chancellor Schrö öder der and and President President Chirac Chirac announce announce the concept of the concept of « « Academic Academic Airbus Airbus » » . .

  • I ntent

I ntent : : exploring exploring in in academic academic areas areas what what has ben the has ben the very very strength strength of Airbus in

  • f Airbus in

Aeronautics Aeronautics : a few countries : a few countries decide decide to to share share what what they they have as best, in have as best, in order

  • rder to

to construct construct a new a new reality reality which which has the best has the best

  • f
  • f everyone

everyone ! !

Academic Academic Airbus : Airbus : Intention Intention

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8

  • An

An opportunity

  • pportunity for global alternative (

for global alternative ( who who would would have have imagined imagined, 20 , 20 years years ago ago, Airbus , Airbus would would bypass bypass Boeing ? Boeing ?

  • Nice, but

Nice, but…… ……

  • Each

Each higher higher education education system system is is strongly strongly rooted rooted in a in a particular particular local local reality reality, , with with codes codes and and values values differing differing between between countries countries

  • How to

How to handle handle differences differences in administrative, in administrative, financial financial, , academic academic rules rules and and procedures procedures ? ? Does Does it it make make sense sense ? ?

Academic Academic Airbus : Airbus : Intention Intention

  • ESSEC, a French

ESSEC, a French Grande

Grande Ecole Ecole

› › created

created in in 1907

1907

› › elite

elite European European institution, institution, consistently consistently ranked ranked as as Number

Number One One or

  • r Two

Two in

in leading leading surveys surveys on French management

  • n French management

education education

› › First

First academic academic institution out of institution out of North North America America to to be be accredited accredited by AACSB (1997) by AACSB (1997)

  • 3,500 FT

3,500 FT students students, 5 ,000 , 5 ,000 executives executives, 19 , 19 FT + 16 PT FT + 16 PT degree degree programs programs delivered delivered, , 106 FT 106 FT faculty faculty

  • Private

Private institution institution with with public service public service mission mission

About ESSEC in 2003 About ESSEC in 2003

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9

  • Mannheim, a

Mannheim, a prestigious prestigious German German university university : : an

an elite elite European European institution institution

› › created

created in in 1907

1907

› › consistently

consistently ranked ranked as as Germany

Germany’ ’s s best best university university in management

in management education education

› › First

First academic academic institution in institution in Germany Germany to to be be accredited accredited by AACSB (2000) by AACSB (2000)

  • 3,000

3,000 students students in in School School of Business

  • f Business

Administration, 100 Administration, 100 academics academics

  • Public

Public University University, but , but founded founded as as private private institution institution

About Mannheim About Mannheim in 2003 in 2003

  • ESSEC

ESSEC and and Mannheim have been Mannheim have been collaborating collaborating for for over

  • ver twenty

twenty years years: :

› › Student

Student Exchange Exchange Program Program (1 (1 term term) ) since since 1982 1982

› › Double

Double-

  • Degree

Degree Program Program (1 (1 year year) ) since since 1992 1992

› › Faculty

Faculty Exchanges Exchanges and and Joint Joint Research Research projects projects : : « « European European Research Research Center Center » »

› › The

The European European MBA MBA ™ ™ since since 2002 2002

  • Deep

Deep and and founded founded esteem esteem : : faculty faculty to to faculty faculty, , and and towards towards partner partner ’ ’s s students students

ESSEC ESSEC -

  • Mannheim

Mannheim Partnership Partnership

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10

  • ESSEC & Mannheim

ESSEC & Mannheim will will explore collaborative explore collaborative activities activities in all in all academic academic areas: areas:

› › Degree

Degree programs programs

› › Executive

Executive education education ( (degree degree and and corporate corporate) )

› › Joint

Joint faculty faculty research research projects projects

› › Doctoral

Doctoral programs programs

› › Co

Co-

  • branding

branding on the international

  • n the international level

level to to ensure ensure the international recognition of the international recognition of each each institution institution’ ’s s flagship flagship program program

› › Etc.

