Dr. Greg Jordan spent nearly two decades as president of King University in Bristol, Tennessee. Since retiring from his position with King University, Dr. Greg Jordan has continued to develop higher education business strategies.

1. By Greg Jordan, King University

2.  Dr. Greg Jordan spent nearly two decades as president of
King University in Bristol, Tennessee. Since retiring from
his position with King University, Dr. Greg Jordan has
continued to develop higher education business strategies.
The business canvas model provides an integrated
structure within which to build or modify a business plan.
At the core of any business, including higher education,
lies its value proposition(s). In exchange for tuition & fees,
students are offered transformational learning experiences
leading to an academic or professional degree. Calculating
the value proposition of academic and professional
degrees is complicated since a significant portion of the
learning experience is reflected in personal, social and
intellectual growth.

3.  While this type of growth is invaluable, it is
nonetheless costly. Quantifying the value of higher
education is often determined by the anticipated life
time value of the degree, the annual salary multiplied
by the number of working years.
The business canvas model (BCM) addresses the
following: value proposition(s), customer
relationships, customer segments, key partners, key
activities, key resources, channel management, cost
structure and revenue streams. A viable business
entity, one with a sustainable competitive advantage,
is one that has developed a comprehensive,
integrated plan utilizing all of the BCM components.

4.  Because the cost of higher education has increased
significantly, well above annual cost of living
adjustments, greater levels of financial support have
been required from key stakeholders. Those
stakeholders include federal and state governments,
student families, alumni, friends of the schools,
creditors, employers and students. As a result of
these increases in financial support to higher
education, the industry has received greater scrutiny
which includes quantitative metrics and analytics
regarding institutional value proposition(s). Higher
education is ill-prepared for this level of scrutiny.
These analyses and inquiries reveal the challenges of
managing higher education institutions.

5.  Unfortunately, this additional scrutiny is exacerbated by the
challenges of diminishing institutional resources, reduced target
markets, diversified customer segments, evolving academic
delivery systems and distributed learning sites, an expanding
regulatory environment, uncertainty regarding demand for
existing programs, modified partnerships, deferred maintenance
and new construction, cost of academic and administrative
technology, increasing debt structures and diminishing cash
flows. Developing a comprehensive, integrated business plan has
its challenges in higher education.
Greg Jordan led and served King University through the largest
expansion program in its history, guiding its development from a
baccalaureate degree granting institution to a doctoral degree
granting institution. The University now offers an associate’s
degree, bachelor’s degrees, the M.Ed., MBA, MSN and DNP (2013)
and is comprised of seven schools.

6.  Net tuition revenue was increased by 729% between 1997-
2013. Financial resources were increased by successfully
completing two capital campaigns, the largest of which
exceeded $50 million.
Public-private partnerships with Tennessee and Virginia
Community College Systems were developed, creating
fourteen new instructional locations. King became the
largest recipient of transfer students among Tennessee
independent institutions from public institutions in
Tennessee in 2012 and 2013.
These initiatives were accomplished through the
development of a new comprehensive, integrated business
model in support of the institution's mission and vision.