CAN BRAND VALUE ENCOURAGE COLLABORATION?

(1)

International Business

International Business SchoolSchool Shanghai

Shanghai ConferenceConference 20082008

CAN BRAND VALUE

ENCOURAGE

COLLABORATION?

Pierre TAPIE Pierre TAPIE

Dean & President, ESSEC Business School Paris Singapore November 4, 2008

Brand Value

and

Collaboration:

Possible opposite Arguments

Brand Value

Brand Value isistootoo unique to unique to shareshareitit Better

Better youyouare, more are, more youyouwouldwould transfertransferto to partners

partners throughthrough youryour ownownBrandBrand Rankings

Rankings are are discouragingdiscouraging brand collaborationbrand collaboration

☺

☺ AnyAnyBusiness Business SchoolSchoolhashas itsits naturalnatural spheresspheresofof influence. As

influence. As nobodynobody isis global, global, eliteelite local local partners

partners cancan increaseincrease awarenessawareness

☺

☺ Collaborative efforts Collaborative efforts couldcould gain gain thethe bestbest fromfrom complementary

(2)

Brand Value

and

Collaboration:

ESSEC

’

s

Experience

International collaboration:

International collaboration: educationeducation ESSEC &

ESSEC & CornellCornell IMHIIMHI ESSEC & Mannheim

ESSEC & Mannheim AcademicAcademic AirbusAirbus ESSEC & Ahmedabad

ESSEC & Ahmedabad StrategicStrategicAllianceAlliance The

The bibi--continentalcontinental experienceexperience::

–

– DidDidthetheSingaporianSingaporian experienceexperienceincreaseincreaseourour

attractiveness

attractiveness for collaboration?for collaboration?

Contradictions

Contradictions andand convergences convergences betweenbetween academic

academic collaboration collaboration andand brand valuebrand value

Brand Value

and

Collaboration:

ESSEC

’

s

Experience

–

attractiveness

Contradictions

(3)

International collaboration:

education

Students

Students Exchange Exchange programsprograms: 118 international : 118 international partners

partners, 70 in , 70 in thetheMBA MBA programprogram.. quadrilingual

quadrilingual BiBABiBA, , trilingualtrilingualMBA do helpMBA do help 8 Double

8 Double DegreeDegreeagreementsagreements (MBA) (MBA) withwith local local elite

elite universitiesuniversities –– an an eliteeliteportfolioportfolio Co

Co--degreesdegrees withwith CornellCornell & Mannheim& Mannheim Remarquable

Remarquable studentstudent’’ss value:value:

–

– Best Best ofoftwotwosystemsystem –

– International International exposureexposure –

– StudentsStudentsgetgetmulti brand valuemulti brand value

Seoul National University (MA/MBA) Seoul National University (MA/MBA) Guanghua

GuanghuaSchool of Management School of Management --Beijing Beijing University (MBA)

University (MBA) Mannheim University (

Mannheim University (DiplomDiplomKaufmann)Kaufmann) Nanyang

NanyangBusiness School, NTU (MBA)Business School, NTU (MBA) EGADE

EGADE ––Tec de Monterrey (MBA)Tec de Monterrey (MBA)

Indian Institute of Management Ahmadabad Indian Institute of Management Ahmadabad (PGP)

(PGP)

KEIO Business School (MBA) KEIO Business School (MBA)

Double

(4)

Brand Value

and

Collaboration:

ESSEC

’

s

Experience

International collaboration: educationeducation ESSEC &

ESSEC & CornellCornellIMHIIMHI ESSEC & Mannheim

–

attractiveness

Contradictions

academic interestinterest andand brand valuebrand value

ESSEC &

ESSEC & Cornell

Cornell

IMHI

International

International HospitalityHospitalityManagement Management InstituteInstitute founded

founded in 2002in 2002 20

20 yearsyears ofof partnershippartnership for for increasingincreasing successsuccess 2004

