Presentation to the UVU strategic team (CIO + BI + Institutional Research).

1. Data & Advanced
Analytics
Higher Ed
by
David Gonzalez, ZIFF
winners of the Big Mountain Data Competition
david@ziff.io, @ziffio

3. Agenda
1. Competing with data & analytics in Higher
Ed
2. Identify where best to test a POC in your
enterprise
3. Identify requirements for a POC
4. Wrap up
5. Lunch (sponsored by: ___ )

4. Upfront Contract
YES
Business value
Specific to your needs
Getting started and next
steps
Well formed problem
Collaboration
NO
Me-too
Latest hotness
What the big guys are doing
Unrealistic/overly complex
Long lectures

5. introductions
what you hope to gain

7. Engagement MAP

8. Data Products
Data Aggregation
Analytics
Recommended Action
Activity

9. Research
Innovation/
Research
Leadership
Student
Relationships/
Individualized
Instruction
Infrastructure Mgmt/
Operational
Excellence
Economics Early market entry enables
charging premium prices and
acquiring large market
share; speed-to-
patent/funding is key
High cost of customer
acquisition makes it
imperative to gain large
wallet share; economies of
scope are key
High fixed costs make large
volumes essential to achieve
low unit costs; economies of
scale are key
Competition Battle for talent; low barriers
to entry; many small players
thrive
Battle for scope; rapid
consolidation; a few big
players dominate
Battle for scale; rapid
consolidation; a few big
players dominate
Culture Employee centered; coddling
the creative stars
Highly service oriented;
student-comes-frist mentality
Cost focused; stresses
standardization,
predictability, and efficiency
Education* Core Competencies
Business Model GenerationAdapted from Business Core Competencies
early draft

10. Engagement MAP Operations
Who are our
students?
Who succeeds?
Who fails?
Which delivery
methods work best?
Outliers: Students?
Faculty? TAs?
What can be done?
Ready for the next
course?
Paired with the right
instructor/TA?
Going to complete
the track?
Best suited for this
major?
Likelihood of
graduation?
How soon can we
know if they will
succeed?
What’s working?
Resources
utilization?
Scheduling
optimization?
Cost centers?
How long with X
last?
When will X
fail/break?
Forecast price
Competing on analytics

11. Key
Partnerships
Key Activities
PLATFORM MGMT
MANAGING
SERVICES
EXPANDING REACH
Value
Propositions
TARGETED ADS
FREE SEARCH
MONETIZING
CONTENT
Customer
Relationships
Customer
Segments
ADVERTISERS
WEB SURFERS
CONTENT
CREATORS
Key Resources
SEARCH
PLATFORM
Channels
Cost Structure
PLATFORM COSTS
Revenue Structure
KEYWORD AUCTIONS
FREE
Business Model Canvas: Google
Business Model Generation

12. Key
Partnerships
Key Activities Value
Propositions
Customer
Relationships
Customer
Segments
Key Resources Channels
Cost Structure Revenue Structure
Your Business Model Canvas
Business Model Generation
12

13. UVU
FearsBenefits
Experience Wants
NeedsFeatures
Substitutes

14. What must be true?
What must be true in order to
detect/identify/catch ___________________?
● know
● be able to
● profile (story)

15. Inputs
twitter followers:
Skullcandy & Competitors
Facebook page “likers”:
page post likes & some profile
information
Reviews:
Skullcandy & Competitors;
by store, brand, product
Insights
Segments
(e.g. geo,
“snowboarders”,
bought, influential, etc.)
Sentiment
/Reasons
(e.g. good/bad, quality,
innovation, birthday,
back-to-school, etc.)
Clusters
(predictive e.g.
personas, buyers,
users, switchers, loyal,
etc.)
Recommended
Actions
(alerts, “mailing” lists,
offers, etc.)
these are al la carte data points even within
source
insights are cumulative (e.g. clusters are built from segments and/or reasons)
but need not be comprehensive (e.g. a single datapoint can be the basis of
recommended actions)

16. … in order to get the info
● people
● data points
● resources

17. … in order to use it
● metric(s) or key results
● tools
● technology
● expertise

18. Wrap up
Hope
You & your organization will incorporate
advanced analytics as part of your competitive
strategy in your market.

19. Wrap up
Belief
Data & Advanced Analytics can be key in better
aligning your institution with strategic objectives
and can be ideal for helping to measure key
results in the course of meeting those
objectives.

20. Wrap up
Dare to dream
● Innovation as accepted norm in your institution
● Employees feel greater autonomy, mastery, purpose
● Shared, well defined, measurable vision and objectives
● Leaner, more productive organizations
● Delight students, faculty, and the administration

21. Thank You!
info@ziff.io
@ziffio