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Institute for Distance and Distributed Learning

Institute for Distance and Distributed Learning. Market Scan/Analysis, Pre-Assessment, Positioning and Strategic Action May 20, 2002. Market Scan / Analysis. Market Scan. California Virtual University Created 1997

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Institute for Distance and Distributed Learning

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  1. Institute for Distance and Distributed Learning Market Scan/Analysis, Pre-Assessment, Positioning and Strategic Action May 20, 2002

  2. Market Scan / Analysis

  3. Market Scan • California Virtual University • Created 1997 • University of California, California State University, and Community and Independent Colleges • Clearinghouse for Existing Online Courses • Western Governors’ University • Created June 1996 by Western Governor’s Association • State Funding, Federal Funding, Gates Foundation, and IBM • Clearinghouse for Existing American Online Degree and Non-Degree Programs

  4. Market Scan • Virtual Temple • Created November 1999 • Temple University • Wholly-Owned, For Profit Endeavor • To Make Temple a “Global University” • ECornell • Created July 2000 • Cornell University • Extend the Reach of Degree Programs in Industrial and Labor Relations

  5. Market Scan • NYUOnline • Created November 1998 • New York University • Wholly-Owned, For Profit Organization • Developing Course for Business and Other Clients out of the University’s Curriculum • eMBA • Create November 2000 • SUNY Buffalo College of Business • Online Masters Program

  6. Market Scan • Fathom Consortium • Created March 2000 • Columbia University, London School of Economics, University of Chicago, New York Public Library, et al. • Offer Corporate Training and other Continuing Education based on Existing Curriculum • Other Specialized Lifelong Learning Courses

  7. Market Status • California Virtual University • STATUS: Abandoned April 1999 • Western Governors’ University • STATUS: Reconceived 2001 – Teacher Training • Virtual Temple • STATUS: Abandoned July 2001 • ECornell • STATUS: Reorganized March 2001 – Medical and Hospitality • NYUOnline • STATUS: Abandoned 2001 – Invested over $20M • eMBA • STATUS: Abandoned March 2002 • Fathom Consortium • STATUS: Reassessing Program – Invested over $25M

  8. Market Analysis • “Cannot be Everything to Everybody” • Current Market = Big Failures with Big Investments • Non-Profit Companies Competing in For-Profit Arenas • All Major Publicly Traded E-Learning Companies Losing Millions in the B2C Space • Market Saturated • Mass Consolidation • Consumer Demands High Functionality, Low Price • Insanity = Watching Others Fail and Following in Their Foot Steps

  9. Program Pre-Assessment

  10. SWOT Analysis • Process and Initial Feedback • Program / Initiative Assessment is a Team-Based Project Requiring Active Dialogue from All Participants • Seed of SWOT Analysis gathered through conversations with 6-8 team members • Situational Analysis • Aggregate and Analyze SWOT Findings

  11. Strengths • Solid Production Team • VT Brand • E-Commerce Infrastructure • 24/7 Support Infrastructure • Network of World-Class Faculty • Relatively Low Overhead • Cohesive Leadership • To be completed by team…

  12. Weaknesses • Efficiencies of Scale • Production Model • Fragmented Customer Focus • Fragmented Product Line • Lack Content • Too Much Content Not Marketable • Alumni Association Relationship • To be completed by team…

  13. Opportunities • Vertical Markets • Value-added Partnering • Regional Businesses • Prospective and Current Students • Grants • Partner on Government Contracts • Enterprise Fund • To be completed by team…

  14. Threats • Training Centers • Most Universities have Courses Online • Publicly Traded Companies • Consortiums • Internal Initiatives • Online Credit-based Courses • To be completed by team…

  15. Positioning and Strategic Action

  16. E-Learning Business Models • Selling Direct / Virtual Universities • Individual providers offer e-learning courses directly to learners with no broker involvement • Partnerships / Joint Ventures • Two or more partners collaborate to provide e-learning courses with non broker involvement • Brand Brokers • An independent broker partners with famous name-brand educational institutions to compete based upon a recognizable credible promise Source: Standing Stones Consulting, Business Models for Distributed Learning: 2000

  17. E-Learning Business Models • Mall / Aggregators Brokers • Individual institutions register their offerings in an online “yellow pages” of e-learning courses • Regional Consortia • A group of learning institutions, typically regionally based, collaborate to provide learners with better learning and to share costs and services • Channel Suppliers • Individual institutions take advantage of an existing Web marketing channel to offer courses to a well-defined market segment Source: Standing Stones Consulting, Business Models for Distributed Learning: 2000

  18. Current Positioning • VTalumNet – Selling Direct • Lifelong Learning • Market Courses to VT Alumni • Portion of Courses Co-Branded with MindLeaders • Same Infrastructure as VTOnline • VTOnline – Selling Direct • Non-Credit • Currently Marketed through Mass Media • Toeholds: Sealants, Diseases, & Architecture • Portion of Courses Co-Branded with MindLeaders

  19. Initial Market Recommendations • We cannot be everything to everybody! • Capitalize on “low-hanging” fruit • Maximize revenue from existing courses that are target marketable • Align with strong industry partners, initiatives, brands, or faculty members • Enable existing programs to become stronger players in their vertical markets* • Partner with World-Class brands* • Nothing less than the best • Invigorate team with Entrepreneurial spirit

  20. Potential Market Opportunities • Prospective and Current Students • Facilitate the Skill Development of Students Interested in Attending, Currently Attending, or Recently Graduated • Virginia Tech Faculty • Enable VT Faculty Members to Expand Scope of Grant and Research Opportunities and Resources • Enterprise Fund • Create Awareness and Clarity Regarding Value Proposition to Faculty Members and IDDL

  21. Potential Market Opportunities • Masters in Information Technology • Chunk Static Content and Target Market • Virginia Tech Centers and Institutes • Value-Added Partner • Align with Strong Markets with Need of Knowledge Transfer between Academia and Industry Partners • Enable an External Consortium –VBI Example • Small Business Learning Network • Build Regional Constituency • Co-Brand: Leadership and Ethics??

  22. Proposed Strategic Plan Process • Market Research and Analysis • SWOT and Situational Analysis • Build “Sunflower” Model • Program / Initiative Identification, Design, and Development • Identify Key Stakeholders and Partners • Turn into Program / Initiative Champions • Collaborate on Strategic Plan development • Focus and Execute • Process / Order Critical: Ready, Aim, Fire

  23. Next Step…

  24. SWOT Data Collection • C. Lattimer will email everybody on initial SWOT thoughts • Add, Subtract, or Change given your opinions and experiences • Anonymous Input • Email – clattimer@vt.edu • Deliver Envelop to Dot Eaton addressed to “C. Lattimer” • Aggregate findings will be assessed and presented to department next week

  25. Questions or Suggestions? Send Comments to: Charles Lattimer clattimer@vt.edu

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