Etc.

  • March, 2004 : 5

March, 2004 : 5 years years road road map map presented presented to the French to the French and and German German government government

  • June

June, 2004 : , 2004 : Memorandum Memorandum of

  • f

Understanding Understanding about about financial financial issues, issues, for for present present and and future future activities activities

  • June

June, 2004 : Signature of the , 2004 : Signature of the legal legal contract contract of a

  • f a European

European Economic Economic I nterest I nterest Group Group

  • October

October, 2004 : , 2004 : legal legal registration of registration of the EEI G E&M in Luxembourg the EEI G E&M in Luxembourg

Alliance : Alliance : formal formal Steps Steps

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11

  • Letter

Letter of

  • f I ntent

I ntent, , signed signed October October 10, 10, 2003, French 2003, French and and German German ministers ministers witnessing witnessing. .

  • Partners

Partners will will explore all the explore all the

  • pportunities
  • pportunities where

where the E&M alliance the E&M alliance can can create create value value

  • Creation

Creation of E&M

  • f E&M common

common brand brand

  • All

All Exec Exec MBA on MBA on common common brand brand

  • Governance

Governance : : creation creation of a

  • f a legal

legal entity entity

Alliance: Alliance: Results Results

ESSEC & Mannheim ESSEC & Mannheim

  • Alliance

Alliance between between European European leaders for world leaders for world-

  • class

class projects projects « « Academic Academic Airbus Airbus » »

  • Concretely

Concretely

  • 1992 Double

1992 Double degree degree

  • 2001

2001 European European MBA MBA

  • 2004 E&M

2004 E&M Executive Executive MBA MBA

  • 2004

2004 Scholar Scholar exchanges exchanges

  • 2004 Joint

2004 Joint Research Research Projects Projects

  • 2004 GI E E&M,

2004 GI E E&M, financial financial Treatee Treatee

  • 2006 WE E&M

2006 WE E&M Executive Executive MBA MBA

  • 2002

2002-

  • 03 : 30

03 : 30 students students

  • 2007

2007-

  • 08 : + 270

08 : + 270 students students

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12

Commun Commun ication ication

  • Joint

Joint Work Work on:

  • n:

› › creation

creation of a logo

  • f a logo

› › press

press conferences conferences in in France & France & Germany Germany

› › Press

Press kits kits reviewed reviewed by by both both deans deans and and by by both both French French and and German German Ministers Ministers

› › Press

Press activities activities in in both both countries countries

Communication Communication & Brand Value(s) & Brand Value(s)

Figaro Entreprises

Figaro Entreprises -

  • 20 octobre 2003

20 octobre 2003

Le Nouvel

Le Nouvel Economiste Economiste -

  • 14 f

14 fé évrier 2004 vrier 2004

Le Nouvel

Le Nouvel Economiste Economiste -

  • 14

14 f fé évrier 2004 vrier 2004

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13

Communication Communication & Brand Value(s) & Brand Value(s)

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SLIDE 14

14

  • Modular

Modular E&M E&M Exec Exec MBA : MBA : year year after after year year, , increasing increasing attractiveness attractiveness, , obvious

  • bvious for

for Europeans Europeans

  • Engineering

Engineering transfered transfered to Mannheim in to Mannheim in Exec Exec Ed Ed

  • Double

Double degree degree candidates have candidates have doubled doubled

  • Research

Research projects projects are are accelerating accelerating

  • European

European PhDs PhDs are in discussion are in discussion

  • Increase

Increase of M

  • f M awareness

awareness in France, E in in France, E in Germany Germany

  • Companies

Companies are are interested interested all all over

  • ver the world, for

the world, for Education Education to to « « European European Business Business » »

  • American

American/ / Asian Asian universities universities are are interested interested

Alliance : Alliance : other

  • ther results

results

Brand Value Brand Value and and Collaboration: Collaboration: ESSEC ESSEC’ ’s s Experience Experience

