enhancing the image and reputation of the university of
TRANSCRIPT
CIPR PROFESSIONAL PR DIPLOMA
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UNIT 1: PR STRATEGY AND PLANNING
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Title Enter the word count here
ENHANCING THE IMAGE AND REPUTATION
OF THE UNIVERSITY OF NAIROBI AMONG
INTERNAL STAKEHOLDERS
TO INFLUENCE PUBLIC PERCEPTION
Executive Report
Analysis of research
findings
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1
Background of the University of Nairobi
The University of Nairobi (UoN) is the first and oldest university in Kenya tracing its inception
to 1956 as the Royal Technical College of East Africa.
Since establishment, the UoN brand has enjoyed a somewhat good reputation among its
stakeholders. The university is known for her contribution to the social, economic and political
development of Kenya through achievements in academia, research and corporate social
responsibility. UoN has provided Kenya with a large pool of trained professional and technical
experts in various disciplines.
UoN has six colleges; all located in different parts of Nairobi city. These include the Colleges of:
Agriculture and Veterinary Sciences, Architecture and Engineering, Biological and Physical
Sciences, Education and External Studies, Health Sciences and Humanities and Social Sciences.
Problem statement
The University of Nairobi’s Corporate Strategic Plan 2013- 2018 maps out the issues that need to
be addressed in order to realize its vision of achieving world class university status.
However, the UoN brand is under threat as several issues are undermining the image of the
institution. Since 2015, UoN has had an increase in negative coverage in the traditional and
social media.
Problem justification
Fishbone analysis
Using the Fishbone analysis, internal issues contributing to the negative image and reputation of
UoN were identified and categorized.
Students’ issues include street demonstrations, destruction of property, disruption of Nairobi city
operations and closure of the university, engagement in criminal activities, disputed elections,
corruption and poor student leadership.
The staff members have no interest in the outcome of their actions, lack motivation, frequent
absenteeism, industrial action by unions and corruption.
2
The university management’s issues include wrangles, perception that they are disunited and are
inaccessible.
University operations challenges include leakage of sensitive information, looming financial
crisis, poor customer service, inefficiency in operations, poor internal communications, disregard
of set procedures in processes, inadequate learning facilities and equipment.
The Public Relations (PR) department faces sustained negative coverage in the traditional and
social media, no coordination in communication, lack of guiding PR policies, understaffing and
budgetary constraints.
The strategy therefore is to identify ways of using PR to enhance the corporate image and
reputation of UoN among internal and external stakeholders.
Specifically, the report will focus on the staff and students perceptions about UoN and whether
they recognize the role they have to play in strengthening the brand. The PR strategies will
sustain a good reputation and enhance the corporate image and influence the external publics’
perception.
3
Engagement in criminal activities
Inaccessibility Budgetary constraints
Demonstrations/Unrest Management wrangles Understaffed
Corruption Destruction of property Lack of guiding PR policies
Closure of university Perceived to present a disunited front
Disputed elections Disruption of academic calendar Uncoordinated advertising
Poor student leadership Sustained negative coverage in mass/social media Uncoordinated communication to publics
Poor internal communications
Unions’ industrial action Poor customer service
Lack of motivation Leakage of vital information
No interest in outcome Inefficiency in operations
Absenteeism from work Disregard for set procedures in processes
Financial crisis
Engagement in corrupt activities Dwindling income Inadequate learning facilities/ equipment
Insufficient government funding
Negative image
and reputation of
the University of
Nairobi
Students
Staff University
operations
Public Relations
4
The situation
An in-depth situational analysis of UoN was conducted. Using SWOT and PESTLE analysis, the internal
and external factors affecting the institution were identified.
SWOT analysis
Strengths
1. Rich history.
2. Known.
3. Good resources and asset base.
4. Diverse academic programmes.
5. Strategic location.
6. Alumni base of 214,000.
7. Student body of 84,000.
Weaknesses
1. Stretched physical infrastructure.
2. Challenges in management and
governance.