2004 –– 2005: 2005: oneone Dean Dean fearedfeared Brand transfert/or Brand transfert/or encouraging

encouraging a a competitorcompetitor => => cooperationcooperationwaswas halted

halted, , afterafter 1000 1000 graduatesgraduates 2008 =>

2008 => samesame institution came institution came backbackto to relaunchrelaunch «

« thethe global alliance for global alliance for hospitaliyhospitaliy managementmanagement»» => perception

=> perception ofof unequalunequalbrand value brand value jeopardized

(5)

Brand Value

and

Collaboration:

ESSEC

’

s

Experience

ESSEC & CornellCornell IMHIIMHI ESSEC & Mannheim

ESSEC & Mannheim AcademicAcademic AirbusAirbus ESSEC & Ahmedabad

–

attractiveness

Contradictions

www.essec-mannheim.com

European

(6)

Academic

Academic Airbus : Intention Airbus : Intention

ESSEC & Mannheim : A long

ESSEC & Mannheim : A long historyhistoryof of collaboration

collaboration

E&M : Scope

E&M : Scope andand ResultsResults Critical

Critical points to points to handlehandle

Intercultural

Intercultural Issues Issues andandRichnessRichness??

Academic

Airbuses

(7)

Academic

Academic Airbus : IntentionAirbus : Intention

ESSEC & Mannheim : A long

ESSEC & Mannheim : A long historyhistory of of collaboration

collaboration

E&M : Scope

E&M : Scope andand ResultsResults Critical

Critical points to points to handdlehanddle Intercultural

Intercultural Issues Issues andand RichnessRichness How

How reproduciblereproduciblesuchsuch an an experienceexperience ??

Academic

Airbuses

January

January2003, 40th 2003, 40th anniversaryanniversaryof the of the

Elysee

ElyseeTraiteeTraitee, Chancellor Schr, Chancellor Schrööder der andand President

PresidentChirac Chirac announceannouncethe concept of the concept of «

«AcademicAcademicAirbusAirbus»».. Intent

Intent : : exploringexploringin in academicacademicareas areas whatwhat

has ben the

has ben the veryverystrengthstrengthof Airbus in of Airbus in

Aeronautics

Aeronautics : a few countries : a few countries decidedecideto to share

share whatwhattheytheyhave as best, in have as best, in orderorderto to construct

construct a new a new realityrealitywhichwhichhas the best has the best

of

of everyoneeveryone!!

Academic

Airbus :

Intention

(8)

An

An opportunityopportunityfor global alternative (for global alternative (whowho would

would have have imaginedimagined, 20 , 20 yearsyearsagoago, Airbus , Airbus

would

would bypassbypassBoeing ?Boeing ?

Nice, but

Nice, but………… Each

Eachhigherhighereducationeducationsystem system isisstronglystrongly rooted

rootedin a in a particularparticularlocal local realityreality, , withwithcodes codes

and

andvalues values differingdifferingbetweenbetweencountriescountries

How to

How to handlehandledifferencesdifferencesin administrative, in administrative,

financial

financial, , academicacademicrulesrulesandandproceduresprocedures? ?

Does

Doesititmakemakesensesense??

Academic

Airbus :

Intention

ESSEC, a French

ESSEC, a French Grande Grande EcoleEcole

›

createdcreated in 1907in 1907

›

eliteelite EuropeanEuropeaninstitution, institution, consistentlyconsistently

ranked

ranked as as NumberNumberOneOne or or TwoTwoin in leading

leading surveyssurveys on French management on French management

education

›

FirstFirst academicacademic institution out of institution out of NorthNorth America

America to to bebeaccreditedaccredited by AACSB (1997)by AACSB (1997)

3,500 FT

3,500 FT studentsstudents, 5 ,000 , 5 ,000 executivesexecutives, 19 , 19 FT + 16 PT

FT + 16 PT degreedegreeprogramsprogramsdelivereddelivered, , 106 FT

106 FT facultyfaculty Private

Private institution institution withwithpublic service public service mission

mission

About ESSEC in 2003

(9)