  • International collaboration:

International collaboration: education education

  • ESSEC &

ESSEC & Cornell Cornell IMHI IMHI

  • ESSEC & Mannheim

ESSEC & Mannheim Academic Academic Airbus Airbus

  • ESSEC & Ahmedabad

ESSEC & Ahmedabad Strategic Strategic Alliance Alliance

  • The

The bi bi-

  • continental

continental experience experience: :

– – Did Did the the Singaporian Singaporian experience experience increase increase our

  • ur

attractiveness attractiveness for collaboration? for collaboration?

  • Contradictions

Contradictions and and convergences convergences between between academic academic interest interest and and brand value brand value

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15

ESSEC & Ahmedabad: ESSEC & Ahmedabad: 25 25 years years of

  • f partnership

partnership

  • Ahmedabad: THE

Ahmedabad: THE most most elitist elitist place in place in India India

  • Since

Since 1983, active 1983, active student student exchange exchange program program, , faculty faculty exchange exchange, , PhD PhD collaboration collaboration

  • Both

Both institutions institutions share share the the « « Grandes Grandes Ecoles Ecoles » » versus versus « « large large universities universities » » syndrom syndrom

  • In 2006,

In 2006, strategic strategic alliance: Double MBA alliance: Double MBA degrees degrees, collaborative , collaborative Research Research, , Exec Exec Ed Ed

  • Double

Double branded branded Exec Exec Education Education programs programs

ESSEC & Ahmedabad: ESSEC & Ahmedabad: Results Results

  • In 2006,

In 2006, strategic strategic alliance: Double MBA alliance: Double MBA degrees degrees, , collaborative collaborative Research Research, , Exec Exec Ed Ed

  • Double

Double branded branded Exec Exec Education Education programs programs

  • The

The first first double double degree degree student student become become a a success success story story in in India India, Diane = n , Diane = n°

°5/200 000

5/200 000

  • Remarquable

Remarquable opportunities

  • pportunities for communication

for communication and and Brand Value Brand Value

  • India

India was was not not so so popular popular in France, in France, nor nor France in France in India India. . Being Being in in advance advance did did increase increase our

  • ur brands

brands

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16

Signing Signing of the ESSEC &

  • f the ESSEC & I ndian

I ndian I nstitute of I nstitute of Management agreement, Management agreement, 20 February 2006

20 February 2006

2007 2007 -

  • 2008:

2008: Centenary Centenary celebrations celebrations around around the world the world

Delhi, Delhi, January January 2008 2008

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17

Brand Value Brand Value and and Collaboration: Collaboration: ESSEC ESSEC’ ’s s Experience Experience

  • International collaboration:

International collaboration: education education

  • ESSEC &

ESSEC & Cornell Cornell IMHI IMHI

  • ESSEC & Mannheim

ESSEC & Mannheim Academic Academic Airbus Airbus

  • ESSEC & Ahmedabad

ESSEC & Ahmedabad Strategic Strategic Alliance Alliance

  • The

The bi bi-

  • continental

continental experience experience: :

– – Did

Did the the Singaporian Singaporian experience experience increase increase

  • ur
  • ur attractiveness

attractiveness for collaboration? for collaboration?

  • Contradictions

Contradictions and and convergences convergences between between academic academic interest interest and and brand value brand value

I nauguration of the ESSEC I nauguration of the ESSEC Asian Asian Center, Center, Singapore, Singapore, 13 May 2006

13 May 2006

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18

Singaporian Singaporian experience experience and and ESSEC ESSEC’ ’s s attractiveness attractiveness for collaboration for collaboration

  • Singapore

Singapore key key steps steps: :

– – Decided Decided in 2003 in 2003 – – Our Our own

  • wn campus in 2005

campus in 2005 – – 2007: 360 2007: 360 students students

  • Singapore as a

Singapore as a hub hub to to give give « « Asian Asian experience experience and and flavor flavor » » to to some some partner partner’ ’s s programs programs

  • Singapore as ESSEC

Singapore as ESSEC flagship flagship in in Asia Asia, , attracting attracting students students & participants to & participants to the the main campus main campus

  • Asian

Asian-

  • European

European multicultural multicultural education education

  • Increased

Increased faculty faculty attractiveness attractiveness, source , source of

  • f

collaborative efforts collaborative efforts

CONCLUSI ON CONCLUSI ON

Can Brand Value encourage collaboration ? Can Brand Value encourage collaboration ? When When? ?

