Five questions about AU’s branding campaign for Teresa Flannery, director of Communications and Marketing
Are you surprised about some students’ negative reaction to the introduction of the word “wonk” to campus?
No. It mirrors the range of reactions we saw when we tested the concept and what we heard when our student teams started working with it.
Most of you have never heard the word. It sounds odd. Some of the things you first associate with it are pretty funny. Most of the definitions you search are pretty dated or incomplete. But it gets your attention. When you hear it’s “know” spelled backwards, it seems reasonable. Given a current definition or some context — illustrations or examples of people described as different kinds of wonks in the media — you often like it and see how it fits people at AU. Some of you have seen the website, videos and ads, the confident tone, and you think it’s cool. You’re proud. You not only took a shirt, you’re wearing it.
Some of you don’t like it because you don’t want to be labeled. That’s fine. We’re using the term to tell the rest of the world what makes AU distinctive: Smart, engaged people who are focused and passionate about creating change. Students learn from connected and influential leaders, and Washington is a powerful lab for learning. Those are the messages that the campaign materials deliver effectively, which is why the concept was chosen. So if you think this word describes you, sure, embrace it as you get to know it. If you don’t, all we ask is that you understand what it was designed to do.
Do you think enough students were informed or consulted enough in the creative process of conceiving of “wonk”?
Consulted enough? Yes, extensively and repeatedly. Informed enough? Well apparently not enough at the last stage of the process. It’s important to make a distinction between deciding on the creative concept and having input, representation and information.
The group recommending the concept was diverse and represented many constituencies. The University Marketing Task Force, which included students, fully understood the strategy and developed the research on which it was based. That required a serious time commitment and focus. They spent almost two years — with monthly meetings, and tasks in between — to reach the point of making a judgment on the concept.
We solicited input and participation to reach this decision. We interviewed dozens and surveyed all students (and lots of others) to develop the strategy. We presented the findings in campus presentations. We interviewed hundreds to prove the positioning, tested the concept with groups to refine it, and involved student teams to shape implementation. We met elected leaders at each stage and asked for their input. We are confident that with this much input, it is built to succeed.
The concept itself was the last stage of the process and was recommended in April. It was presented to leadership (including student leaders) in May and to many on campus over the summer, even as we were still testing and refining it. When we introduced it during Welcome Week and at Celebrate AU, it was our first chance to present it widely to the community and to encourage your reactions and feedback. But I understand that it felt abrupt. So, we did a good job of soliciting input and maintaining representation, but I understand that you would have liked to be informed sooner about the final stage.
What is the University trying to accomplish with the campaign?
Branding is a process designed to increase awareness, engagement and loyalty among audiences whose support is critical to meeting the University’s strategic goals. The campaign is part of that process.
Awareness of AU is lower than it should be outside Greater Washington. Our reputation lags well behind our quality. We have to recruit, admit and cultivate five prospective students to enroll just one. Competitors with stronger reputations or brands enroll two or three for every five they admit. So we spend more and work harder to get the same results. The same is true in fundraising. We have to spend more to raise a dollar of scholarship aid than peers. Our sponsored research dollars are lower than peers. Higher education leaders rate our quality far lower than guidance counselors do, which affects faculty and graduate student recruitment.
We’re not investing in this to look pretty, though the creative work has been called sophisticated. This campaign is funded as a strategic plan initiative because a strong brand does makes other efforts more successful and less expensive.
What do you see as the role of the wonk campaign in five years?
KNOW/WONK will have raised awareness, improved engagement and pride, and enhanced outcomes from recruitment and research support to employer perception and fundraising. By then, we might be looking for the next concept to tell our story. Our brand — active citizens, learning from leaders, Washington as a powerful lab — shouldn’t change much. It’s who we are. But the campaign is just a handle, and those often run their course. The time comes to look for something fresh to do the job. You’ll be alums by then, reminiscing about wonks you used to know.
Where are you trying to position AU in relation to other area schools?
Some local institutions tout their student’s ambition or reference their ties to power. What is distinctive about AU is the passion we have to use our knowledge for good. I was not surprised that the first wonk T-shirts to run out were Green, Global and Peace. AU was founded to build the nation and we are the most politically active campus in the nation. Whether it is in corporate, non-profit, government or academic environments, we use that activism and engagement for a purpose greater than self-interest. We focus our knowledge and passion to effect change on the issues and ideas that matter in the world.
Our position has to distinguish us nationally and globally, too. The opportunities you have in one week to learn from leaders, whether they are tenured faculty, adjuncts, national leaders or world figures, could not be replicated at most colleges in a whole year.
And last, Washington is a wonderful place to experiment and apply what you are learning. You’re off into the city as soon almost as you get here, benefiting from the rich opportunities to learn and serve.
“Five questions with Teresa Flannery” is the first of our new “Five questions with ...” series, where The Eagle will be asking various members of the AU community five questions about hot issues.
