Makerere University’s Research-Led Agenda through the Lens of the Service Marketing Triangle

Abstract

Using the Service Marketing Triangle framework, this study analysed Makerere University’s external, internal, and interactive marketing of its research-led agenda to identify key misalignments. A narrative literature review design was employed to synthesize theoretical and empirical studies, policy documents, institutional repositories, and reports accessed through major online databases. The findings show that externally, Makerere University deploys its strategic plan, research policy, branding initiatives, and communication strategies to articulate a research-led value proposition. Internally, the university invests in staff training, motivation, and a research-enabling environment. Interactively, academic staff provide graduate supervision and mentorship, generate research outputs, and engage in knowledge creation and collaboration. However, significant misalignments persist, including overloaded, under-resourced, and demoralized staff operating within research-inefficient systems as they supervise graduate students, manage research grants, and collaborate with partners. These gaps weaken the university’s impact on students, government, policymakers, donors, and communities. The study recommends that Makerere University improves recalibration of its external, internal, and interactive marketing efforts to align the research-led agenda with stakeholder expectations.