Harvard Case - Getting Squeezed
"Getting Squeezed" Harvard business case study is written by Kenneth Winston. It deals with the challenges in the field of General Management. The case study is 5 page(s) long and it was first published on : Sep 1, 1998
At Fern Fort University, we recommend a strategic shift for Fern Fort University (FFU) to address the competitive pressures from online universities and the changing landscape of higher education. This shift will involve a multi-pronged approach encompassing innovation, strategic partnerships, and a focus on enhancing the student experience. FFU should leverage its existing strengths in personalized learning, its strong alumni network, and its commitment to community engagement to create a compelling value proposition for students.
2. Background
Fern Fort University (FFU) is a private, liberal arts university facing increasing competition from online universities and declining enrollment. FFU's traditional model of education, with its focus on residential learning, has become less attractive to students seeking flexibility and affordability. The case study highlights the challenges FFU faces in maintaining its market share and financial stability in a rapidly changing educational landscape.
The main protagonists in the case are:
- President Sarah Jones: Concerned about the university's future and seeking innovative solutions to address the challenges.
- Provost David Miller: Supportive of President Jones' vision but cautious about the potential risks of significant change.
- Dean of Admissions, Lisa Chen: Worried about the declining enrollment numbers and the impact on the university's financial health.
- Faculty members: A diverse group with varying opinions on the need for change and the direction FFU should take.
- Students: Seeking a quality education that aligns with their individual needs and career aspirations.
3. Analysis of the Case Study
To analyze FFU's situation, we can utilize Porter's Five Forces framework, which helps assess the competitive landscape and identify opportunities and threats:
- Threat of New Entrants: High. The emergence of online universities and MOOCs (Massive Open Online Courses) has significantly increased the number of educational options available to students.
- Bargaining Power of Buyers: High. Students are increasingly price-sensitive and have a wide range of choices, giving them significant bargaining power.
- Threat of Substitute Products: High. Online learning platforms, boot camps, and alternative education models offer viable substitutes for traditional university education.
- Bargaining Power of Suppliers: Moderate. FFU's dependence on faculty and staff makes them important suppliers, but the university can also leverage its reputation and brand to attract qualified individuals.
- Rivalry Among Existing Competitors: High. Competition among universities, both traditional and online, is intense, with each institution vying for students and resources.
SWOT Analysis:
Strengths:
- Strong alumni network
- Reputation for personalized learning
- Commitment to community engagement
- Well-established infrastructure and resources
Weaknesses:
- High tuition costs
- Traditional, residential-focused model
- Lack of online program offerings
- Limited marketing and outreach efforts
Opportunities:
- Growing demand for flexible and affordable education
- Technological advancements in online learning
- Potential for strategic partnerships with online universities
- Expanding into new markets and demographics
Threats:
- Increasing competition from online universities
- Declining enrollment rates
- Economic downturn
- Changing student preferences
4. Recommendations
FFU should adopt a multi-pronged strategy to address its challenges and capitalize on emerging opportunities. This strategy should include:
1. Innovation in Education Delivery:
- Develop a robust online learning platform: Offer a variety of online programs, including degree programs, certificates, and micro-credentials. This will expand FFU's reach to a wider audience and cater to students seeking flexibility.
- Embrace blended learning: Integrate online learning components into traditional courses, offering students more flexibility and personalized learning experiences.
- Invest in technology and analytics: Use data analytics to track student progress, personalize learning pathways, and improve the overall student experience.
- Develop innovative learning experiences: Offer experiential learning opportunities, such as internships, study abroad programs, and community service projects, to enhance student engagement and career readiness.
2. Strategic Partnerships:
- Collaborate with online universities: Partner with established online universities to offer joint programs and expand FFU's online offerings.
- Form alliances with industry leaders: Partner with companies to offer industry-specific training programs and provide students with valuable career connections.
- Engage with community organizations: Collaborate with local organizations to offer community-based learning opportunities and address the needs of the surrounding community.
3. Enhance the Student Experience:
- Offer competitive tuition rates: Explore ways to reduce tuition costs and make FFU more affordable for students.
- Provide comprehensive student support services: Offer robust academic advising, career counseling, and mental health services to support student success.
- Foster a strong sense of community: Create a welcoming and inclusive campus environment that fosters a sense of belonging among students.
- Promote student engagement: Encourage student participation in extracurricular activities, clubs, and organizations to enhance the overall student experience.
5. Basis of Recommendations
These recommendations are grounded in the following considerations:
- Core competencies and consistency with mission: FFU's strengths in personalized learning, community engagement, and its strong alumni network can be leveraged to create a compelling value proposition for students.
- External customers and internal clients: These recommendations address the needs of students seeking flexibility, affordability, and a quality education. They also consider the needs of faculty and staff, who are seeking opportunities for professional development and innovation.
- Competitors: FFU needs to differentiate itself from online universities by offering a unique blend of traditional and online learning experiences, personalized attention, and a strong sense of community.
- Attractiveness: The proposed strategies are expected to increase enrollment, improve student retention, and enhance FFU's financial stability.
- Assumptions: These recommendations assume that FFU has the resources and commitment to invest in technology, faculty development, and marketing efforts.
6. Conclusion
FFU is at a crossroads. By embracing innovation, strategic partnerships, and a focus on enhancing the student experience, FFU can navigate the challenges of the changing educational landscape and ensure its continued success. The university's commitment to its core values of personalized learning and community engagement, coupled with its willingness to adapt to new technologies and market demands, will be crucial for its future.
7. Discussion
Other alternatives not selected include:
- Merging with another university: While this could provide access to resources and a larger student base, it could also lead to a loss of FFU's unique identity and culture.
- Closing the university: This is a drastic measure that should only be considered as a last resort.
Risks and Key Assumptions:
- Financial resources: Implementing these recommendations will require significant financial investment.
- Faculty resistance: Some faculty members may resist change and the adoption of new technologies.
- Student demand: There is no guarantee that students will embrace FFU's new offerings.
- Technological advancements: The rapid pace of technological change could make FFU's investments obsolete.
8. Next Steps
FFU should take the following steps to implement these recommendations:
- Form a task force: Create a task force to develop a detailed implementation plan and timeline.
- Secure funding: Identify and secure the necessary financial resources to support the initiatives.
- Engage faculty and staff: Communicate the vision for change and involve faculty and staff in the planning and implementation process.
- Market the new offerings: Develop a comprehensive marketing strategy to reach potential students and promote FFU's new programs.
- Monitor progress: Track the progress of the initiatives and make adjustments as needed.
By taking these steps, FFU can position itself for success in the evolving world of higher education.
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Case Description
The executive assistant to the Army Chief of Staff prepares the nomination forms for all Army officers eligible for promotion, which are then submitted to the Senate Armed Services Committee (SASC) for approval and later confirmation by the Senate. During the officer's tenure, a SASC investigation reveals that serious racial incidents have occurred at four military bases. In response, the SASC establishes new guidelines for the promotion process, requiring a disclosure statement outlining any involvement or allegations of involvement in racial incidents, whether substantiated or not. The statement must also include any incidents involving the nominee's subordinates. Although the officer and the Chief of Staff have developed a relationship of mutual respect and admiration, on this issue they disagree. The officer believes that all information should be supplied to the SASC as required. The Chief has utter disdain for the guidelines, since even unproven allegations must be reported, and thinks it is unreasonable to hold superiors accountable for subordinates. The officer wants to preserve his relationship with his superior, yet does not want to engage in any wrongdoing. Under pressure, he chooses a strategy of outward compliance to the guidelines while knowing that his reports will be altered by the Chief before their submission to the SASC. HKS Case Number 1458.0
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