Like most educational consultants, I work both in higher education and independent school markets. This allows me to note similarities and contrasts between the two. Of course, the two sectors share much in common. Yet there are differences in the way they approach the marketing and communications function.

One thing specific to the independent school sector is heavy reliance on high-volume, independent-school-focused vendors. Schools like to hire the same folks who did the work for the other independent schools down the road. To some extent, this is a natural and valid tendency – there are strong arguments in favor of hiring a consultant with prior segment experience. But independent schools take this tendency to an extreme. They overwhelmingly work with the same group of independent school vendors. The results are predictable – most of the work that independent schools produce is broadly similar and fails to differentiate the institutions from their (ahem, sorry to mention this unpleasant reality) competitors.

I am working now in one of the large, robust East Coast independent school markets. Their are a handful of “top-tier” schools and beneath them many other schools jockeying for position. Tuition hovers around $30,000 per year. Within that market, there are several dominant marketing vendors – the viewbooks and websites for many of the schools are produced by the same firms.

I mean the same firms. Not similar firms. When one of the top-tier schools gets a new website or viewbook, the other schools seem to take this as a sign of approval and get on board. How crazy is that?

On some level, the goal for these schools needs to be about differentiation. Yes, I guess it’s helpful to have a family resemblance to top-tier institutions but it’s definitely not sufficient. If these schools are to thrive, they need to develop a distinctive presence.

Here’s another point – if you want to look for really good examples of educational marketing you don’t look to top-tier institutions. Prestige plays such an overwhelming role in perceptions of quality that top-tier institutions have little pressure to market themselves well. (In this way, the dynamic is exactly the same as in the higher education sector.) In most cases, top-tier independent day schools have mediocre websites and bland viewbooks. But just because a top-tier institution has blessed a particular vendor, the other schools in the category believe their problems will be solved if they also sign up.

It will be interesting to see if, in the new more challenging economic landscape, more independent schools will have the courage to break from the pack. Opportunities certainly exist. The herd mentality of the sector creates ripe opportunities for those with the courage and conviction to swim against the current.