Mannheim, a

Mannheim, a prestigiousprestigiousGermanGerman university

university : : an an eliteeliteEuropeanEuropeaninstitutioninstitution

›

createdcreatedin 1907in 1907

›

consistentlyconsistentlyrankedrankedas Germanyas Germany’’ss best

best universityuniversityin management in management education

education

›

FirstFirstacademicacademic institution in institution in GermanyGermany to

to bebeaccreditedaccredited by AACSB (2000)by AACSB (2000)

3,000

3,000 studentsstudentsin in SchoolSchoolof Business of Business

Administration, 100

Administration, 100 academicsacademics Public

Public UniversityUniversity, but , but foundedfoundedas as

private

private institutioninstitution

About Mannheim

in 2003

ESSEC

ESSEC andandMannheim have been Mannheim have been collaborating

collaboratingfor for overovertwentytwentyyearsyears::

›

StudentStudentExchange Exchange ProgramProgram(1 (1 termterm) ) since

since 19821982

›

DoubleDouble--DegreeDegreeProgramProgram(1 (1 yearyear) ) since

since 19921992

›

FacultyFaculty ExchangesExchanges andandJoint Joint ResearchResearch

projects

projects : : ««EuropeanEuropeanResearchResearchCenterCenter»»

›

The The EuropeanEuropeanMBA MBA ™™sincesince20022002

Deep

Deepandandfoundedfoundedesteemesteem: : facultyfacultyto to faculty

faculty, , andandtowardstowardspartnerpartner’’s s studentsstudents

ESSEC

-

Mannheim

Partnership

(10)

ESSEC & Mannheim

ESSEC & Mannheim willwillexplore collaborative explore collaborative activities

activitiesin all in all academicacademicareas:areas:

›

DegreeDegreeprogramsprograms

›

ExecutiveExecutiveeducationeducation((degreedegree andandcorporatecorporate))

›

Joint Joint facultyfaculty researchresearch projectsprojects

›

Doctoral Doctoral programsprograms

›

CoCo--brandingbrandingon the international on the international levellevelto to ensureensure the international recognition of

the international recognition of eacheach institutioninstitution’’s s flagship

flagshipprogramprogram

›

Etc.Etc.

March, 2004 : 5

March, 2004 : 5 yearsyearsroad road mapmap presented

presentedto the French to the French andandGermanGerman

government

June

June, 2004 : , 2004 : MemorandumMemorandumof of Understanding

Understanding about about financialfinancialissues, issues,

for

for presentpresentandandfuture future activitiesactivities June

June, 2004 : Signature of the , 2004 : Signature of the legallegal contract

contractof a of a EuropeanEuropeanEconomicEconomic Interest

InterestGroupGroup October

October, 2004 : , 2004 : legallegalregistration of registration of the EEIG E&M in Luxembourg

the EEIG E&M in Luxembourg

Alliance :

(11)

Letter

Letter of of IntentIntent, , signedsignedOctoberOctober10, 10, 2003, French

2003, French andandGermanGermanministersministers witnessing

witnessing.. Partners

Partners willwillexplore all the explore all the opportunities

opportunitieswherewherethe E&M alliance the E&M alliance can

cancreatecreatevalue value Creation

Creationof E&M of E&M commoncommon brandbrand

All

All ExecExecMBA on MBA on commoncommonbrandbrand Governance

Governance : : creationcreationof a of a legallegalentityentity

Alliance:

Alliance: Results

Results

ESSEC & Mannheim

Alliance

Alliance betweenbetweenEuropeanEuropeanleaders for worldleaders for world- -class

class projectsprojects««AcademicAcademicAirbusAirbus»»

Concretely

1992 Double

1992 Double degreedegree 2001

2001 EuropeanEuropeanMBAMBA 2004 E&M

2004 E&M ExecutiveExecutiveMBA MBA 2004

2004 ScholarScholarexchanges exchanges 2004 Joint

2004 Joint ResearchResearchProjectsProjects 2004 GIE E&M,

2004 GIE E&M, financialfinancialTreateeTreatee 2006 WE E&M

2006 WE E&M ExecutiveExecutiveMBAMBA

2002

2002--03 : 30 03 : 30 studentsstudents

2007

(12)