3. Funding challenges.
4. Untapped potential of resources.
5. Insufficient collaboration and networking.
6. Challenges in staff motivation.
Opportunities
1. Increased demand for university education.
2. Rising demand for consultancy.
3. Rising demand for local publications.
4. Prioritization of innovations by industry
and government.
5. Industry collaboration.
6. Advances in technology.
Threats
1. Insufficient government funding.
2. Inaccurate public perception of the
university.
3. Increased competition.
4. High cost of living.
PESTLE analysis
Element Factor Business Impact
Political Student demonstrations.
Stability or instability of the
country.
Change of government.
Insecurity/ terror threats.
Damage to the university image.
Affects university operations and long term
decisions.
Introduction of new laws affecting the higher
education sector.
Affects enrollment of new students thus affects
the income generated.
Increased costs to implement enhanced security
measures.
5
Economic High cost of living.
Insufficient government funding.
Reduced income.
Decreased student numbers.
Affect university operations.
Social Societal expectations on an
individual’s education levels.
Increased demand for university education thus
high student numbers putting a strain on the
resources and facilities.
Technological Demand for online degree
programmes.
Use of social media to
communicate.
Technical superiority in
programmes offered.
Cost of offering the online programmes
increases.
Demand for efficient customer relationship
management.
Incur costs to acquire necessary equipment.
Legal Changes in higher education laws
and policies.
Demanding laws for foreign
students.
If not implemented, it can affect the university
operations.
Negatively affect enrollment of foreign students.
Environmental Going green- reducing pollution by
printing papers only when
necessary.
Affect various university services/processes that
require printed information.
Methodology
According to Cutlip, Center and Broom cited in Noble and Watson (2007, p.53) research is the
foundation for effective PR as it gives practitioners a better understanding of the situation thereby making
a case based on evidence.
Data was collected from UoN staff and students through questionnaires (Appendices A,B). Noble and
Watson (2007, p.75) state that questionnaires are critical to PR research and that one is able to make
generalizations about the sample surveyed to be representative of the whole population. In this case, 40
questionnaires were administered.
From the university management, four managers were interviewed (Appendix C). Daymon and Holloway
(2002, p.167) argue that interviews are the best form of data collection in PR because one can explore the
interviewees perspectives and perceptions.
6
Stakeholder mapping and analysis
The identification and prioritization of UoN stakeholders was done using the Stakeholders Power Interest
Matrix. The matrix breaks down the level of power stakeholders have and their level of interest.
Power
Interest
Risk analysis
This is a risk assessment identifying the issues that can threaten UoN. According to Macnamara (2012
p.296), risk assessment is used to evaluate the probability of an issue escalating and causing damage and
the extent of the damage should it spiral.
Risk scenario & potential impacts Impact/
probability
rating
Risk level Risk treatment strategy and
mitigation plan
1 Unstable financial situation. High
impact/low
probability
High Explore alternative revenue
channels e.g endowment fund.
High power, low interest
Keep satisfied
1. Staff (academic and non-
academic)
2. Current students
3. Suppliers
4. Unions
5. Government
6. Funders/donors
7. Alumni
8. Commission for University
Education (Regulator)
High power, high interest
Key stakeholders
1. Staff (academic and non-academic)
2. Current students
3. Council members
4. Senate
Low power, low interest
Minimum effort
1. General public
2. Competitors
3. Research institutions
4. Professional associations
Low power, high interest
Keep informed
1. Media
2. Industry (employers)
3. Partners and collaborators
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Impacts:
Can lead to insolvency of
UoN.
Affect university operations.
Review and adjust budget.
Apply austerity measures.
2 Declining student numbers.
Impacts:
Financial challenges from
reduced income.
Can lead to laying off of staff
members.
High impact/
high
probability
High Aggressive marketing.
