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                <text>Strategic marketing of higher education encompasses the efforts made by tertiary or higher education institutions to develop a better understanding of the needs of their prospective customers in order to design products and services to meet and exceed these needs. These marketing activities of tertiary institutions should usually be carried out through the execution of purposeful conversations with all the university brand stakeholders, and this is the function of brand marketing communications. Brand marketing communications seeks to integrate multiple consumer contact points that occur through the purchase of commercial messages in paid, earned, and owned media to deliver persuasive and impactful statements about higher education brands. Persuasive brand communications is a critical pillar in the successful marketing efforts of universities worldwide, and this new edited book focuses on marketing and brand communication issues from an African perspective. This chapter introduces the coverage and contents of the book, highlighting the different themes and chapters.</text>
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                <text>This book explores the challenges and precarity of higher education post-pandemic, explicitly focusing on higher education in emerging countries. Looking beyond the pandemic, the editors and contributors provide a holistic view of the residual legacies of global health crises like COVID-19 in developing countries. The book calls for the need to reimagine, reevaluate and reposition the higher education system: exploring the challenges experienced by students, staff, administrators and other stakeholders. Bringing forth insights from researchers, practitioners and senior leadership, the book shares theoretical and practical insights on dealing with the aftermath of a pandemic and what can be learned for the future. It will be of interest and value to researchers, practitioners and leaders who wish to understand a develop new approaches for their teaching and management post-pandemic.</text>
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                <text>This chapter offers an overview of important aspects of how public sector entities across the African continent are leveraging digital and social media channels to achieve various strategic ends, including enhancing public communication, more effectively engaging citizens in democracy and governance, improving public service delivery, crisis communication and management, government image enhancement, boosting internal communication within public sector organizations, and achieving financial goals. The chapter profiles significant facets of the African sociocultural milieu, including some contemporary stimulants and barriers to digital and social media use by public sector organizations across Africa. Overall, the chapter illuminates patterns of employment of major social media channels by public sector organizations in Africa. It uniquely positions the book as helping develop a systematic approach to understanding many transformations taking place within the African public sector landscape, with the view to enriching understanding of social media practices and how these could be better integrated into the operational activities of public sector institutions in Africa. It discusses integrated literature review and textual analysis as major methods for collecting and analysing data for the entire book and describes the overall structure of remainder of the book.</text>
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                <text>This chapter highlights the potential of an unexplored African Professional Football League to leverage its brand through effective marketing communications. The chapter is primarily documentary analysis-driven, drawing upon a mixture of official statistics, contingent literature and personal observation, especially the on-pitch performance of the Rwanda Professional League Football. Considering the sponsorship deals the government of Rwanda has with Arsenal Football Club in the English Premier League, and the VisitRwanda visibility, it is surprising that the domestic league is less globally visible. Interestingly, the league recently secured a sponsorship deal with the local brewer, Bralirwa, promoting a change of label Primus National League due to agreed naming rights with the domestic brewer. Arguably, football leagues are quasi-government entities and deserving of the label, public sector. Overall, the chapter advances a potential avenue for a perception change of global observers (including potential investors) of the football league in a country at the forefront of African development.</text>
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