Commun

ication

Joint

Joint WorkWorkon:on:

›

creationcreationof a logoof a logo

›

presspressconferencesconferencesin in France &

France & GermanyGermany

›

PressPress kits kits reviewedreviewed by by

both

both deansdeansandandby by bothboth French

French andandGermanGerman Ministers

Ministers

›

PressPress activitiesactivitiesin in bothboth countries

countries

Communication

& Brand Value(s)

Figaro Entreprises

Figaro Entreprises --20 octobre 2003 20 octobre 2003 Le Nouvel

Le Nouvel EconomisteEconomiste--14 fé14 février 2004vrier 2004

Le Nouvel Le Nouvel EconomisteEconomiste--14 14

f

(13)

Communication

& Brand Value(s)

(14)

Modular

Modular E&M E&M ExecExec MBA : yearMBA : year afterafteryearyear, , increasing

increasing attractiveness, attractiveness, obviousobviousfor Europeansfor Europeans Engineering

Engineering transferedtransferedto Mannheim in to Mannheim in ExecExec EdEd Double

Double degreedegreecandidates have doubledcandidates have doubled Research

Research projectsprojectsare acceleratingare accelerating European

European PhDsPhDsare in discussionare in discussion Increase

Increase of M awarenessof M awarenessin France, E in Germanyin France, E in Germany Companies

Companies are interestedare interested all all overoverthe world, for the world, for Education

Education to «to « EuropeanEuropeanBusinessBusiness»» American

American//AsianAsian universitiesuniversitiesare are interestedinterested

Alliance :

other

results

Brand Value

and

Collaboration:

ESSEC

’

s

Experience

ESSEC & Mannheim AcademicAcademic AirbusAirbus ESSEC & Ahmedabad

ESSEC & Ahmedabad StrategicStrategicAllianceAlliance The

–

attractiveness

Contradictions

(15)

ESSEC & Ahmedabad:

25 25 years

years

of

partnership

Ahmedabad: THE

Ahmedabad: THE mostmost elitistelitist place in place in IndiaIndia

Since

Since 1983, active 1983, active studentstudent exchangeexchange programprogram, , faculty

faculty exchangeexchange, , PhDPhDcollaborationcollaboration Both

Both institutions institutions sharesharethethe «« Grandes Grandes EcolesEcoles »» versus

versus «« large large universitiesuniversities»» syndromsyndrom In 2006,

In 2006, strategicstrategic alliance: Double MBA alliance: Double MBA degrees

degrees, collaborative , collaborative ResearchResearch, , ExecExecEdEd Double

Double brandedbranded ExecExecEducationEducation programsprograms

ESSEC & Ahmedabad:

Results

In 2006,

In 2006, strategicstrategic alliance: Double MBA alliance: Double MBA degreesdegrees, , collaborative

collaborative ResearchResearch, , ExecExecEdEd Double

Double brandedbranded ExecExec EducationEducationprogramsprograms The

The firstfirst double double degreedegree studentstudentbecomebecome a a success

success storystoryin in IndiaIndia, Diane = n°, Diane = n°5/200 0005/200 000 Remarquable

Remarquable opportunitiesopportunities for communication for communication and

and Brand ValueBrand Value India

India waswas notnot sosopopularpopular in France, in France, nornorFrance in France in India

(16)

Signing

of the ESSEC &

Indian

Institute of

Management agreement,

20 February 200620 February 2006

2007

-

2008:

Centenary

celebrations

around

the world

Delhi,

(17)

Brand Value

and

Collaboration:

ESSEC

’

s

Experience

ESSEC & Ahmedabad StrategicStrategicAllianceAlliance The

Thebibi--continentalcontinentalexperienceexperience::

–

– DidDidthetheSingaporianSingaporianexperienceexperienceincreaseincrease

our

our attractivenessattractivenessfor collaboration?for collaboration?

