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The World 100 Reputation Network MANAGING THE REPUTATIONS OF THE WORLD’S LEADING UNIVERSITIES
www.theworld100.com
Louise Simpson, Director Lisa Bould, Research Manager
[email protected] [email protected]
REPUTATION MANAGEMENT
Priorities, structures and resources in world-class universities
Benchmarking Report for LSE
Directors of Communications and Marketing
Research Project for W100 Membership Year 2014/15
February 2016
2014/15 Research Project | www.theworld100.com
Reputation Management. Priorities, structure and resources in world-class universities
Benchmarking Report – LSE
Directors of Communications and Marketing
1
TABLE OF CONTENTS
HOW LSE DIFFERED… .................................................................................................................................... 2
RESPONSIBILITIES .......................................................................................................................................... 4
STRUCTURES AND STRATEGIES ................................................................................................................ 16
BUDGETS AND FINANCE .............................................................................................................................. 21
STAKEHOLDERS ............................................................................................................................................ 25
RANKINGS AND BENCHMARKING .............................................................................................................. 27
REPUTATION .................................................................................................................................................. 31
ABOUT THE WORLD 100 REPUTATION NETWORK .................................................................................. 33
IN THIS REPORT
The following pages detail how the responses from the lead communicator at the LSE, the Director of
Communications and Public Affairs, varied from the overall sample of world-class universities.
Benchmarking is provided for closed questions of the survey only.
The overall sample was made up of 47 respondents from 16 countries.
2014/15 Research Project | www.theworld100.com
Reputation Management. Priorities, structure and resources in world-class universities
Benchmarking Report – LSE
Directors of Communications and Marketing
2
HOW LSE DIFFERED…
Background: The Director of Communications and Public Affairs at LSE was amongst one third of
the universities with a background that differed from the PR, administrative or academic categories
that were proposed.
The Director of Communications and Public Affairs at LSE has very little input into undergraduate
recruitment as per 30% of the directors. The majority 40% of the universities have a little more
responsibility, contributing but the lead being elsewhere.
The Director of Communications and Public Affairs at LSE has very little input into postgraduate
recruitment. This is also true for over a third (36%) of the universities. A slightly bigger group
contribute but the lead is elsewhere (38%).
The Director of Communications and Public Affairs at LSE has very little input into international
recruitment. This is also true for around a third (30%) of the universities. More universities told us
that the Director contributes to this activity, although the lead is elsewhere.
The Director of Communications and Public Affairs at LSE has very little input into international
relations and partnerships. This is in line with only a third of the universities. Two thirds contribute
but the lead is elsewhere.
The Director contributes to public engagement but the lead is elsewhere, as per a third of
universities. The greater proportion, 61% of the directors, have overall responsibility.
The Director of Communications and Public Affairs at LSE has very little input into communications
with graduate employers. This is also true for over a third of the universities, but a slightly larger
proportion told us that they contribute to this activity with the lead elsewhere.
The Director of Communications and Public Affairs at LSE has very little input into community
relations. This is in line with only 13% of the universities. Over half have overall responsibility.
Team size. The Communications and Public Affairs team at LSE is in line with the overall average
for the global universities at 38. The average is 39 and the largest team is 130.
Cross-university PR/marketing staff. There are fewer people at LSE working in communications,
marketing and PR roles outside of the central team with only 50. The average is 68 for global
universities, and the largest is 300. This may of course be due to the academic focus and size of the
LSE.
Strategy. LSE has an overarching communications strategy which is evident in less than half of the
universities.
Reputational priorities. 13 of the 15 areas were identified as priorities for LSE, including the
majority of those identified as priorities by large proportions of other global universities. Raising the
profile of the leader and Attracting more students are the only areas not seen to be priorities by the
Director at LSE.
2014/15 Research Project | www.theworld100.com
Reputation Management. Priorities, structure and resources in world-class universities
Benchmarking Report – LSE
Directors of Communications and Marketing
3
Prioritization of communications. LSE prioritizes communications and resources them well.
Turnover. Being a fairly small single faculty university, LSE’s income was less than half the size of
the average at roughly €400 million. The average for the universities was €950 million but the
highest was nearly €6 billion.
Salary. The salary for the director was lower than average for the global universities.
Budget. Total budget for communications and marketing is below the average, again probably due
to the size of LSE. The operational spend is slightly less, as is staff spend. The ratio between
operational and staff spend showing a higher staff spend (73%) than the average 66% spend on
salaries. We assume this is accounted for by the London weightings.
