Over the last few decades universities in Australia and overseas have been criticized for not meeting the needs and expectations of the societies in which they operate. At the heart of this problem is their strategy. This book reviews the organizational-level strategies of some of Australia's prominent universities. It is based on their public documents that boldly report how they see their role in society and how they intend to navigate the future. These strategic statements are written to proclaim relevance, showcase achievements, attract students, and help to gain the support of the communities in which they operate. Using a strategy framework taught in their business schools, this book suggests that most such statements are deficient. Grand aspirations substitute for realistic operations and outcomes. The analysis also suggests that many of Australia's universities are poorly governed and have become too complex and bureaucratic. A greater focus on their core responsibilities would help alleviate their current funding predicament.

Over the last few decades universities in Australia and overseas have been criticized for not meeting the needs and expectations of the societies in which they operate. At the heart of this problem is their strategy. This book reviews the organizational-level strategies of some of Australia's prominent universities. It is based on their public documents that boldly report how they see their role in society and how they intend to navigate the future. These strategic statements are written to proclaim relevance, showcase achievements, attract students, and help to gain the support of the communities in which they operate. Using a strategy framework taught in their business schools, this book suggests that most such statements are deficient. Grand aspirations substitute for realistic operations and outcomes. The analysis also suggests that many of Australia's universities are poorly governed and have become too complex and bureaucratic. A greater focus on their core responsibilities would help alleviate their current funding predicament.

If your organization has customers, you need to understand marketing. And to achieve the best results from your marketing requires a subtle blend of art and science. It can also benefit from recommendations for practice rather than lists of options from which to choose. The art of marketing comes from the doing of marketing - implementing programs to attain and retain customers, and seeing what actually works. This is the province of marketing managers, direct marketers, advertisers, and consultants. The examples of good and bad practice used throughout this book illustrate this approach. The science of marketing comes from research - about markets, customers, competitors, and how effectively various types of marketing programs work. This is the province of academics and market researchers. The science of marketing provides the foundations for good marketing practice. Sometimes this science is ignored in the rush to embrace new ideas and technologies. For example, the long scientific history of the adoption and diffusion of innovations says that the Internet will take a long time to fundamentally change the way large numbers of customers buy their products and services. If more managers and investors had understood this, then many dot.coms would not have become dot.bombs. This book blends art and science to provide insight for marketing managers about how to implement marketing more effectively to both create and capture the value of the offers they make to their target customers. In the process it questions the usefulness of some of the more recent marketing fads.

Corporate reputations are a valuable strategic asset for every company. Good reputations have been shown to help firms attain and sustain superior financial performance in their industry. This book outlines how high-status companies become corporate super brands, and it presents managers with a framework to enhance their corporation's desired reputation.