Marketing Week 2012 CHANGE: Listen, Learn, Evolve A case study in Co-Creation: The University of Adelaide Learning Hub Professor Pascale Quester Deputy Vice-Chancellor & Vice-President (Academic) Life Impact The University of Adelaide
The University of Adelaide Learning Hub Background: The Higher Education Sector in Australia • A large economic sector, both direct and indirect – Large impact of fees (both domestic and international) – Direct link to productivity and economic growth • A key export revenue earner – Third largest export sector after mining and tourism...and growing! – In South Australia, a major exporter (150 million pa of foreign income for the University of Adelaide alone) • A sector long neglected by government: – Providers have been motivated to develop strategies to grow revenues – Universities cope with an impossible business model when they are research intensive (as the University of Adelaide is) • A sector poised for reform and change! Life Impact The University of Adelaide
The University of Adelaide Learning Hub The 2008 Bradley Review • The sector was to become demand driven: – Caps are off! (this happened from this year) – Universities can recruit as many students as they want – Funding will now follow the students wherever they go... – A textbook case for greater marketing orientation! • But, paradoxically, both consumer segments, product and price have remained highly regulated – Universities must recruit at least 20% of their students from low SES – Overall, the sector must deliver its core program (Bachelor) to 40% of the population aged 18-24. – programs are also regulated: AQF, TEQSA and more! – = > we face a paradox of social engineering and free market enterprise! • However, a clear implication: Student-centric thinking is critical even if it remains a challenge given tight parameters. • A useful perspective comes from an understanding that our graduates are both customers AND our products! Life Impact The University of Adelaide
The University of Adelaide Learning Hub The University of Adelaide Learning Hub Project • Federal funding was obtained for a student space on campus ($15 million) as part of the Better Universities Renewal Fund (BURF) • A location on campus (near the library) seemed a logical place, but... • Property services did not know what or how to build! • There was no brief or clear vision other than the need for more student space that would not be dedicated to formal teaching activities but allocated to support informal ‘learning’. • Meanwhile, in the Faculty of the Professions, the Executive Dean was experimenting with a marketing approach to student space in response to the growth and increasing diversity of the student population in that Faculty. • As a result, she was asked to champion the Hub Project and so the adventure begun in 2009... Life Impact The University of Adelaide
The University of Adelaide Learning Hub Co-Creation: A Marketing perspective • From 2002 onwards, the marketing literature had been evolving, and in particular, qualitative work was increasingly revealing the need for a more ‘shared’ perspective on brand meaning and values.. Eg. work by Cova, Edgar, Vargo and Lush, Kozinets, Kates, Ramaswamy etc... • My own work on how subcultures work and how consumers build meanings around brands (with Beverland and Farrelly) also suggested that the time for marketing control was well and truly over... • Motivated by the increase in power given to consumers by the world wide web and a capacity to communicate about - and congregate around - brands, directly and without censorship and control by marketers, researchers were starting to advocate a more inclusive approach to brand management, whereby brand meanings could become jointly created with consumers, as opposed to scripted and communicated to them by marketing or advertising. Life Impact The University of Adelaide
The University of Adelaide Learning Hub Why Co-Creation for a Hub? A Marketing perspective… • You may recall an earlier presentation of the challenges presented to marketing by this shift in paradigm, using the case of Club Med and other traditional brands as they grappled with an increasingly militant and unruly consumer base... • But the seeds for co-creation probably go back a little further, in the industrial marketing literature where Van Hippel, as far back as 1976, described the critical contribution of customer firms in leading innovation and technological development. • To make matters worse, in the case of the Learning Hub, we were facing: – A hostile student body and especially the student union (who feared the University was seeking to maximise profit from establishing a shopping centre on campus); – Hostile academic staff (who thought this was a complete waste of money and that it should be directed to research labs); – Hostile professional staff who feared a complete overhaul of the administrative system; – Lack of trust and suspicion reigned supreme! Life Impact The University of Adelaide
The University of Adelaide Learning Hub Background to the building project The Strategic Plan (2008-2012) identifies as the primary education goal for the University to “ provide a distinctive learning experience of high quality for our students ”. The University of Adelaide Learning Hub will be the largest and m ost dynam ic student learning hub in Australia and will provide functional, flexible and engaging study, meeting, recreational, student services and food and beverage spaces. Life Impact The University of Adelaide
The University of Adelaide Learning Hub Approximately 25,000sqm of space in heart of the campus Life Impact The University of Adelaide
The University of Adelaide Learning Hub 54 % Life Impact The University of Adelaide
No Front Door The University of Adelaide Learning Hub Life Impact The University of Adelaide
The University of Adelaide Learning Hub Life Impact The University of Adelaide
The University of Adelaide Learning Hub Life Impact The University of Adelaide
The University of Adelaide Learning Hub The Academic Principles: The Four Pillars of the Student Experience Teaching Social Learning Student Support Life Impact The University of Adelaide
The University of Adelaide Learning Hub Learning Learning Library Research Student Individual Spaces Group Spaces Technology Life Impact The University of Adelaide
The University of Adelaide Learning Hub Support Support Student Services Student Academic + Administrative Library Retail Life Impact The University of Adelaide
The University of Adelaide Learning Hub Social Social Comfortable places to meet, Student collaborate, talk, sit, eat and drink Life Impact The University of Adelaide
The University of Adelaide Learning Hub Teaching Teaching Lecture Theatres Student Tutorial Rooms Seminar rooms Informal Spaces Life Impact The University of Adelaide
The University of Adelaide Learning Hub Bringing It All Together Hub Teaching Learning Social Student Support Life Impact The University of Adelaide
The University of Adelaide Learning Hub Building Project Vision To provide the best on-campus experience within the Australian national tertiary education sector for all our students. Project Objectives • To transform student experience through the provision of suitable facilities and seamless services to support their academic activities • To improve attraction and retention rates, securing the University’s position within the Go8. We will achieve this by placing a specific emphasis on the undergraduate experience within this project • To actively engage with the Community at large to support life long learning Life Impact The University of Adelaide
The University of Adelaide Learning Hub Life Impact The University of Adelaide
The University of Adelaide Learning Hub MAJOR PROJECTS STEERING Learning Hub – One Team COMMITTEE LHECG Membership: VPS&R(Chair) TSE Chair LEARNING HUB EXECUTIVE Director, Strategy & Planning CONTROL GROUP PVC(L&Q) Director, Infrastructure (P&T) TSE Membership: Exec Dean Professions (Chair) Programme Director PVC(L&Q) Associate Director, IT Architecture Mario Ricci (Health Sciences) TRANSFORMING STUDENT CONSTRUCTION PCG Clara Barbieri (ECMS) EXPERIENCE TASK FORCE Kieran McCarron(HUMSS Postgrad) Krista Schuurmans(Sciences Undergrad) Fletcher O’Leary (Undergrad) LEARNING HUB PROJECT MANAGEMENT TEAM PROGRAMME DIRECTOR DESIGN AND DELIVERY CAMPUS SERVICES AND STAKEHOLDERS AND TECHNOLOGY RETAIL AND COMMERCIAL OPERATIONS FUNCTIONAL DESIGN • Student Reference Group • Learning & Teaching Reference Group • Library Reference Group • Services for Students Reference Group Life Impact The University of Adelaide • AUU Reference Group • International Student Reference Group • Communications /Engagement
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