Stakeholders. LSE’s most important stakeholders on an international basis were similar to other
world-class universities (alumni, students and business leaders) although it didn’t chose the most
favoured stakeholder group of ‘academics in other universities’ – chosen by 79% of the directors - or
the fourth preferred, ‘journalists’ – chosen by nearly half of directors. It was amongst only 9% that
chose to put politicians in its top five audiences. This is not surprising given its subject focus, nor its
proximity to the Houses of Parliament.
Evaluation and benchmarking. LSE undertakes the top five ways of evaluating communications -
media, web and social media evaluation, web visits, and search engine performance. It doesn’t,
however, use some of the main evaluation tools that more than 40% of other directors are using –
i.e. conversion rates, audience attitudes to the university, or independent audits.
Reputational measures. Four of the top five choices for LSE were in the top five for other global
universities: ranking, research, culture, and academic programmes. The only one that others put in
the top five that they didn’t was ‘number of Nobel Prizes’, selected by 41% of directors. LSE was
also amongst only 17% that selected Graduate Employability as a reputational indicator.
Barriers and challenges: LSE identified some of the listed challenges to reputation, agreeing with
four of the top five (budget, lack of understanding, insufficient communications people, a poor
website). However, it doesn’t have the challenge of ‘Academics who don’t want to engage with the
media or public’, which is a bonus. Other problems are lack of a unified vision, and an old-fashioned
visual identity.
Key: Charts pick out LSE’s responses in purple.
2014/15 Research Project | www.theworld100.com
Reputation Management. Priorities, structure and resources in world-class universities
Benchmarking Report – LSE
Directors of Communications and Marketing
4
RESPONSIBILITIES
BACKGROUND OF THE LEAD COMMUNICATOR
Q: Are you: (tick all that apply)
The Director of Communications and Public Affairs at LSE was amongst one third of the universities with a
background that differed from the PR, administrative or academic categories that were proposed.
2014/15 Research Project | www.theworld100.com
Reputation Management. Priorities, structure and resources in world-class universities
Benchmarking Report – LSE
Directors of Communications and Marketing
5
COMMUNICATIONS AND MARKETING REMIT
Q: As the lead manager for the University’s communications, which of these activities do
you have responsibility for?
The Director of Communications and Public Affairs at LSE has overall responsibility for social media
management. This is in line with almost all of the universities.
The Director of Communications and Public Affairs at LSE has very little input into undergraduate
recruitment as per 30% of the directors. The majority 40% of the universities have a little more
responsibility, contributing but the lead being elsewhere.
2014/15 Research Project | www.theworld100.com
Reputation Management. Priorities, structure and resources in world-class universities
Benchmarking Report – LSE
Directors of Communications and Marketing
6
The Director of Communications and Public Affairs at LSE has very little input into postgraduate
recruitment. This is also true for over a third (36%) of the universities. A slightly bigger group contribute but
the lead is elsewhere (38%).
The Director of Communications and Public Affairs at LSE has very little input into international
recruitment. This is also true for around a third (30%) of the universities. More universities told us that the
Director contributes to this activity, although the lead is elsewhere.
2014/15 Research Project | www.theworld100.com
Reputation Management. Priorities, structure and resources in world-class universities
Benchmarking Report – LSE
Directors of Communications and Marketing
7
The Director of Communications and Public Affairs at LSE has very little input into admissions. This is also
true for over half (57%) of the universities.
The Director of Communications and Public Affairs at LSE contributes to corporate strategy but the lead
responsibility is elsewhere. This is in line with two thirds of the universities.
2014/15 Research Project | www.theworld100.com
Reputation Management. Priorities, structure and resources in world-class universities
Benchmarking Report – LSE
Directors of Communications and Marketing
8
The Director of Communications and Public Affairs at LSE contributes to international strategy but the
lead responsibility is elsewhere. This is in line with more than three quarters of the universities.
The Director of Communications and Public Affairs at LSE has very little input into international relations
and partnerships. This is in line with only a third of the universities. Two thirds contribute but the lead is
elsewhere.
2014/15 Research Project | www.theworld100.com
Reputation Management. Priorities, structure and resources in world-class universities
Benchmarking Report – LSE
Directors of Communications and Marketing
9
The Director of Communications and Public Affairs at LSE has overall responsibility for brand identity. This
is evident in almost all of the universities.
The Director of Communications and Public Affairs at LSE contributes to engaging with students’ parents
and families, as do nearly half of the directors.
