The Robert Gordon University - HUMANE

The Robert Gordon University - HUMANE

Repositioning the University HUMANE, Trieste, September 2006 Adrian Graves The Context The Robert Gordon University in 2002 Stage of Development Competitive Challenges The Challenges

Core undergraduate market saturated RGUs financial stability dependent upon the UCAS market

RGUs geographic reach poor RGU losing market share direct competitors gaining Demographic Trends Overseas Students Affinity (of students and alumni) Brand The Remedy? A strategy to enable the University to be successful in its chosen markets

Heist Marketing is a comprehensive process integral to the culture of the University The Process of Review Extensive qualitative and quantitative research - internal and external 21 reports Staff, current students, parents, prospective students, teachers,

employers, graduates, wide range of stakeholders Portfolio analysis Competitor analysis Emerging markets Student decision making Internal communications Style manual The Maximise Report Capability and Management

Core Marketing Processes The Student Journey The Response Comprehensive Review of Strategic Marketing, Reputation management and Brand Portfolio Review, investment and disinvestment options Comprehensive Review of The Student Journey

Inquiries (CRM) Applications Enrolment Induction Student Support (Course Tutor System) Student Facilities

Graduation Review of Management Systems (including planning processes) Heist and the RGU brand Local orientation Scottish market ill-informed RGU occupying a position in the middle of the Scottish universities Residual image of a technology institute RGU as a commodity

Affinity weak Aberdeen a weakness University title too long Heist Brand Recommendations One brand not many Move the brand upmarket repositioning Visual identity should be much more modern and dynamic Portfolio development Promote two or three areas of strength in the portfolio

Strong reputation management The RGU Brand Today One strong brand no sub-brands

Clearly articulated brand credentials Flexible system for all audiences Clearly communicated Moving the brand up-market Energy and Art & Design/Creative industries RGUs Marketing Today

Increasingly integrated approach Systematic approach to student recruitment Enquiry management Building relationships (Schools FE institutions) Clear strategy/workable plans Measured and evaluated Impact on Recruitment

Undergraduate application up 5% pa since 2003 Improved conversion rates Overseas Student recruitment up 30% pa since 2003 Restructuring towards PG numbers (15% to 30% Shift away from Regional recruitment (80% to 55%) Improved Revenue Base Improved Rankings Professionalisation of Services Greater academic confidence and optimistic outlook FUN

FINIS UG Applicants vs Applications 5000 4000 Applications 03/04 3000 Applications 04/05

Applicants 03/04 2000 Applicants 04/05 1000 0 ABS H&SC

D&T Undergraduate Recruitment 5000 4000 Applications 03/04 3000 Applications 04/05

Intake 03/04 2000 Intake 04/05 1000 0 ABS H&SC

D&T Postgraduate Recruitment (to 10/2/05) 3500 3000 2500 2000 1500 1000 500

0 Applications 03/04 Applications 04/05 Intake 03/04 Intake 04/05 ABS H&SC

D&T The Financial Implications Academic Year Tuition Fee Income SHEFC Grant

Teaching Income Total 2003/04 12,795,335 25,778,141 38,573,476

2004/05 to date 13,836,321 26,476,054 40,312,375

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