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19

  • Perceived

Perceived identity identity in in « « academic academic status status » »

  • Esteem

Esteem, respect, , respect, esteem esteem

  • Total

Total committment committment at at the the highest highest level level to to

  • vercome
  • vercome day

day to to day day crisis crisis ; ; shared shared vision vision

  • f the world issues
  • f the world issues
  • Willingness

Willingness to to understand understand the the very very different different frameworks frameworks of

  • f reference

reference : : Ge Ge vs vs Fr Fr, Public vs , Public vs Private Private, , status status of

  • f higher

higher education education in F + G, Euros in F + G, Euros… ….. ..

  • Ability

Ability to to invent invent new new rules rules, , « « make make it it possible possible » » ... ...

Critical Critical points to points to handle handle

  • Managing

Managing differing differing behaviors behaviors in in governments governments

  • Educational

Educational debate debate in in each each countries are hot, countries are hot, but on but on different different topics topics

  • Private

Private vs public institution : vs public institution : flexibility flexibility vs vs constraints constraints, but , but fair fair/ / unfair unfair government government

  • Changes in

Changes in institutional institutional leaders leaders

  • Difference

Difference in salaries in salaries and and status status of

  • f «

« full full professors professors » » : in : in Germany Germany, Chairs are SME, in , Chairs are SME, in France, France, much much less less hierarchic hierarchic but but earlier earlier stability stability

  • Internal

Internal processes processes are are different different

Difficulties Difficulties we we handled handled

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SLIDE 20

20

  • All the caricatures are

All the caricatures are reality reality-

  • based

based !! !!

  • In France

In France they they say say « « let let ’ ’s go s go » » when when 90% of 90% of the the key key issues are issues are solved solved, betting , betting they they ’ ’ll ll be be able to manage the last 10% ; In able to manage the last 10% ; In Germany Germany, ,

  • nly
  • nly when

when 99,95 % are 99,95 % are solved solved you you can can have a have a « « go go » »

  • Pierre:

Pierre: Germans Germans are are organized

  • rganized,

, step step-

  • by

by-

  • step

step minded minded, , rigorous rigorous, , analytical analytical, , hierarchy hierarchy is is important ( important (Pr.Dr. Pr.Dr.) )

  • Martin: French are

Martin: French are handling handling several several things things simultaneously simultaneously, intuitive, , intuitive, « « c c’ ’est pas grave est pas grave » ». .

  • Sometimes

Sometimes we we are are nightmares nightmares for for each each other

  • ther !!

!!

Intercultural Intercultural Issues & Issues & Richness Richness

  • But

But… …If If you you take take the best of the best of everyone everyone, , you you can can have the French have the French creativity creativity and and the the German German stubbornness stubbornness

  • An

An extremely extremely powerful powerful motor motor for change !! for change !!

  • In

In fact fact, , every every institution institution used used the the other

  • ther to

to accelerate accelerate some some internal internal or

  • r external

external change change it it has to has to handle handle

  • The

The partner partner is is an excellent challenger for an excellent challenger for internal internal moves moves to to implement implement what what the the other

  • ther

does does better better

  • Required

Required : to : to be be happy about the happy about the partner partner ’ ’s s successes successes ! !

