The Confusing Tale of Purdue Global and Its Parent Campus
In the final chapter of our three-part series, we delve into the complex relationship between Purdue Global and its parent institution, Purdue University. A story that begins with a bold acquisition and ends with lingering questions.
The Birth of a Partnership
It was April 2017 when Mitch Daniels, the president of Purdue University, stood before a room of trustees and declared their partnership with Kaplan Higher Education as solid as an ironclad. Kaplan, the company behind the for-profit, online Kaplan University, was now part of the Purdue family, and Daniels assured everyone of its strength and academic quality.
A presentation slide deck, available online, highlighted Kaplan's high academic standards, financial stability, and reputation. Kaplan, owned by Graham Holdings Co., was described as a "highly revered entity" with a significant place in American history. But here's where it gets controversial...
The Marketing Machine
Purdue Global, the new name for the online school, quickly leveraged its affiliation with the prestigious land-grant institution to attract students. It positioned itself as an extension of Purdue's quality, with its self-description beginning with the powerful statement, "backed by the power of Purdue University."
Over eight years, Purdue Global spent approximately $1 billion on marketing, with a significant portion of its budget dedicated to spreading the message that its trustworthiness stems from its Purdue connection. A marketing guide developed for its 2023 rebranding sums it up: "They will trust a degree from Purdue Global because it’s backed by Purdue."
But is it really that simple?
The For-Profit Education Bubble
The school that Purdue acquired was part of a booming online, for-profit education sector around 2010. Unfortunately, this boom left many students burdened with substantial student loan debt for degrees that failed to deliver on their promises. By November 2022, a landmark settlement in Sweet vs. McMahon forgave over $6 billion in student loans paid to mostly for-profit schools, sending shockwaves through the industry.
The writing was on the wall. A letter from the Higher Learning Commission, sent to Daniels in 2018, reviewed the reasons for this unusual partnership between a for-profit company and a public research institution. It highlighted Kaplan's desire to move away from the for-profit sector due to industry "headwinds" and the demise of some of its peers.
Student Confusion and Misunderstandings
Despite Purdue Global's pervasive marketing, some students remain confused about its relationship with Purdue. Tom Dunne, a recent Purdue Global graduate with a bachelor's in cybersecurity, is a case in point. Dunne, a resident of Schererville, Indiana, had tried community college and satellite campuses, including Purdue Northwest, before settling on Purdue Global due to its familiarity and resident discount.
However, Dunne was unaware that Purdue Global and Purdue Northwest offered incompatible programs, even though both schools provided a bachelor's of science in cybersecurity. He discovered online that Purdue Global was essentially a rebranded Kaplan, which he found odd, considering no one had clarified this earlier.
Despite his initial confusion, Dunne enjoyed his experience at Purdue Global. However, he graduated believing he would receive a Purdue University diploma, not the one that arrived with "Purdue University Global" emblazoned on it.
A Web of Misconceptions
Dunne's story is not unique. The Journal & Courier spoke to five current and former Purdue Global students who expressed different misunderstandings about the school. One student, Colleen Ashly, was told by an admissions counselor that Purdue Global was an online extension of Purdue's West Lafayette campus, accessible to anyone worldwide due to its online nature.
Online forums and comments on social media further perpetuate the confusion. A comment on Purdue Global's Facebook group states, "While (Purdue Global) bought Kaplan, the education comes from Purdue itself because it is considered one of their many campuses."
Marketing vs. Transparency
Kati Pratt, Purdue Global's chief marketing officer, has played a significant role in shaping the school's image. She led the "Next Giant Leap" campaign at Purdue's main campus and crafted Purdue Global's current messaging focused on comebacks. Frank Dooley, chancellor of Purdue Global from 2020 to 2024, aimed to "put more Purdue into Purdue Global" through marketing, believing the Purdue name made a huge difference in attracting students.
However, not everyone is convinced. David Sanders, a professor of biological sciences at Purdue's main campus and a critic of the Purdue Global deal, believes they've let the marketers run the show. He argues that the main campus newsletter has shifted from showcasing Purdue's achievements to promoting the Purdue brand, with daily mentions of Purdue Global.
A Senate Committee's Findings
In Spring 2024, the university senate formed a committee to investigate the overlap between graduate programs at Purdue Online and Purdue Global. The committee aimed to make recommendations for better coexistence but found itself drifting towards marketing concerns. Of the four recommendations made, two focused on marketing transparency.
The committee suggested changing Purdue Global's tagline to emphasize the main campus's oversight role and avoiding mixing data and rankings for the main campus and online offerings. The committee chair, Elizabeth Richards, noted that the confusion stemmed from the different marketing approaches, leading to misunderstandings about each entity's role.
A History of Transparency Concerns
The senate committee's concerns echo those raised by the Higher Learning Commission during its 2017 accreditation review of Purdue Global. The HLC team interviewed Purdue officials, students, and faculty about the deal and noted potential confusion, especially for outsiders, regarding the nuances between Purdue and its regional campuses.
The HLC required Purdue Global to clearly explain the differences between itself and the rest of the Purdue system to its students. It also asked Purdue to create a clear communication and marketing plan stating the relationship and autonomy of each campus.
Conclusion: A Call for Discussion
The story of Purdue Global and its parent campus is a complex one, with marketing and transparency at its core. As we conclude this series, we invite you to share your thoughts and opinions. Is marketing an essential tool for attracting students, or does it sometimes blur the lines of truth? How can institutions like Purdue strike a balance between promoting their brand and providing clear, transparent information to students? We'd love to hear your thoughts in the comments below.