Contradictions

Inauguration of the ESSEC

Asian

Center,

Singapore,

(18)

Singaporian

experience

and

ESSEC

’s

’

s

attractiveness

for collaboration

Singapore

Singapore keykey stepssteps::

–

– DecidedDecidedin 2003in 2003 –

– Our Our ownowncampus in 2005campus in 2005 –

– 2007: 360 2007: 360 studentsstudents

Singapore as a

Singapore as a hubhub to to givegive«« AsianAsian experienceexperience and

and flavorflavor »»to to somesome partnerpartner’’ss programsprograms Singapore as ESSEC

Singapore as ESSEC flagshipflagshipin in AsiaAsia, , attractingattracting students

students & participants to & participants to thethe main campusmain campus Asian

Asian--EuropeanEuropean multiculturalmulticultural educationeducation Increased

Increased facultyfaculty attractivenessattractiveness, source , source ofof

collaborative efforts

CONCLUSION

Can Brand Value encourage collaboration ? Can Brand Value encourage collaboration ?

When When??

(19)

Perceived

Perceivedidentityidentityin in ««academicacademicstatusstatus»» Esteem

Esteem, respect, , respect, esteemesteem Total

Total committmentcommittmentatatthe the highesthighestlevellevelto to

overcome

overcome daydayto to daydaycrisiscrisis; ; sharedsharedvision vision

of the world issues

Willingness

Willingnessto to understandunderstandthe the veryvery different

differentframeworksframeworksof of referencereference: : GeGevs vs Fr

Fr, Public vs , Public vs PrivatePrivate, , statusstatusof of higherhigher education

education in F + G, Eurosin F + G, Euros……....

Ability

Abilityto to inventinventnew new rulesrules, , ««makemakeitit possible

possible»»......

Critical

points to handle

points to

handle

Managing

Managingdifferingdifferingbehaviorsbehaviors in in governmentsgovernments Educational

Educationaldebatedebatein eachin each countries are hot, countries are hot, but on

but on differentdifferenttopicstopics Private

Private vs public institution : flexibilityvs public institution : flexibilityvs vs constraints

constraints, but , but fairfair//unfairunfairgovernmentgovernment Changes in

Changes in institutionalinstitutional leadersleaders Difference

Difference in salaries in salaries andand statusstatusof «of « full full professors

professors»»: in Germany: in Germany, Chairs are SME, in , Chairs are SME, in France,

France, muchmuch lesslesshierarchichierarchicbut earlierbut earlier stability

stability Internal

Internal processesprocessesare differentare different

Difficulties

(20)

All the caricatures are

All the caricatures are realityreality--basedbased!!!! In France

In France theythey saysay««letlet’s go’s go »»whenwhen90% of 90% of the

the keykey issues are solvedissues are solved, betting , betting theythey ’ll’ll bebe able to manage the last 10% ; In

able to manage the last 10% ; In GermanyGermany, , only

onlywhenwhen99,95 % are solved99,95 % are solved youyoucancanhave a have a «

« gogo»» Pierre:

Pierre: GermansGermansare organizedare organized, , stepstep--byby--stepstep minded

minded, , rigorousrigorous, , analyticalanalytical, , hierarchyhierarchy isis important (

important (Pr.Dr.Pr.Dr.) ) Martin: French are

Martin: French are handlinghandling severalseveralthingsthings simultaneously

simultaneously, intuitive, , intuitive, «« c’c’est pas graveest pas grave »».. Sometimes

Sometimes weweare nightmaresare nightmaresfor eachfor each otherother!! !!

