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by Bob Topor, Senior Consultant
One of the underlying principles I have espoused for many
decades is the idea of seeing your institution from the outside-in,
rather than from the inside-in. Essentially this means paying much closer
attention to the primary and secondary external users (primarily students).
This avoids the age-old idea of "we are great and they shall flock
to us). It has amazed me, over the years , to find how many institutional
leaders, faculty and staff harbored this arrogant attitude. The reality is higher education is all about the benefits; not the features. What values does our school present to the customer? Look at your offerings from the users point of view; not the providers (your institution). It is true that these arrogant attitudes vary from institution to institution. Let me give you some examples from personal experience: I worked for about five years in the state system in Ohio, at Wright State University in Dayton, Ohio. Wright State leaders and staff had a humble attitude toward themselves and their students, many returning from the Viet Nam war. They attended classes in wheel chairs through an elaborate tunnel system between buildings. Seeing this vast array of wheel chair bound learners cast an eternal invisible force of humbleness towards all involved in their education. It was almost a tangible feeling of goodness, caring and love. At Cornell University a very different feeling, also positive, was expressed on campus. An Ivy League school, containing both state (Ag) and private facilities (Liberal Arts) with traditional ivy and a carillon that chimed every hour, a traditional glee club and an indescribably beautiful campus (especially in vibrant Fall colors) cast an impression of a typical American college. Lots of happy faces, an incredible astute leader ship, grand faculty led to a place easy to market. By contrast, when I finally worked at Stanford, a place I anticipated would be the nirvana of higher education marketing, I discovered an institution mired in internal battles, politics, back-stabbing and arrogance. Maybe reporting to Condoleezza and influence from the conservative Hoover folks (traditionally doing battle with the main campus). Of all the schools I have worked with in my lifetime in higher education I feel Stanford, besides its outward unbelievable beauty, palm tree lined drives, beautiful chapel, bike riding students, incredible faculty, all added up to a prevailing arrogance and snootiness. Of course, given its Harvard like image of grandeur, Stanford can ride on its established image and weather many storms before its marketing implodes. But it could happen. Were I still there I would work hard to preserve its established image. In summary:
© 2006 Topor Consulting Group International, Robert S. Topor NOTICE: As a subscriber to this electronic newsletter, you have permission
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| Robert Stanley Topor Marketing Higher Education Consultant, Author, Lecturer, Publisher (Educational Catalyst books) Retired, Stanford University Topor Consulting Group International 282 Nevada Street Marketing Higher Education e-newsletter |