2014/15 Research Project | www.theworld100.com
Reputation Management. Priorities, structure and resources in world-class universities
Benchmarking Report – LSE
Directors of Communications and Marketing
10
The Director contributes to public engagement but the lead is elsewhere, as per a third of universities. The
greater proportion, 61% of the directors, have overall responsibility.
The Director of Communications and Public Affairs at LSE has very little input into communications with
graduate employers. This is also true for over a third of the universities, but a slightly larger proportion told
us that they contribute to this activity with the lead elsewhere.
2014/15 Research Project | www.theworld100.com
Reputation Management. Priorities, structure and resources in world-class universities
Benchmarking Report – LSE
Directors of Communications and Marketing
11
The Director of Communications and Public Affairs at LSE contributes to alumni relations but the lead
responsibility is elsewhere. This is in line with over half of the universities.
The Director of Communications and Public Affairs at LSE has very little input into community relations.
This is in line with only 13% of the universities. Over half have overall responsibility.
2014/15 Research Project | www.theworld100.com
Reputation Management. Priorities, structure and resources in world-class universities
Benchmarking Report – LSE
Directors of Communications and Marketing
12
The Director of Communications and Public Affairs at LSE has overall responsibility for public affairs and
government relations. This is in line with around half of the universities.
The Director of Communications and Public Affairs at LSE has overall responsibility for international media
relations. This is in line with almost two thirds of the universities.
2014/15 Research Project | www.theworld100.com
Reputation Management. Priorities, structure and resources in world-class universities
Benchmarking Report – LSE
Directors of Communications and Marketing
13
The Director of Communications and Public Affairs at LSE has overall responsibility for domestic media
relations. This is also true in over 80% of the universities.
The Director of Communications and Public Affairs at LSE has overall responsibility for the marketing
function, which was the case for nearly three quarters of universities.
2014/15 Research Project | www.theworld100.com
Reputation Management. Priorities, structure and resources in world-class universities
Benchmarking Report – LSE
Directors of Communications and Marketing
14
The Director of Communications and Public Affairs at LSE has overall responsibility for website content.
This is in line with 83% of the universities.
The Director of Communications and Public Affairs at LSE has overall responsibility for events as per half of
directors.
2014/15 Research Project | www.theworld100.com
Reputation Management. Priorities, structure and resources in world-class universities
Benchmarking Report – LSE
Directors of Communications and Marketing
15
The Director of Communications and Public Affairs at LSE has overall responsibility for internal
communications. This is in line with just over three quarters of the universities.
The Director of Communications and Public Affairs at LSE contributes to fundraising but the lead
responsibility is elsewhere. This is in line with almost half of the universities.
2014/15 Research Project | www.theworld100.com
Reputation Management. Priorities, structure and resources in world-class universities
Benchmarking Report – LSE
Directors of Communications and Marketing
16
STRUCTURES AND STRATEGIES
TEAM SIZE
Q: How large is your main central communications department? Please include all staff with
a communications, PR or marketing related role.
The Communications and Public Affairs team at LSE is in line with the overall average for the global
universities at 38. The average is 39 and the largest team is 130.
Q: How many other staff do you estimate have a communications, PR or marketing role?
Please include all staff working in academic departments or other administrative areas.
There are fewer people at LSE working in communications, marketing and PR roles outside of the central
team with only 50. The average is 68 for global universities, and the largest is 300. This may of course be
due to the academic focus and size of the LSE.
2014/15 Research Project | www.theworld100.com
Reputation Management. Priorities, structure and resources in world-class universities
Benchmarking Report – LSE
Directors of Communications and Marketing
17
SENIORITY OF COMMUNICATIONS
Q: Where is Communications / PR / External relations located within your university’s
management structure?
Universities were split as to whether Directors of Communications are part of, or report to, the senior
management team. The Director at LSE was amongst 51% of universities that reports to SMT.
2014/15 Research Project | www.theworld100.com
Reputation Management. Priorities, structure and resources in world-class universities
Benchmarking Report – LSE
Directors of Communications and Marketing
18
STRATEGIC PLANNING FOR COMMUNICATIONS
Q: Does your university have a strategic plan for communications?
LSE does have an overarching communications strategy which is evident in less than half of the
universities.
Q: Is there a clear relationship between the strategy for the University as a whole and the
communications strategy?
LSE’s wider institutional and communications strategies have a clear link. This is in line with 70% of the
universities.
