The 100+ Essential Matrics
Every Marketer Needs
This timely book urges focuses on how universities need to reinvent themselves in order to stay relevant. Striking a difference between market- oriented and marketing, the authors provide various examples of institutions around the world that are making efforts to reposition themselves.
Most universities around the world are substantial
enterprises involved in stiff competition for
students, staff and resources. The leaders of
universities are not in charge of quiet, cloistered
ivory towers separated from the larger world. To
the contrary, they are major participants in the
economics and culture of their regions, and, often,
in a number of international undertakings.
Professors Davis and Farrell argue that university
leaders should recognize these realities and then
provide roadmaps for confronting marketplace
realities successfully. This is not another book that
says “universities should be run like businesses.”
The authors are experienced enough to understand that the long term purposes of universities are different from those of a typical for profit corporation.
But they recognize that universities can, and
should, adopt behaviours that will maximize their
abilities to compete successfully to attract
students, to recruit and retain competent faculty
and support staff, and to obtain financial support
from both public and private sources. Being
oriented to the “market” is simple common sense.
The outline of issues and possible responses to
those issues should be required reading anyone
with leadership responsibilities within a modern
Howard Hunter, Former President-Singapore Management University; Professor of Law and Dean Emeritus School of Law-Emory University