Table of Contents

Contents: 1. Towards a Market Oriented University 2. Competition and Rankings 3. Delivering Student Satisfaction 4. Disrupting Higher Education 5. From Marketing to Market Orientation 6. Developing and Maintaining a Market-Oriented University 7. Understanding the Market 8. Developing Strategic Directions 9. Differentiating, Positioning and Branding the University Index

About the Author

John A. Davis, Executive Director, Duke Corporate Education, Singapore and Mark A. Farrell, Head of Graduate School of Business and Law, RMIT University, Australia

Reviews

The Market Oriented University provides a truly insightful look into the agents of change across the university systems. By offering a refreshing interpretation from a market-oriented view, John Davis and Mark Farrell make a compelling case for the reader to reassess the fundamental purpose of universities. This book is a must-read for all stakeholders of the educational system - administrators, faculty, students, parents, tax-payers, and policy-makers alike.'
--Jin K. Han, Singapore Management University, Singapore'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 university.'
--Howard Hunter, Singapore Management University'This volume provides the reader with a clear and careful analysis of how universities may become market-oriented, as opposed to being marketing-oriented. More than writing either a simple history of university behaviors or a 'to do' list - whilst addressing both issues - Davis and Farrell offer a fascinating and persuasive reflection on how universities and their markets have been evolving into the 21st century world of increasingly vigorous competition, rapidly changing technology, and dwindling government financial support. The book draws on the authors' deep understanding and knowledge of the tertiary sector and marketing strategy, making its reading vital for all university managers and academics.'
--Christopher Adam, UNSW Australia