2014/15 Research Project | www.theworld100.com
Reputation Management. Priorities, structure and resources in world-class universities
Benchmarking Report – LSE
Directors of Communications and Marketing
19
COMMUNICATIONS PRIORITIES
Q: What are currently your top communications priorities regarding communications at
your university? Please tick all the options that apply to you.
13 of the 15 areas were identified as priorities for LSE, including the majority of those identified as priorities
by large proportions of other global universities. Raising the profile of the leader and Attracting more
students are the only areas not seen to be priorities by the Director at LSE.
2014/15 Research Project | www.theworld100.com
Reputation Management. Priorities, structure and resources in world-class universities
Benchmarking Report – LSE
Directors of Communications and Marketing
20
RELATIONSHIP BETWEEN COMMUNICATIONS AND MARKETING
Q: Which best describes the relationship between communications and marketing in your
university?
Marketing is part of communications at LSE, which is the same for the majority 30% of universities.
2014/15 Research Project | www.theworld100.com
Reputation Management. Priorities, structure and resources in world-class universities
Benchmarking Report – LSE
Directors of Communications and Marketing
21
BUDGETS AND FINANCE
IMPORTANCE AND RESOURCING OF COMMUNICATIONS
Q: Which best describes how important and well-resourced communications is in your
university?
The Director felt that communications is considered to be a very important function of the University and is
currently well resourced. This is in line with 50% of universities.
FINANCES
All reported figures have been converted to euros for comparability and to retain anonymity of respondents.
Q: What is the total annual income of your University from all sources?
Being a fairly small single faculty university, LSE’s income was less than half the size of the average at
roughly €400 million. The average for the universities was €950 million but the highest was nearly €6 billion.
2014/15 Research Project | www.theworld100.com
Reputation Management. Priorities, structure and resources in world-class universities
Benchmarking Report – LSE
Directors of Communications and Marketing
22
Q: What is the salary of the lead/senior communications professional?
The salary for the director was lower than average for the global universities.
Q: What is the annual budget for university communications/marketing?
A) Total Budget
Total budget for communications and marketing is well below the average, again probably due to the
size of LSE.
2014/15 Research Project | www.theworld100.com
Reputation Management. Priorities, structure and resources in world-class universities
Benchmarking Report – LSE
Directors of Communications and Marketing
23
B) Operational Budget
The operational budget is slightly less than the average.
C) Staff Salary Budget
And the staff spend is less.
2014/15 Research Project | www.theworld100.com
Reputation Management. Priorities, structure and resources in world-class universities
Benchmarking Report – LSE
Directors of Communications and Marketing
24
D) Operational vs Salary Proportional Split
2014/15 Research Project | www.theworld100.com
Reputation Management. Priorities, structure and resources in world-class universities
Benchmarking Report – LSE
Directors of Communications and Marketing
25
STAKEHOLDERS
Q: In terms of developing your university’s overall reputation, which of these stakeholder
groups do you think have the most influential opinions? Tick the five most important
influences on public opinion in your home country and the five most important on an
international basis.
LSE’s most important stakeholders on an international basis were similar to other world-class universities
(alumni, students and business leaders) although it didn’t chose the most favoured stakeholder group of
‘academics in other universities’ – chosen by 79% of the directors - or the fourth preferred, ‘journalists’ –
chosen by nearly half of directors. It was amongst only 9% that chose to put politicians in its top five
audiences. This is not surprising given its subject focus, nor its proximity to the Houses of Parliament.
2014/15 Research Project | www.theworld100.com
Reputation Management. Priorities, structure and resources in world-class universities
Benchmarking Report – LSE
Directors of Communications and Marketing
26
However, LSE chose all the same domestic key groups as the average for directors.
2014/15 Research Project | www.theworld100.com
Reputation Management. Priorities, structure and resources in world-class universities
Benchmarking Report – LSE
Directors of Communications and Marketing
27
RANKINGS AND BENCHMARKING
GLOBAL RANKINGS
Q: There is a number of university rankings available to prospective students worldwide.
Leaving aside the debate about their methodologies, does your university promote its
position in university ranking tables or a rise in its ranking as a means of gaining a
reputation advantage?
LSE promotes its rankings like the majority of universities.
2014/15 Research Project | www.theworld100.com
Reputation Management. Priorities, structure and resources in world-class universities
Benchmarking Report – LSE
Directors of Communications and Marketing
28
MEDIA BENCHMARKING
Q: Do you compare the amount and quality of media coverage achieved for your University
with that of rival peer institutions?