Review academic programmes.
Secure scholarships and
internships/employment
opportunities for students.
3 Frequent students strikes.
Impacts:
Damage to property.
Dents the university image.
Affects public perception
about the brand.
High impact/
high
probability
High Develop grievance resolutions
mechanisms.
Open dialogue channels.
4 Politicization of students and staff.
Impacts:
Disunity.
Potential conflict.
Low impact/
low probability
Low Sensitization of stakeholders on
cohesion and integration.
Encourage sober, non-partisan
political debates.
5 Terror attacks.
Impact:
Death.
Destruction.
Closure of the university.
Affect student enrollment.
High impact/
low probability
High Vigilance on matters security.
Sensitize the publics on
security.
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The objectives
The university’s corporate objectives are:
1. To enhance the competitiveness and image of the university with the expected outcome of
realizing a consistent positive corporate image.
2. To enhance value-adding partnerships and collaborations.
3. To contribute to the development of society through creation, preservation, application and
dissemination of knowledge.
(UoN strategic plan 2013-2018)
From the corporate objectives the following PR objectives were drawn.
1. To positively influence the students and staff’s attitude by 80% on the importance of a good and
sustainable corporate image by June 2018.
2. To secure a 50% increase on the number of positive mentions about the institution within the
mass media, blogs and social media by June 2018.
3. To enhance the university’s brand visibility among the external stakeholders by hosting 10 major
corporate events by June 2018.
4. To boost the university’s research kitty by Kshs. 100 million by signing value-adding partnership
agreements with 5 renowned research funding agencies by June 2020.
Word count- 2,158
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Literature review
‘No amount of public relations can make a silk purse out of a sow’s ear.’ – Macnamara (2012, p.309)
Importance of branding and reputation to an organization
The UoN strategic plan 2013-2018, highlights the institution’s reputation, as a well established brand
locally and internationally. Being the oldest university in Kenya, UoN boasts of a rich heritage. It has the
largest concentration of scholars. It continues to be a key player in the global network of scholarship
through local and international partnerships.
Chapleo (2005, p.61) argues that the universities cited as having ‘successful brands’ seemed to have good
reputations. He argued that with a good reputation it is easy to build a brand. Further, Chapleo (2005, p.
63) acknowledges that PR is an important part of any branding strategy, as it is linked to reputation, and
reputation often seems to have an important part to play in branding.
Macnamara (2012, p.309) citing Hagan, argues that stakeholders assign a corporate its reputation based
on their experiences and interactions with it and the general perceptions about it. Argenti and
Druckenmiller (2004, p.368) state that organizations can define and communicate ‘brand’ but ‘reputation’
is difficult to manage since it is as a result of perceived impressions.
Functions of PR in positioning the UoN brand
Parsons (2004, p.158) argues PR functions are defined by the various stakeholders organizations have.
Eisenegger, cited in Macnamara (2012, p.309) suggests that PR is central to reputation nurturing and
branding.
Theaker (2011, p.10) gives a guide to PR functions that the PR department can employ in positioning the
UoN brand and enhancing the corporate image and reputation.
On internal relations, PR can communicate with students and staff through in-house newsletters and set
up feedback structures. In media relations, PR can enhance communication with media houses through
press events, releases, etc on positive stories about UoN. Community relations as a PR function can
position the UoN brand through engagement in outreach programmes.
Through public affairs, PR can engage opinion formers on behalf of UoN using different channels.
Trade fairs and exhibitions can give PR an opportunity to enhance UoN’s business-to-business relations.
In crisis management, the PR department can contain the situation and protect the UoN reputation by
communicating clear messages to its publics.
However, PR cannot create a positive reputation, if the organization’s products, services, performance
and stakeholders perceptions are negative, Macnamara (2012, p.311).
