'Milton brand needs a revamp'

EVERY school should concern itself with building a strong, unique and easily identifiable brand that it can commit to and deliver upon to help build loyalty among its customer base and connect with the community.

Speaking on Thursday at celebrations to mark 107 years since Milton High School was established, Ernst and Young Zimbabwe partner Mr Nqaba Mkhwananzi said a consistent brand connects people at an emotional level and challenged the school to put its stakeholders at ease by rebranding to reclaim its lost glory.

"I have observed the dilution of Milton's brand over the years. Adverse publicity over the last few years has not helped protect the school's brand. The Milton story has evolved from one of greatness, one of conquering obstacles, to one of mediocrity, to one of ill-discipline, to one of disgruntled stakeholders and one of  negative publicity," said Mr Mkhwananzi, also a Milton old boy.

"For a long period, I have felt that there is a strong need to rebrand this great institution. Milton is a great institution that has stood the test of time. I believe the initiative to rebrand Milton is one that is not only appropriate, but long overdue.

"The Milton brand needs a revamp, it needs a refresh and enhancement."

He said the great Milton story had over the years been diluted by economic challenges, bad publicity, dilapidated infrastructure, ill-discipline and low all-round morale.

Mr Mkhwananzi challenged learners and school's authorities to work towards rebranding Milton into an institution that will be favourable, not because of history, but for development and intellectual quality.

Branding, he said, shouldn't just be about the logo, badge or emblem. Although they are important elements, they must involve the visual representation of what Milton stands for; the services it offers or the philosophy it practises.

The Milton brand is the total experience of its product or service, which includes the school's history, location, service and the ease with which people can find and do business with it.

When the school is clear on the brand and can deliver on the promise of the brand, only then can it start to produce fruit.

"For any institution to succeed it must be clear on what it does, why it does it and how it does it. Our vision gives parents a promise to a first rate educational institution, but is that promise being lived up to?" said Mr Mkhwananzi.

He questioned whether Milton understood that parents are its customers, since they pay the bills, and further asked if the way the school does its business or is structured meets the needs of parents.

Milton High headmaster Mr Similo Ncube said the school revenue base had slumped due to a drop in enrolment over the years.

"Because of negative publicity the school has been receiving over the years, our enrolment fell from an average of 1 400 pupils to the current 923," said Mr Ncube.

"The school is working on rationalising the workforce in line with what the school can afford to pay without hindering its capacity to provide quality education."

He said the school was also working on completing 19 projects aimed at improving service delivery and quality results.