LSE states that it doesn’t do media benchmarking.
2014/15 Research Project | www.theworld100.com
Reputation Management. Priorities, structure and resources in world-class universities
Benchmarking Report – LSE
Directors of Communications and Marketing
29
EVALUATING OR BENCHMARKING COMMUNICATIONS
Q: Do you currently evaluate or benchmark your communications using the following
methods? Please tick all that apply
LSE undertakes the top five ways of evaluating communications - media, web and social media evaluation,
web visits, and search engine performance. It doesn’t, however, use some of the main evaluation tools that
more than 40% of other directors are using – i.e. conversion rates, audience attitudes to the university, or
independent audits.
2014/15 Research Project | www.theworld100.com
Reputation Management. Priorities, structure and resources in world-class universities
Benchmarking Report – LSE
Directors of Communications and Marketing
30
SECONDARY WEBSITES
Q: Which secondary websites do you think are of the most importance for your university?
Please tick all that apply.
The top five were important to LSE.
2014/15 Research Project | www.theworld100.com
Reputation Management. Priorities, structure and resources in world-class universities
Benchmarking Report – LSE
Directors of Communications and Marketing
31
REPUTATION
CHARACTERISTICS FOR REPUTATION
Q: A good reputation is often regarded as the most important asset of a university. Which of
the characteristics do you think are the most important for a university's reputation? Please
select five characteristics from the list.
Reputational measures. Four of the top five choices for LSE were in the top five for other global
universities: ranking, research, culture, and academic programmes. The only one that others put in the top
five that they didn’t was ‘number of Nobel Prizes’, selected by 41% of directors. LSE was also amongst only
17% that selected Graduate Employability as a reputational indicator.
2014/15 Research Project | www.theworld100.com
Reputation Management. Priorities, structure and resources in world-class universities
Benchmarking Report – LSE
Directors of Communications and Marketing
32
REPUTATIONAL BARRIERS
Q: What are the biggest challenges you face in terms of enhancing your university's
reputation? Please tick all that apply
LSE identified some of the listed challenges, agreeing with four of the top five (budget, lack of
understanding, insufficient communications people, a poor website). However, it doesn’t have the challenge
of ‘Academics who don’t want to engage with the media or public’, which is a bonus. Other problems are
lack of a unified vision, and an old-fashioned visual identity.
2014/15 Research Project | www.theworld100.com
Reputation Management. Priorities, structure and resources in world-class universities
Benchmarking Report – LSE
Directors of Communications and Marketing
33
ABOUT THE WORLD 100 REPUTATION NETWORK
THE NETWORK
The World 100 Reputation Network is a group of the world’s most prestigious universities undertaking
research that enhances reputation management, international relations and strategy.
The Network connects senior directors responsible for reputation in world-class institutions. It is the only
professional network for directors of communications, marketing and international. Although global in
outlook the Network offers members the opportunity to become part of ‘local’ community existing to share
good practice, transfer knowledge and overcome common challenges.
Membership is exclusive to universities ranked in the top 200 of the THE, QS SJT and US News rankings in
the last three years. Now comprising 47 members from all continents, we believe that our international
diversity is one of the reasons members find the Network so valuable.
ANNUAL RESEARCH
Each year the Network undertakes at least one major topical piece of research. To date we have covered
the following topics:
Website best practice for world-class universities
Structures, strategies and resources for reputational advancement
Rise and Fall: Managing reputation associated with significant world ranking change
Internal communications and staff engagement in world-class universities
How international PhD students choose top universities and interpret reputation and rankings
Choice factors in international Academic job change
Members of the Network can access reports for the above projects (limited to summaries for Discover
members) online at www.theworld100.com or email [email protected].
UPCOMING RESEARCH…
The annual research project for 2015/16 is The R-Word: Strategies and tactics for communicating research
excellence.
If you have topics of interest that you would like the Network to explore in the future, please contact Lisa
Bould, Research Manager at [email protected].
FIND OUT MORE
Full details of the Network, membership rates and benefits, research projects, events and more can be
found at www.theworld100.com or contact the Network Director, Louise Simpson directly at
Other research by the World 100 Reputation Network
Website best practice for world-class universities
Structures, strategies and resources for reputational advancement
Rise and Fall: Managing reputation associated with significant world ranking change
Internal communications and staff engagement in world-class universities
How international PhD students choose top universities and interpret reputation and rankings
Choice factors in international Academic job change
The World 100 Reputation Network
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