Intercultural

Issues &

Richness

But

But……If If youyou taketakethe best of everyonethe best of everyone, , youyou cancan have the French

have the French creativitycreativity andand the the GermanGerman stubbornness

stubbornness An

An extremelyextremely powerfulpowerfulmotormotorfor change !!for change !! In

In factfact, every, every institution usedinstitution used the otherthe otherto to accelerate

acceleratesomesomeinternalinternalor externalor external change itchange it has to

has to handlehandle The

The partnerpartnerisisan excellent challenger for an excellent challenger for internal

internalmovesmovesto implementto implement whatwhatthe otherthe other does

does betterbetter

Required

Required: to : to bebehappy about the happy about the

Intercultural

(21)

Reproducible

Reproducibleif if esteemesteem+ respect + motives + respect + motives for action + vision

for action + vision Reproducible

Reproducibleif if complementaritycomplementarityin strenghtsin strenghts and

and talents talents Geographic

Geographiccomplementarity: complementarity: wewepreferredpreferred to

to allyally withwiththe best in the partnerthe best in the partner’s country ’s country than

thanto implementto implementourselvesourselvesin hisin his home home country

country Relevant

Relevant strategystrategy if local eliteif local elite playersplayersexistexist

Is

reproducible

the

experience?

experience

?

Makes

Makessensesenseif drive for veryif drive for verylong termlong termaction, action, academic

academic + + strategicstrategicvision are sharedvision are shared In

In ourour case, the feeling to becase, the feeling to be EuropeanEuropean, , andand the conviction

the conviction therethere isisa world issue about a world issue about reinventing

reinventingandandpromotingpromotingthe Europeanthe European model

model isis the drivingthe drivingforceforce To have the

To have the highesthighest objective objective helpshelpsto to overcome

overcome daydayto dayto day difficultdifficultissuesissues

Is

(22)

Academic Excellence is Diverse

England : history, theology,

England : history, theology, litteraturelitterature; ; OxBridgeOxBridge

France :

France : ““GrandesGrandesEcolesEcoles””(Engineering or (Engineering or

Management)

USA : Law, Business, Medicine ; Ivy league

Germany : science, management, engineering

India :

India : IITsIITs& & IIMsIIMs Japan :

Japan : TodaTodaïï, , KoddaKoddaïï, Keio, Keio China :

China : BeidaBeida, , TsinhuaTsinhua, , FudanFudan……. .

Multinational Companies know, Elite academic

institutions know where are the best

students/graduates

But how to signal it to candidates and families?

Contradiction

Contradiction andand Convergence Convergence betweenbetween academic

academic collaboration collaboration andand brand valuebrand value B to C

B to C Program

ProgramRankingsRankings Research

Research RankingsRankings

Uniqueness

Uniquenessself perception self perception

☺ ☺

Student

StudentExperienceExperience::

–

– MulticulturalMulticultural☺☺

–

– Best Best ofoftwotwomodelsmodels☺☺

Graduates

Graduates’’ diversitydiversity☺☺

B to B

B to B Scientific

Scientific collaboration collaboration ☺☺

Research

Research financingfinancing☺☺

Brands to

Brands to recruitersrecruiters ☺☺

Recruiters

Recruiters’’ value value ☺☺

Faculty

Faculty enrichmentenrichment☺☺

Faculty

Faculty attractivenessattractiveness☺☺

Peer

(23)

CONCLUSION

The

The perception perception ofof youryour brand value brand value statusstatus isis veryvery personal

personal

Brand value for B to B

Brand value for B to B developmentdevelopmentisis mainlymainly

coherent

coherent withwithacademicacademic collaborationcollaboration

Brand value for B to C

Brand value for B to C awarenessawarenesscancan bebe

sometimes

sometimes perceivedperceivedas as incoherentincoherent withwith academic

academic collaboration, collaboration, mainlymainly for for RankingsRankings

reasons

Leaders

Leaders willwillbebethosethose confident confident enoughenough to to daredare collaboration.

collaboration. AcademicAcademic values Are Collaborative.values Are Collaborative. Self

Self--MarketingMarketingsometimessometimes are not.are not. A short

A short

vs

long long termtermarbitrage ?arbitrage ?