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Branding South Africa

Brand valuation is a first for SA university

In what is arguably a first for a South African university, Professor Roger Sinclair, director of Brand Leadership, used the world-renowned BrandMetrics methodology to measure UNISA's brand equity, which stands at R157.9 million.

The BrandMetrics methodology, developed by Professor Sinclair over a period of five years at Wits University has been used to measure over 300 South African brands in the last three years.

In the methodology, brand recognition, profits (or value) derived as a direct result of the brand, and its sustainability are consolidated, into a single figure that can be listed as an asset on the balance sheet.

"The brand value is a testament to the strength and value of the UNISA brand name, and reinforced our decision to retain the name UNISA, following its merger with Technikon SA and the incorporation of Visa University (Vudec)," said Prof Nyameko Barney Pityana, Vice Chancellor and Principal of the new UNISA.

The valuation validated earlier research findings among stakeholders of UNISA, Technikon SA and Vudec to retain the UNISA name as the preferred name for the merged institution.

The survey, conducted by Learning Strategies, established that 83% of UNISA respondents, 84% of those of Technikon SA and 51% from Vudec, preferred the UNISA (University of South Africa) name.

The three institutions that combine to form the new UNISA has resulted in the largest distance education university on the African continent with over 200 000 students and 5000 staff members. UNISA is now ranked among the top 12 mega-universities in the world.

Two Tone Design and Brand Leadership won the bid to develop the new UNISA's brand.

"The UNISA brand is world class with a strong heritage," says Brand Leadership and Two Tone Design co-owner, Thebe Ikalafeng. "The new brand embodied the combined 180-odd years of experience and academic excellence that the merger brought together, while leveraging the 130-year old UNISA name," he added. "It also had to compete with local and global higher education providers for staff, students and funds," he added.

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