Intercultural Intercultural Issues & Issues & Richness Richness

slide-21
SLIDE 21

21

  • Reproducible

Reproducible if if esteem esteem + respect + motives + respect + motives for action + vision for action + vision

  • Reproducible

Reproducible if if complementarity complementarity in in strenghts strenghts and and talents talents

  • Geographic

Geographic complementarity complementarity: : we we preferred preferred to to ally ally with with the best in the the best in the partner partner ’ ’s country s country than than to to implement implement ourselves

  • urselves in

in his his home home country country

  • Relevant

Relevant strategy strategy if local if local elite elite players players exist exist

Is Is reproducible reproducible the the experience experience? ?

  • Makes

Makes sense sense if drive for if drive for very very long long term term action, action, academic academic + + strategic strategic vision are vision are shared shared

  • In

In our

  • ur case, the feeling to

case, the feeling to be be European European, , and and the conviction the conviction there there is is a world issue about a world issue about reinventing reinventing and and promoting promoting the the European European model model is is the the driving driving force force

  • To have the

To have the highest highest objective

  • bjective helps

helps to to

  • vercome
  • vercome day

day to to day day difficult difficult issues issues

Is Is reproducible reproducible the the Experience Experience? ?

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SLIDE 22

22

Academic Excellence is Diverse Academic Excellence is Diverse

  • England : history, theology,

England : history, theology, litterature litterature ; ; OxBridge OxBridge

  • France :

France : “ “Grandes Grandes Ecoles Ecoles” ” (Engineering or (Engineering or Management) Management)

  • USA : Law, Business, Medicine ; I vy league

USA : Law, Business, Medicine ; I vy league

  • Germany : science, management, engineering

Germany : science, management, engineering

  • I ndia :

I ndia : I I Ts I I Ts & & I I Ms I I Ms

  • Japan :

Japan : Toda Todaï ï, , Kodda Koddaï ï, Keio , Keio

  • China :

China : Beida Beida, , Tsinhua Tsinhua, , Fudan Fudan… …. .

  • Multinational Companies know, Elite academic

Multinational Companies know, Elite academic institutions know where are the best institutions know where are the best students/ graduates students/ graduates

  • But how to signal it to candidates and families?

But how to signal it to candidates and families?

Contradiction Contradiction and and Convergence Convergence between between academic academic collaboration collaboration and and brand value brand value B to C B to C

  • Program

Program Rankings Rankings

  • Research

Research Rankings Rankings

  • Uniqueness

Uniqueness self perception self perception

  • ☺

☺

  • Student

Student Experience Experience: :

– – Multicultural Multicultural ☺

☺

– – Best Best of

  • f two

two models models ☺

☺

  • Graduates

Graduates’ ’ diversity diversity ☺

☺

B to B B to B

  • Scientific

Scientific collaboration collaboration ☺

☺

  • Research

Research financing financing ☺

☺

  • Brands to

Brands to recruiters recruiters ☺

☺

  • Recruiters

Recruiters’ ’ value value ☺

☺

  • Faculty

Faculty enrichment enrichment ☺

☺

  • Faculty

Faculty attractiveness attractiveness ☺

☺

  • Peer

Peer to to peer peer signal signal ☺

☺

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SLIDE 23

23

CONCLUSI ON CONCLUSI ON

  • The

The perception perception of

  • f your

your brand value brand value status status is is very very personal personal

  • Brand value for B to B

Brand value for B to B development development is is mainly mainly coherent coherent with with academic academic collaboration collaboration

  • Brand value for B to C

Brand value for B to C awareness awareness can can be be sometimes sometimes perceived perceived as as incoherent incoherent with with academic academic collaboration, collaboration, mainly mainly for for Rankings Rankings reasons reasons

  • Leaders

Leaders will will be be those those confident confident enough enough to to dare dare collaboration.

  • collaboration. Academic

Academic values Are Collaborative. values Are Collaborative.

  • Self

Self-

  • Marketing

Marketing sometimes sometimes are not. are not.

  • A short

A short vs vs long long term term arbitrage ? arbitrage ?

Questions? Questions?… …