Online Education Strategy
OUR APPROACH:
For each of our clients, we assess the current online strategy and consider options including the development of a customized model that helps a division or unit understand its potential revenue. Specific services, such as instructional design and digital advertising, play a key role in unit success and our work aims to help you understand the proper level of investment in these areas.
We identify key considerations for successful online strategy including the internal capacity for the division, gaps in services in the current state, and growth potential. We provide a roadmap for hiring or partnering in order to achieve the institution’s goals in the online space.
Online Strategy
Our work in this area includes:
Market Research & Segmentation- Business Plan Creation & Financial Sustainability Analysis for Accreditation Support
- Outsourcing Strategy and Assessment
- Competitive Analysis
- RFP Creation, Vendor Assessment, Negotiation Support, & Contract Management for Online Program Management Vendors
- Strategy & Implementation Support for Building the In-House Online Enterprise
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Connect with Us
Spelman College
Kennedy & Company worked with Spelman College leadership and its Board’s Alternative Revenue Committee to develop a 10-year strategic initiative focused on developing new online programs to serve as alternative revenue sources for the institution. Central to the development of the new plan was a thorough understanding of the market and competition for Spelman’s potential online offerings, as well as primary research on the most promising potential programs. Kennedy & Company produced a full strategic initiative plan for the Board, complete with a 10-year financial and operational prospectus.
University of Louisiana System
Kennedy & Company provided the four campuses within the Louisiana State University System (LSU System) with strategies to transition its online education offerings away from third-party management and towards a fully in-house offering.
Colleges “definitely will be concerned and do have a right to be, but it’s a great opportunity to review the current contract they’re operating,” Snow said. She suggested potentially negotiating a contract for a shorter time frame, as well as including an exit clause or a set of terms that could end an agreement without breaking the contract. She also believes more universities may want to see an increase in transparency, particular in marketing materials. “When you’re an institution, it’s on your behalf, but you don’t see the day to day of what they’re spending and how they’re spending it,” she said. “You can be in the dark of how you’re being marketed. And in the beginning, it didn’t matter as long as the enrollment came, but now it behooves them.
