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dc.contributor.authorSpry, Louise
dc.contributor.authorFoster, Carley
dc.contributor.authorPich, Christopher
dc.contributor.authorPeart, Sheine
dc.date.accessioned2018-07-27T15:11:14Z
dc.date.available2018-07-27T15:11:14Z
dc.date.issued2018-07-25
dc.identifier.citationSpry, L. et al (2018) 'Managing higher education brands with an emerging brand architecture: the role of shared values and competing brand identities', Journal of Strategic Marketing, DOI: 10.1080/0965254X.2018.1501412en
dc.identifier.issn0965254X
dc.identifier.doi10.1080/0965254X.2018.1501412
dc.identifier.urihttp://hdl.handle.net/10545/622845
dc.description.abstractCorporate branding is a strategic issue for universities as the global higher education (HE) marketplace is becoming increasingly competitive and there is pressure to differentiate. Yet it is unclear how universities develop and manage brand strategies, and whether they draw upon any meaningful connections to the multiple stakeholders and sub-cultures engaged with a university’s brand. Using qualitative data gathered from an education faculty within an established UK university, this study found the faculty and university had competing brand identities and images. A strong faculty brand emerged co-created through the shared teacher related values of staff and external partners. This study contributes to the brand strategy literature by applying branding concepts to the under-researched HE context and proposing a new, more nuanced brand architecture model not yet reported in the branding literature which more accurately reflects the management of sub and corporate HE brands.
dc.description.sponsorshipN/Aen
dc.language.isoenen
dc.publisherTaylor and Francisen
dc.relation.urlhttps://www.tandfonline.com/doi/full/10.1080/0965254X.2018.1501412en
dc.relation.urlhttp://irep.ntu.ac.uk/id/eprint/34106en
dc.rightsArchived with thanks to Journal of Strategic Marketingen
dc.subjectBrandingen
dc.subjectCo-creationen
dc.subjectHigher educationen
dc.titleManaging higher education brands with an emerging brand architecture: the role of shared values and competing brand identities.en
dc.typeArticleen
dc.identifier.eissn14664488
dc.contributor.departmentNottingham Trent Universityen
dc.contributor.departmentUniversity of Derbyen
dc.identifier.journalJournal of Strategic Marketingen
dc.contributor.institutionNottingham Business School, Nottingham Trent University, Nottingham, UK
dc.contributor.institutionCollege of Business, Law & Social Sciences, University of Derby, Derby, UK
dc.contributor.institutionNottingham Business School, Nottingham Trent University, Nottingham, UK
dc.contributor.institutionNottingham Institute of Education, Nottingham Trent University, Nottingham, UK
dc.date.accepted2018-07-10
html.description.abstractCorporate branding is a strategic issue for universities as the global higher education (HE) marketplace is becoming increasingly competitive and there is pressure to differentiate. Yet it is unclear how universities develop and manage brand strategies, and whether they draw upon any meaningful connections to the multiple stakeholders and sub-cultures engaged with a university’s brand. Using qualitative data gathered from an education faculty within an established UK university, this study found the faculty and university had competing brand identities and images. A strong faculty brand emerged co-created through the shared teacher related values of staff and external partners. This study contributes to the brand strategy literature by applying branding concepts to the under-researched HE context and proposing a new, more nuanced brand architecture model not yet reported in the branding literature which more accurately reflects the management of sub and corporate HE brands.


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