Brand Architecture: Who’s Really In Charge?

Last week a reader responded by email to a recent post on brand architecture, taking issue with one of my assertions.  Her point of contention concerned who should determine how various units are positioned – as elements of the core brand, as sub-brands, or as independent brands.  I wrote:

“When you don’t have a strong brand architecture in place, we’ve seen such decisions being made – by default – by the communications manager or publications director or even a designer! Little wonder these brands fall apart at the seams.”

The reader felt this was unfair and inaccurate, and responded:

“I think I understand that you are appealing to institutions without a strong brand when you say this. But my experience shows me – that in many colleges and universities – the communications manager, publications director or designer is EXPECTED to be the expert on brand development and management.  The senior leadership delegates to these professional[s]. And it becomes important for these folks to BECOME experts in branding. I, for instance, have been encouraged to understand market data and analysis.   These people (like me) are your audience. Don’t diss them.  Maybe you can hook senior management this way at some institutions – but not at all.  A little more respect-”

I was actually referring to institutions that have already developed a strong brand platform and seek to determine how they should position various high-profile divisions, campuses, colleges, schools, and centers.  But it’s a excellent discussion point, well made, and my thanks to this colleague for bringing it up.

Yet I stand by my assertion that decisions on brand architecture need to be made by senior leadership.  I have two compelling reasons:

1. Positioning decisions go far beyond marketing.  They impact the fundamental mission of both the core brand and the related units, with implications for academic operations, program selection, delivery methods, resource allocations, fundraising, target audiences, staffing, and a host of other management factors.  Marketing issues need to be part of the positioning decision – the marketing staff should give senior leaders well-researched recommendations regarding how units should be positioned – but marketing is only one aspect of these far-reaching decisions, and it’s a mistake to allow marketing be the sole determinant.
2. It can be career-limiting for marketing staff to make unilateral decisions on brand architecture.  Deans and other unit leaders are typically fervent on how their units are positioned, and rightly so, since such decisions impact the health and well-being of their units.  When marketing staff make the call on their own, they often find themselves going toe-to-toe with a dean and/or vice president.  For example, when the marketing team “grants” sub-brand status to a campus, college, or school, it’s akin to opening Pandora’s Box with other deans wanting the same treatment.  It’s politically dangerous for the marketing staff to deny powerful campus leaders.  While senior administrators have both the pay grade and the broad management experience needed to make – and defend – such decisions, marketing staff usually don’t. 

We have incredible respect and admiration for higher ed marketers and brand managers and what they do – after all, that’s what we do, too.  And we agree that marketing experts need to have significant input in the process – in fact, we recommend that the brand manager take the lead role in proposing a comprehensive brand architecture matrix for the entire institution, and then present the rationale to the senior leadership team for discussion, debate, and approval.

But institutional leaders have to own the decisions regarding which units will be part of the core brand, which will be accorded sub-brand status, and which will operate as independent brands.  In order to ensure sustainability and acceptance of the brand architecture, they have to assume sole authority and responsibility for these decisions.  Then they can delegate brand development and management to the marketing experts. 

This is a great debating point, and I hope this reader and other colleagues will join the Online KnowledgeBuilder on brand architecture this Thursday (July 16) at 11:00 MDT for in-depth discussion of this issue and others related to brand architecture.   Look forward to more great discussion!