A conceptual model of brand‐building for B‐schools: an Indian perspective

Abstract

Purpose

MBA education in India is facing the same challenges as business. Upheaval of technology, changing customer expectations, global competition, online courses and societal responsibility are the major concerns. Failure to adapt to these challenges will question the academic contribution to business practice. Business school (B‐school) branding is crucial to distinguish the services provided by one B‐school from another. Considering the importance and relevance of adapting to the changing market forces, the purpose of this paper is to propose a conceptual model of brand‐building for Indian B‐schools.

Design/methodology/approach

A range of published literature related to the topic is thoroughly searched. The paper examines the viewpoints of various scholars with regard to the role of a student in a B‐school. The services marketing perspective is analyzed and the gaps are identified through a robust literature survey. Based on the literature survey, an original conceptual model for brand‐building for B‐schools is proposed.

Findings

Some B‐schools have adopted certain branding activities, but extant literature review reveals that B‐schools in India do not practice an organized holistic approach to branding activities.

Originality/value

The proposed conceptual model is stage one in the process of understanding what goes into building a B‐school brand. Stage two would empirically test the proposed conceptual model of brand‐building. The proposed model is holistic, considering the role of important stakeholders such as students, faculty and corporate. This conceptual model will help B‐school management to understand the role and importance of branding B‐schools. It will provide an insight into the various parameters on which a B‐school brand has to be built.

Citation

Shahaida, P., Rajashekar, H. and Nargundkar, R. (2009), "A conceptual model of brand‐building for B‐schools: an Indian perspective", International Journal of Commerce and Management, Vol. 19 No. 1, pp. 58-71. https://doi.org/10.1108/10569210910939672