- Aug 2020
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www.kornferry.com www.kornferry.com
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“Anger transformed to service creates purpose-driven value, while anger without purpose tends to destroy value,”
Anger transformed to service. I like that.
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Communicate with realness, clarity, authenticity, and regularity
I might substitute substance for realness, since I think it's about the same as authenticity.
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- Jun 2016
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www.theatlantic.com www.theatlantic.com
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The more an institution can do to describe its current tuition as both affordable and competitive, the greater its appeal to prospective students. Advertising must emphasize financial factors, and specify why financing an online education will not be a burden.”
An issue for Wake.
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once they learn about it.”
Comments are interesting. I note that only one of them talked about the value of online education at all. That used to be ALL the comments on articles like this.
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Noodle Partners, is an OPM that uses flat fees-for-service instead of tuition-sharing.
We should look at them.
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Democrats have filed bills in U.S. Senate to limit the use of federal funds for marketing and recruitment at all higher-education institutions—a policy change that would almost certainly apply to the marketing and recruiting tactics of nonprofit and public schools. And the OPM and online college markets may face pushes for reform from other places as well.
Be aware.
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but many students don’t shop
That will change. Students are getting more savvy already.
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online programs are, on average, more expensive than their traditional counterparts.
Not surprising to me. There really aren't any shortcuts to quality. Well, maybe not yet. Maybe the MOOCs will still teach us something about scaling education. Some education might be good that way. Some may always be better with the high touch approach and that just costs. There is also the tremendous cost of marketing and recruitment that goes into online programs at much greater rates than face to face ones. That may be what is showing up here. Depends on what they counted.
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Because OPMs make money based on a percentage of the tuition paid, they face pressure to push students to less selective and more expensive programs. From their perspective, there’s no point in getting 30 percent of a $20,000 program that might reject a student when they can get the same student into a program that nets 70 percent of $50,000 and will take just about anyone. “If a school depends on an OPM to market its online program, that program had better cost more, admit more, and pay the OPM more. Otherwise, OPMs have better, more profitable options and I know for a fact that happens at some OPMs,” Katzman told me.
The analysis of why companies would want to recruit for more expensive programs (like ours) was logical and illuminating, but at the same time, Pearson hasn't put any pressure on us to lower admission criteria for the Counseling program, beyond asking for waivers or possible elimination of the GRE, which some schools are doing even apart from online education. They are rather trying to figure out how to sell our value proposition as one where we are selective.
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(A representative of 2U declined to comment, while Academic Partnerships, Bisk, and Wiley Education Solutions didn’t respond to interview requests.)
Interesting that Todd Hitchcock was the only one willing to talk to them. Nothing he thinks he needs to hide?
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“Online [education] is more of a danger than ground campuses because the lack of any physical space means there is unlimited potential for rapid, irresponsible growth.”
True. We should be mindful of that if or as we grow. We need to reinvest in student and faculty support commensurate with size.
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“a lot of telemarketing. Of the more than 400 workers employed by Academic Partnerships, 50% work the phones–and the e-mails–in a sprawling call center … The three Rs here being recruitment, retention and revenue.”
This isn't at all how Pearson markets it's programs. They work in small business units where the course dev, marketing, recruitment, and student services all serve one school.
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The practice of sharing online tuition revenue between a company and a college is a holdover from the dark ages of the internet when education institutions first decided they should teach online. About 20 years ago, colleges were ill-equipped and unprepared to forge into the wilds of the inter-webs, so many of them contracted with eager technology providers to adapt courses into online resources, design student learning platforms and, importantly, market the programs and recruit students.
The author's characterization of the "dark ages" of online education isn't quite right. The OPMs came after the dark ages of schools trying to do it all on their own. It worked for a while but as technology improved and more competitors got out there, they needed the support of OPMs to compete. Because they couldn't afford to do it that well that quickly.
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