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Internal publics enhancing UoN’s brand and reputation
Chapleo (2005, p.62) found that ‘leveraging the brand’ by interacting and involving the internal
stakeholders and keeping a consistent positive message is an important PR strategy. According to
Kimberly et al. (2008, p.54) the messages transmitted to the staff and students of a university are
important as those channeled to the external publics.
Schiffenbauer (2001, p.17) says that a brand message can lose its standing if it is not backed up by the
publics within the organization, noting that employees are an organization’s internal promise deliverers.
Therefore, the UoN staff and students should align their performance and actions with the external brand
promise so as to strengthen it further.
In partnership with other departments within the organization (such as marketing, finance, human
resource, academic division, etc) PR can advise management and implement PR strategies effectively.
Public Relations theory
Systems theory
The systems theory postulates that an organization is made up of interrelated parts which adjust and
operate in a political, social and economic environment (Gregory 2000, p.266)
Cutlip et al. (2000) state that PR is part of an open system and an organization should look into its
environment and adjust its business activities to meet the needs of its stakeholders. Therefore, UoN must
get information on issues affecting its publics.
To this end, the two-way symmetric communications by Grunig and Hunt, cited in Theaker (2012, p.36)
will apply to the UoN case in which this study through feedback will seek to identify and understand the
environmental issues affecting the staff and students that are affecting UoN’s image and reputation and
develop appropriate PR recommendations.
UoN has rich and useful information to share with the public e.g. research outcomes, innovations, etc.
Applying the press agentry model and public information model by Grunig and Hunt, cited in Theaker
(2012, p.34), the PR team will seek opportunities for UoN to be mentioned positively in various media
platforms and generate good publicity.
11
The planning model
Using John Marston’s RACE model (Research, Action, Communication and Evaluation) a PR campaign
to enhance the university’s image and raise its profile among internal and external stakeholders was
developed.
Title campaign: ‘I am part of UoN’
1. Awareness
UoN has had an increase in negative coverage in the mass and social
media. As a result, UoN’s brand and reputation has been damaged.
Publics’ perception of UoN is negative. This scenario needs to change.
4. Evaluation
Conduct the following monitoring and evaluation
exercises:
a. Media monitoring.
b. Social media monitoring.
c. Conduct public opinion surveys.
d. Focus group discussions.
e. Feedback.
f. Interviews.
2. Action
Overall objective is to enhance the image and reputation of UoN
with the aim of realizing a consistent positive corporate image.
Strategy:
Incorporate staff and students representatives in the planning
and implementation of the campaign.
Sensitize internal publics on their role in building the
corporate image and reputation.
Use communication channels to reach all publics.
Produce branded UoN items as giveaways.
Host corporate events.
Profile prominent UoN alumni.
Audience: Staff, students, council, senate, media, alumni,
government, partners, suppliers, CUE, unions, general public.
Messages:
Be proud of the UoN brand.
UoN continues to contribute to national development.
UoN is proud of its rich heritage.
Budget:
Kshs. 10 million for internal and external communications,
purchase of merchandise, events.
3. Communication
Aggressively communicate the ‘I am part of UoN’ slogan in
print and digital media.
Host sensitization forums for staff and students.
Set up communication feedback structures for internal and
external publics.
Host media briefings, circulate press releases, media
interviews, TV appearances, radio.
Host corporate events
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Research findings
1. The survey
After analysis, interesting findings were collected from the questionnaires answered by a sample of UoN
staff and students.
Majority of the students and staff sampled agree that UoN could have a better reputation with a negligible
percentage indicating that the reputation needs attention (Fig. 1).
46% of the staff and 78% of the students sampled indicated that UoN does not have a consistent positive
image though half of the staff and slightly more than half of the students think that the UoN brand is of
world class status.
100% of the staff and 50% of the students sampled know and can state the university’s vision statement.
80% of the students are proud to be associated with UoN against the staff’s 62%. 64% of the staff agree
that UoN communicates a clear brand message while 84% of the students do not think so. This can be
linked to the finding that 75% of the staff understand the values the UoN brand stands for while 78% of
the students stated otherwise.
