The Battle for the Educational IndustrialComplexTeam Coursera: Ji Hong, Chris Kluesener, Kobi (Yacov) Magnezi, Jonathan So...
Presenting
Round 1
Drivers:The goals management seeks to reach To provide affordable access to those who didn’t previously have opportunity ...
Current strategyThe road the organization has been following to reach its goals Using a distribution channel platform   –...
CapabilitiesYour strengths & weaknessesSTRENGTHS                                                      WEAKNESSES Human ca...
AssumptionsThe organization’s beliefs about the road ahead Quality education is inaccessible for much of the population....
Future strategyYour organization’s message to the market as it aims to reach its goals“Coursera: Compete Your Core with El...
Round 2
Adjusted strategy“Coursera: Compete Your Core with Elite Universities and Professors” Drive development of online curricu...
Customer segment            |   © April 12, 2013   |   The Battle for the Educational Industrial Complex - Team Coursera  ...
Revised model                                                  $                                                          ...
Strategy in response to the scenarioCompetitors response                                                                  ...
Strategy in response to the scenario   BAAHT-13              • This enhance our brand credibility              • It allows...
Early morning indicators Category: Social/Economic Indicator: Degrees are no longer the primary metric for employability...
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FULD competition - The future of education

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Boston University School of Management team presents Coursera, online education company.
Team members: Ji Hong, Chris Kluesener, Kobi (Yacov) Magnezi, Jonathan Sobin, Adriane Musgrave, Renato Orozco Pereira, Brent Ellis, Adam Williams, Kelly Mackey.

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FULD competition - The future of education

  1. 1. The Battle for the Educational IndustrialComplexTeam Coursera: Ji Hong, Chris Kluesener, Kobi (Yacov) Magnezi, Jonathan Sobin, Adriane MusgraveRenato Orozco Pereira, Brent Ellis, Adam Williams, Kelly MackeyFuld & Company25 First Street, Suite 301 | Cambridge, MA 02141 USAphone: +1.617.492.5900 | fax: +1.617.492.7108Boston | London | Manila | Singaporewww.fuld.com
  2. 2. Presenting
  3. 3. Round 1
  4. 4. Drivers:The goals management seeks to reach To provide affordable access to those who didn’t previously have opportunity – Began as Social Entrepreneurship – Founded in the belief that education is a human right To be the best online educational experience To develop a sustainable business model that satisfies our investors | © April 12, 2013 | The Battle for the Educational Industrial Complex - Team Coursera Page | 4
  5. 5. Current strategyThe road the organization has been following to reach its goals Using a distribution channel platform – Building large bases on all sides of the market (students, content and employers) – Not currently producing content Experimenting with various revenue strategies – Mainly free to users – “Freemium” signature track – Hosting service for universities (Referral model) – Career services & corporate partnerships Simultaneously seeking accreditation and certificate acceptance – Including a validation and refinement of assessment Valuing themselves as potential job board | © April 12, 2013 | The Battle for the Educational Industrial Complex - Team Coursera Page | 5
  6. 6. CapabilitiesYour strengths & weaknessesSTRENGTHS WEAKNESSES Human capital dedicated to a  Unproven revenue model superior online education model  High rate of dropouts A financial cushion to “get it right”  Most courses not yet accredited Partnerships with elite universities who are first movers | © April 12, 2013 | The Battle for the Educational Industrial Complex - Team Coursera Page | 6
  7. 7. AssumptionsThe organization’s beliefs about the road ahead Quality education is inaccessible for much of the population. Current U.S. higher-education costs are unsustainable. There is a mismatch between market needs and the higher-education system. We have designed a better way to learn online. Our model is scalable. Coursera and traditional universities can coexist. | © April 12, 2013 | The Battle for the Educational Industrial Complex - Team Coursera Page | 7
  8. 8. Future strategyYour organization’s message to the market as it aims to reach its goals“Coursera: Compete Your Core with Elite Universities and Professors” Drive development of online curriculum Pilot a hybrid degree program Work closely with accreditation bodies to enlarge accredited course pool Continue to research and actively communicate student outcomes Continue to offer low-fee certificate program | © April 12, 2013 | The Battle for the Educational Industrial Complex - Team Coursera Page | 8
  9. 9. Round 2
  10. 10. Adjusted strategy“Coursera: Compete Your Core with Elite Universities and Professors” Drive development of online curriculum Pilot a hybrid degree program Work closely with accreditation bodies to enlarge accredited course pool Continue to research and actively communicate student outcomes Continue to offer low-fee certificate program | © April 12, 2013 | The Battle for the Educational Industrial Complex - Team Coursera Page | 10
  11. 11. Customer segment | © April 12, 2013 | The Battle for the Educational Industrial Complex - Team Coursera Page | 11
  12. 12. Revised model $ Core courses C1 UF Admit UF Coursera Content $ C2 Knowledge Free courses Seeker $ | © April 12, 2013 | The Battle for the Educational Industrial Complex - Team Coursera Page | 12
  13. 13. Strategy in response to the scenarioCompetitors response Alternate online Traditional provider SNHU, UOPX education providers (Edx, Udacity) • Create their own • We are targeting • Open platform online education different provides access • No cost saving customers but not quality • Partner with online education provider • Create a metrics that demonstrates how we help students and partners recognize saving | © April 12, 2013 | The Battle for the Educational Industrial Complex - Team Coursera Page | 13
  14. 14. Strategy in response to the scenario BAAHT-13 • This enhance our brand credibility • It allows us to focus on the method of educational Light content delivery Accelerator • Bring us closer to accreditation • This removes the barrier for traditional institutions but does not remove Coursera competitive Barrier advantage removal | © April 12, 2013 | The Battle for the Educational Industrial Complex - Team Coursera Page | 14
  15. 15. Early morning indicators Category: Social/Economic Indicator: Degrees are no longer the primary metric for employability as. Will monitor gap between the average income of a high school graduate compared to that of a college graduate Effect on Coursera: will need to shift focus from university partnership to direct certification and/or explore partnerships with Fortune 500 and staffing services. Effect on Rivals: EdX and other online platforms will make the same shift. Landscape for higher education changes: low to mid-tier universities are seriously threatened. Top-tier universities, our content generators are still viable. | © April 12, 2013 | The Battle for the Educational Industrial Complex - Team Coursera Page | 15

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