ABSTRACT
This chapter reviews the development of marketing ideas and marketisation policies in UK Higher Education (HE). In contrast, marketing in UK HE was first espoused as a useful perspective partly because it offered new ways to embed academic and educational values in HE management. The negative connotations of marketisation emerged later as part of new public management, and the spread of managerialism, debasing the debate and leading to an unduly sweeping disavowal of the market by many in HE who should know better. The preferred solution in most countries was new public management, emphasising specification of outputs, performance measurement to improve management and business practices such as contracts for service, increased competition between HE providers and a quasi-market framing students as customers. Michael Power criticised the first phase of new public management in The Audit Society, and in The Risk Management of Everything argued that external surveillance through audit was being supplanted by internalised controls through risk cultures.
