Focusing and working locally - while reaching globally

Focusing and working locally – while reaching globally

Nathaniel HarvattProduct Marketing PartnerTribal

Daniel BarrassMarketing Business PartnerTribal

1

A changing landscape…

Reduced government support

Rising public scepticism about the value of a degree

Increased institutional competition

Emergence of disruptive technology

Universities worldwide are grappling with powerful forces colliding at once

Increasing Student Expectations

Removal of student cap

Attract successful studentsImprove student retentionIncrease student successStudent employability

Institution goals

Impacts

A changing landscape…

As technology evolves and the financial climate shifts, the world of Higher Education is changing quickly and dramatically.

Universities are deploying new strategies to Attract Students, Cut Costs and Increase Revenue in the hope of developing a sustainable business model for the future.

Students Expectations are Changing

These 21st century learners have choices. Empowered by technology’s broad reach, they act more like a consumer than a student, comparing products and selecting the best fit for their individualized needs. What’s more, today’s learners are learners for life. Gone is the norm of a once in a lifetime education.

Students today want just-in-time learning to gain employment or a higher paying job. Degrees are not necessarily as important as learning outcomes and life experiences.

• How do you recruit, retain and satisfy students?

• Which students do you recruit?

• Do you diversify or focus on core competencies?

• How can technology help?

The burning questions…

Student Recruitment

Universities are allocating more time and money to marketing open days, engaging with students on social media, improving their prospectuses and developing their university websites.

Social media is a great marketing tool for recruiting students, but needs to be used in the right way.

Don’t use it to advertise, but as a tool to engage. Invest in the stories you place there, whether that be capturing and celebrating the student experience or creating content to provoke that engagement.

Data challenges

There is too much data to see what is going onKnowing what data matters

How do we use our data more proactively?

Segmentation

Collect DataPredict andunderstand

Patterns

Relationships Trends

Behaviours

What to do with the data…

Student Expectations

Most students now come to university having already embraced mobile technologies, social media, and online service delivery, and many students are also highly consumer oriented, able to navigate the choices open to them in the higher education sector and less forgiving of offerings that fail to meet expectations.

Challenge Description Customer Impact

1. Student Engagement

Students want to be engaged in the online environment through collaboration, connection, and communication with their peers and the University

1. Consistent online experience – connected and seamless systems

2. Surveys to benchmark and measure student experience

3. Expand channels (social media, chat, SMS, Alerts etc.)

4. Improved Online Support Services

2. Flexibility Students expect flexibility in accessing the resources and services they need to support their learning, regardless of time or location

1. 24 x 7 access to resources – online deliver (i.e. electronic assignments etc.)

2. Anytime, Anywhere and any device

3. User Friendliness Students want the University’s online environment to be simplified, user-friendly, and consistent

1. One common university process 2. Online where possible – all in one location3. Highly customer focused services4. Courses – easy to plan and navigate (within

rules and resolutions)

Student Expectations

Challenge Impact Description Customer Impact

4. Personalisation Students want to be known by the University as an individual, either through personalised interactions with staff or through the ability to personalise the online environment.

1. Provide ability to personalise digital workspace - resources and services which they believe they will use frequently

2. Assumes they capture student data and relevant information, and use these to inform and support services and interactions

3. Need to suggest pathway options to each student based on the courses they have completed and their academic performance. These options should be specific to each student and their chosen award

5. Supportive Environment

In order facilitate a connected learning community, students and staff need a supportive environment that provides suitable and reliable tools and equipment, and access to training.

1. 24 x 7 support for students2. Online knowledge base and interactive

support for service requests 3. Case management (appeals / hardship etc.) 4. Establish SLA’s and make staff responsible5. Establish planning tools (open day planning

etc.)

Increased Competition

Governments are increasingly moving towards market-based models for the delivery of education services, for a variety of reasons. In part, increased competition and contestability between public and private providers have the potential to deliver improvements in efficiency, innovation and choice.

Under the government's "competitive neutrality" policy, public institutions will cease to enjoy advantages over private sector groups simply because they are government-run or owned.

Deregulation has increased private provision, with Online learning as a key focus. Private providers at forefront of technology innovations.

Increased Competition


1. Profitability Vs Social Responsibility

Private for-profit education can cater for non-traditional markets in a cheaper, accessible format - The commercial model calls for bigger volumes and shorter courses

1. Understand segments2. Review and develop targeted programs and

services3. Established cost effective deliver methods

2. Technology Private providers are often at the forefront of technology and offer better support for student interaction

1. Develop diverse online offerings right for a different person, or same person at a different time (MOOCs, Flipped Classrooms etc.)

2. Investment in new support mechanisms and infrastructure to support new delivery models

3. Differentiation Private providers have traditionally excelled in marketing their courses by offering flexible short courses

1. Refine recruitment strategy2. Highlight brand

4. Tuition Fees Tuition fees for private providers have traditionally been more expensive due to government support for public education. This model is now changing as government promote competitive neutrality by offering private place funding.

1. Review courses and fees and deliver better visibility in terms of value for money (i.e. living costs, success etc.).

Disruptive Technologies


1. New learning paradigms

Students will study what they want to study, not what academics wish to teach. They also expect content delivered anywhere, anytime.

1. Technology tailored to student needs and segmentation

2. 24 x 7 access to support and recourses - online

2. Institutional and User Adoption

Traditional universities can be slow in adopting new technologies and often need to observe a negative

User adoption of new technologies can be slow in traditional universities. For example lecturers must come to grips with blended modes of teaching and adopt new technologies to do so.

1. Slow to adopt and hence fear of being left behind

2. Cost of risk vs reward

3. Competition from private providers and new institutions

Traditional universities will find it increasingly difficult to compete with new institutions that are able to invest in content without the labour and capital intensive overheads that grind universities down

1. Understanding course costs 2. Need to Review offerings and tailor to

compete

Vision

• Be accessible and responsive anytime, anywhere and on any device

• Ensure sufficient flexibility to create tailored experiences for all students

• Create sustained positive relationships and connections with students

• Create a secure, robust and dependable system that is sustainable now and into the future

• Build inclusive collaborative partnerships that utilize the capabilities and strengths within your University, locally and the global community

• Create a cohesive, integrated and student focused approach to recruitment, retention and success

Why do it?

• Leverage investment in SIS and data

• Greater and more meaningful engagement with students

• Greater understanding of student needs

• Target strategic interventions with the right students

• Drive student progression

Thank you…

Nathaniel Harvatt@NHarvatt

[email protected] www.tribalgroup.com

Daniel Barrass@Tribalgroup

[email protected] www.tribalgroup.com

16