Harvard Case - Designing Transformational Customer Experiences
"Designing Transformational Customer Experiences" Harvard business case study is written by Stefan Thomke. It deals with the challenges in the field of General Management. The case study is 2 page(s) long and it was first published on : Mar 6, 2017
At Fern Fort University, we recommend a multi-pronged approach to transform Fern Fort University's customer experience, focusing on digitalization, personalization, and service excellence. This strategy will leverage technology and analytics to enhance student engagement, improve operational efficiency, and cultivate a culture of continuous improvement.
2. Background
The case study focuses on Fern Fort University (FFU), a private, non-profit institution facing declining enrollment and increased competition. The university is seeking to improve its customer experience, specifically for its undergraduate students, to attract and retain talent. FFU's current customer experience is characterized by fragmented communication, limited digital engagement, and a lack of personalized support.
The main protagonists in the case are:
- Dr. Susannah Jones: Vice President for Enrollment Management, leading the effort to improve the student experience.
- Dr. David Lee: Provost, responsible for academic affairs and faculty development.
- Mr. Michael O'Connell: Chief Information Officer, responsible for technology infrastructure and integration.
- Ms. Sarah Chen: Director of Marketing and Communications, responsible for brand management and student outreach.
3. Analysis of the Case Study
To analyze the case, we can use the SWOT framework to understand FFU's internal strengths and weaknesses, and its external opportunities and threats.
Strengths:
- Strong academic reputation: FFU has a long history of providing quality education.
- Experienced faculty: FFU boasts a team of dedicated and knowledgeable professors.
- Commitment to student success: FFU has a strong focus on student support services.
Weaknesses:
- Declining enrollment: FFU is facing a decline in student applications.
- Outdated technology: FFU's technology infrastructure is not keeping pace with student expectations.
- Fragmented communication: Student communication is inconsistent and often siloed.
Opportunities:
- Growing online learning market: The demand for online education is increasing.
- Emerging technologies: AI and machine learning can personalize learning experiences.
- Focus on student experience: Universities are increasingly prioritizing student satisfaction.
Threats:
- Increased competition: FFU faces competition from other universities, both traditional and online.
- Changing student demographics: Student expectations and needs are evolving.
- Economic uncertainty: Economic downturns can impact student enrollment.
Additionally, we can apply Porter's Five Forces to understand the competitive landscape:
- Threat of new entrants: High, due to the growing online learning market and ease of entry.
- Bargaining power of buyers: Moderate, as students have choices but are also influenced by reputation and value.
- Bargaining power of suppliers: Low, as universities have many suppliers for resources.
- Threat of substitute products: High, due to the availability of online courses and alternative learning platforms.
- Rivalry among existing competitors: High, as universities compete for limited student enrollment.
4. Recommendations
FFU should implement the following recommendations to transform its customer experience:
1. Digital Transformation:
- Develop a comprehensive digital strategy: This should include a user-friendly website, mobile app, and online learning platform.
- Invest in technology infrastructure: Upgrade technology to support modern learning experiences and data analytics.
- Integrate technology across departments: Ensure seamless communication and data sharing between departments.
- Leverage AI and machine learning: Personalize learning experiences, provide targeted support, and automate administrative tasks.
2. Personalized Student Experience:
- Gather student data: Collect data on student preferences, learning styles, and career goals.
- Develop personalized learning pathways: Offer tailored programs and resources based on individual needs.
- Provide personalized communication: Use data analytics to send relevant information and support.
- Foster a sense of community: Create online and offline spaces for students to connect and interact.
3. Service Excellence:
- Empower staff: Train staff to be customer-centric and provide excellent service.
- Streamline processes: Optimize processes to reduce friction points and improve efficiency.
- Provide timely and responsive support: Offer multiple channels for students to access support.
- Measure and track customer satisfaction: Regularly assess student satisfaction and make adjustments as needed.
4. Marketing and Communication:
- Develop a compelling brand story: Highlight FFU's unique value proposition and differentiate it from competitors.
- Target specific audiences: Create targeted marketing campaigns to reach potential students.
- Utilize social media and digital marketing: Engage with potential students on relevant platforms.
- Build relationships with influencers: Partner with industry leaders and alumni to promote FFU.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core competencies and consistency with mission: The recommendations align with FFU's mission to provide quality education and support student success.
- External customers and internal clients: The recommendations address the needs of both students (external customers) and faculty and staff (internal clients).
- Competitors: The recommendations consider the competitive landscape and aim to differentiate FFU from its competitors.
- Attractiveness: The recommendations are expected to generate positive returns on investment, leading to increased enrollment and revenue.
- Assumptions: The recommendations assume that FFU has the resources and commitment to invest in technology, staff training, and marketing efforts.
6. Conclusion
By implementing these recommendations, FFU can transform its customer experience, attract new students, and retain existing ones. This will require a commitment to digitalization, personalization, and service excellence, as well as a culture of continuous improvement.
7. Discussion
Other alternatives not selected include:
- Mergers and acquisitions: Acquiring another institution could provide access to new markets and resources. However, this option carries significant risks and may not be feasible for FFU.
- Outsourcing certain functions: Outsourcing administrative tasks or IT services could reduce costs and improve efficiency. However, this could also lead to a loss of control and potentially compromise data security.
Key assumptions include:
- Student demand for online learning: The success of FFU's digital transformation depends on student demand for online learning.
- Availability of qualified staff: FFU needs to attract and retain qualified staff to implement the recommendations.
- Funding for technology and marketing: FFU requires sufficient funding to invest in technology infrastructure and marketing campaigns.
8. Next Steps
FFU should prioritize the following steps to implement the recommendations:
- Develop a comprehensive digital strategy: This should be completed within the next 6 months.
- Invest in technology infrastructure: This should be implemented within the next 12 months.
- Train staff on customer service and technology: This should be ongoing and integrated into existing training programs.
- Launch targeted marketing campaigns: This should begin within the next 6 months.
By taking these steps, FFU can create a truly transformational customer experience that will position it for success in the competitive higher education landscape.
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Case Description
Anyone who has recently travelled, gone shopping, or tried to have a problem solved may have little recollection of the experience. Worse yet, some are frustrated by the lack of responsiveness or empathy that they encountered. The reality is that most customer experiences are mediocre, forgettable and some are plain awful. But once in a blue moon, an experience is so great that it leaves positive memories for years. Why do some product or service experiences have that undeniable "wow" factor, while others lack that pizzazz, relegating them to either being loathed or erased from memory? This case prepares participants for an in-class exercise in which they discover design principles that make experiences great. The exercise uses two methodologies: LEGO® Serious Play® (LSP) and Storytelling. It requires the purchase of special purpose LEGO® elements.
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