Half of the students and 41% of the staff sampled are critical of UoN but they can easily speak highly of
the institution without being asked. 79% of the staff indicated that staff morale can affect the image of
UoN.
13
When asked how they react when they see something negative about UoN on social media, a majority of
the respondents stated that they ignore the message.
80% of the students and staff believe that they can positively influence the public’s perception of UoN
and that the institution’s image in important to them.
66% of the staff and 46% of the students in the study have ever been involved in at least one brand
promotional activity by UoN namely exhibitions, sports, community outreach programmes, student
organizations, etc.
2. Key informant interviews
Four senior managers in UoN were interviewed as the key informants for this study. The respondents
highlighted different issues on UoN’s unique selling point but they agreed on its rich heritage as a pioneer
institution in Kenya and strong brand. There was special mention of the diverse and comprehensive
academic programmes, high concentration of talent (best students, professors, scholars etc), location
(within Nairobi city) and ranking (webometrics) where UoN has been consistently ranked among the top
ten universities in Africa for the last ten years.
There was a consensus on the issues denting UoN’s image. They include student unrest, hooliganism,
perceived leadership wrangles, misrepresentation of issues in the mass media, cases of corrupt staff, etc.
An interviewee noted that UoN is yet to attain the level of a world class university when compared to
highly ranked universities, globally.
The respondents agreed the management has not fully recognized the importance of PR in organizational
branding and reputation. Reasons highlighted include the budgetary allocation for the department is too
low, the lack of a PR policy, currently the members of staff in the department are too few to manage PR
issues in the different colleges within UoN and that there is little or no coordination on matters PR in the
colleges.
There was a general agreement that there is minimal integration of PR and other organizational functions.
PR is seen as an extension of the Vice-Chancellor’s office. As has been the practice, the PR department is
roped in planning some but not all UoN events.
14
Research analysis
The survey findings have established that more than half of the staff and students think that UoN could
have a better reputation. Slightly less than half the staff and more than three quarters of the students state
that UoN does not have a consistent positive message.
The students and staff can be critical of UoN but they also speak highly of the institution. Indeed,
majority of them are proud to be associated with UoN and agree that they can positively influence the
public’s perception about it.
The key informant interviews established that PR can be used to enhance the image and reputation of
UoN in order to realize a consistent positive corporate image. It also emerged that the issues causing the
negative publicity involve staff and students. In addition, the university management’s support for the PR
department is sufficient and that the interface between PR and other departments in the university is
wanting.
Conclusion
The core findings indicate that the staff and students are proud to be associated with the university and
can positively influence the public’s perception about it.
However, UoN could have a better reputation and a consistent positive image given that it is regarded as a
university is of world class status.
The university management does recognize the importance of organizational branding and reputation
given the support it accords the PR department. This has critically affected the relation between PR and
other departments in the university.
Unlike the students, the staff clearly comprehend the brand message and the values it stands for. There is
need to engage the students and staff more in brand promotional activities and continuously sensitize
them on the UoN brand message and the values it stands for.
15
Recommendations
The UoN public relations department should:
1. Sensitize staff and students on the UoN brand, turn them into brand ambassadors.
2. Enhance the internal communication channels to reach and receive feedback from staff and
students.
3. Raise UoN’s media relations profile to gain mileage on good publicity.
4. Aggressively market the university through exhibitions and trade fairs in partnership with
marketing department.
5. Engage in strategies that will enhance UoN’s investor relations.
6. Develop a crisis management communication plan to influence the information going out to the
public.
