ABSTRACT
The UK higher education (HE) market has seen institutions seek to differentiate from one another, often utilising the practice and techniques of branding as part of this process.
Whilst there is a general consensus among university management (Chapleo 2004) that this is a necessary and legitimate process as part of the marketisation of higher education that universities have to embrace (Maringe 2005), this view is not without its critics; Jevons (2006), for example, argues that branding often has an unclear purpose and that large quantities of money are spent on branding activity without publicly available research on the efficiency or the outcomes of these investments.
