Task Force Summary
Institutional Research and Accreditation Council
2002-03
Name
of Task Force:
UNT’s Institutional Identity/Image
Task
Force Members:
Deborah Leliaert, chair; Bob Bland; Jim Coffey; Duncan Engler; Mary Finley;
Nancy McCray; Susana Reyes; David Shrader; Richard Tas; Robert Wallace; Richard
Wells and Jeanne Cox, secretary
Charge:
How can UNT best present its image internally and externally so that others hold
a more positive and realistic view of the institution?
Definition:
·
A brand
is: “The totality of the thoughts, feelings, associations, and expectations a
prospect or customer experiences when exposed to a company’s name, trademark,
products or to any design or symbol representing them.” Branding
for a Brave New World
·
Brands
exist in the emotions and minds of target audiences.
·
People
buy brands, not things.
·
A brand
is a promise.
·
A
successful brand appeals to the self-esteem (self-image) and self-actualization
(self-fulfillment) of the consumer. Increasingly, Americans employ branded
products to define and communicate to others who they are.
·
A
successful brand will tie us together with a common identity and purpose.
·
There are
two segments to UNT’s brand – institutional identity (who we are) and
graphic image (our appearance in the marketplace).
Topics/Critical
Issues Examined by Task Force:
·
UNT’s
research demonstrates that our institution’s identity in the DFW region is
fuzzy.
·
UNT’s
research demonstrates that our institution’s attributes are attractive to
residents of the DFW region, but people are unaware the university possesses
these attributes or don’t altogether believe it.
·
UNT
hasn’t distinguished itself from other Texas universities. As the largest
university – more students, more degree programs, more national
rankings/accreditations, more alumni, etc. – UNT should dominate the region.
·
UNT’s
research demonstrates that most alumni are very satisfied with the quality of
education they received at UNT and have favorable perceptions of UNT. Yet few
believe their UNT degree is valued by the DFW community and employers.
·
UNT
community – students, faculty and staff – don’t have a high degree of
institutional pride.
·
In Texas,
competition for students and resources is growing. Increasingly, universities
outside the region are advertising and recruiting in the DFW area. Our
competitors are branding/have branded their institutions and are advertising
their messages.
·
UNT
isn’t in control of its brand. UNT’s brand is inconsistent, as it’s been
changed many times over the years. The most successful higher education
institutions have a consistent and pervasive brand, a plan for communicating it
to their publics, and the appropriate level of funding to execute it.
·
The Texas
legislature and the Texas Higher Education Coordinating board will reward
universities for their research endeavors/extramural funding – a UNT area
still in its infancy. Meanwhile, UNT is best known for the arts, education and
business programs – academic areas unlikely to be rewarded by the state. The
THECB is likely to categorize UNT in the second tier as “comprehensive.” UNT
would be funded accordingly.
Outcomes
that are Important for Future Planning at UNT:
·
What the
public already knows and believes about UNT isn’t what we’re saying we are
or are becoming.
·
The UNT
community understands its basic mission, but lacks clarity about our identity
and vision. Who are we and who are we becoming? Are we all headed the same
direction, do we even know what that direction is? What are our areas of
strength and excellence? Will those be our future areas of strength and
excellence?
·
UNT must
brand if it wants to create reputational wealth; wants to improve its
competitive position; wants to promote qualitative, rather than numeric growth;
wants to differentiate itself from its competition; wants stakeholder loyalty;
wants to encourage legacy and giving, etc.
·
UNT needs
to differentiate its curriculum to determine which of the university’s
academic programs are anchors of excellence, rising stars, cash cows, etc.
·
UNT must
decide if its brand will honor the traditional and most visible areas of
academic excellence (credible), while providing for future areas of academic
excellence. We can’t brand something we’re not. And, we can’t be all
things to all people.
·
UNT must
identify its target markets for branding and integrated marketing purposes
Recommendations
of the Task Force:
·
UNT (and
eventually the UNT System) must develop a long-term brand (both institutional
identity and graphic image)
·
The brand
must be accompanied by a style manual and a plan for its implementation
·
A brand
and implementation plan for UNT must take into account the development of the
UNT System and its member institutions
·
UNT’s
internal and external constituencies must be informed of/involved in our
branding efforts
·
The brand
must be pervasive (from speeches to print/electronic publications) and enforced
(uniformity and consistency)
·
After a
brand is in place, launch an advertising campaign to promote brand awareness,
brand preference and importantly our clear and compelling “sales” messages.
·
The brand
must be continually built and maintained. A brand is a “promise,” and UNT
must deliver on our promise – we need to live it.
·
UNT
shouldn’t develop a brand until its direction and vision are better defined.
Encourage clarity of our priorities – who we are and who we are becoming.
·
UNT
shouldn’t develop a brand until we know the outcomes of certain political
issues are settled, i.e. tier system and the Texas legislature’s excellence
funding. Don’t brand with the idea of influencing those outcomes.
Recommendations
to the UPC:
·
Promote
the development of a long-term brand, a plan for its implementation, and its
implementation.
·
Encourage
frequent updates and reports on its progress
·
Measure
successes against the plan, which should contain measurable objectives and a
timeline