7. Organize corporate events that will open up the university to the public.
8. Lobby the management’s support to enhance the support accorded to the PR department.
Word count- 1,962
16
Appendix A
Questionnaire for the University of Nairobi students
1. What one word comes to mind when you hear the brand name- University of Nairobi (UoN)?
______________________________________________________________________________
2. Do you know UoN’s vision?
Yes [ ] No [ ]
If yes, please state it
______________________________________________________________________________
3. What are some of the things that damage UoN’s image?
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
4. Do you think students can influence the general public’s perception of UoN?
Yes [ ] No [ ]
5. Have you ever been in involved UON’s brand promotional activities?
Yes [ ] No [ ]
If yes, which ones?
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
6. What can students do to promote UoN’s brand and reputation?
______________________________________________________________________________
______________________________________________________________________________
7. Please give your assessment of UoN by indicating your level of agreement or disagreement with
each statement (Tick where appropriate).
Statement Strongly
agree
Agree Neutral Disagree Strongly
disagree
The image of the university is important to me.
I would speak highly of the university without
being asked.
I am critical of UoN.
I am proud to be associated with UoN.
That UoN is a university of world class status.
UoN communicates a clear message concerning
its brand image.
I clearly understand the values the university
17
brand stands for.
UoN is a well-performing brand.
UoN has a consistent positive image.
8. How do you react when you see something negative about UoN on social media?
a. I forward to my friends and colleagues.
b. I make a comment on the post.
c. I flag it down and bring it to the attention of the PR office.
d. I ignore it.
9. UoN
a. Has the best possible reputation.
b. Has a very good reputation.
c. Has a fairly good reputation.
d. Has neither a good nor a bad reputation.
e. Could have a better reputation.
f. Has a reputation that needs attention.
g. Has a bad reputation.
Appendix B
18
Questionnaire for the University of Nairobi staff
1. What one word comes to mind when you hear the brand name- University Of Nairobi (UoN)?
____________________________________________________________________________
2. Do you know UoN’s vision?
Yes [ ] No [ ]
If yes, please state it
______________________________________________________________________________
3. What are some of the things that damage UoN’s image?
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
4. Do you think staff can influence the general public’s perception of UoN?
Yes [ ] No [ ]
5. Have you ever been in involved UON’s brand promotional activities?
Yes [ ] No [ ]
If yes, which ones?
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
6. What can UoN staff do to promote UoN’s brand and reputation?
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
7. Please give your assessment of UoN by indicating your level of agreement or disagreement with
each statement (Tick where appropriate).
Statement Strongly
agree
Agree Neutral Disagree Strongly
disagree
The image of the university is important to me.
I would speak highly of the university without
being asked.
I am critical of UoN.
I am proud to be associated with UoN.
That UoN is a university of world class status.
UoN communicates a clear message concerning
its brand image.
I clearly understand the values the university
19
brand stands for.
Staff morale can affect the reputation of UoN
negatively.
UoN is a well-performing brand.
UoN has a consistent positive image.
8. How do you react when you see something negative about UoN on social media?
a. I forward to my friends and colleagues.
b. I make a comment on the post.
c. I flag it down and bring it to the attention of the PR office.
d. I ignore it.
9. UoN
a. Has the best possible reputation.
b. Has a very good reputation.
c. Has a fairly good reputation.
d. Has neither a good nor a bad reputation.
e. Could have a better reputation.
f. Has a reputation that needs attention.
g. Has a bad reputation
Appendix C
20
Interview schedule for UoN senior managers
1. What is UoN’s unique selling point?
2. What are some of the issues affecting the image of UoN?
3. How is management addressing some of these issues?
4. Do you think management recognizes the role of PR?
5. How does management integrate other organizational functions with PR?
References
21
Argenti, P. and Druckenmiller, B. (2004) ‘Reputation and the corporate brand’, Corporate
Reputation Review, 6 (4), 368-374.
Chapleo, C. (2005) ‘Do universities have ‘successful’ brands?’ The International Journal of
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Cutlip, S.M., Center, A.H. and Broom, G.M., (2000) Effective public relations, 8th ed., Upper
Saddle River, NJ: Prentice Hall.
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