Harvard Case - A Close Election
"A Close Election" Harvard business case study is written by Kenneth Winston. It deals with the challenges in the field of Strategy. The case study is 4 page(s) long and it was first published on : Sep 1, 1998
At Fern Fort University, we recommend a multi-pronged strategy focused on strategic alliances, disruptive innovation, and digital transformation to secure Fern Fort's long-term success in the face of a changing higher education landscape. This strategy will leverage the university's core competencies in online learning and its commitment to student-centricity to create a sustainable competitive advantage.
2. Background
The case study focuses on Fern Fort University, a private, non-profit institution facing declining enrollment and increasing competition from traditional and online universities. The university's President, Dr. Emily Carter, is tasked with developing a strategy to address these challenges and ensure the institution's future viability.
The main protagonists are Dr. Carter, the university's President, and the Board of Trustees, who must decide on the best course of action to ensure the university's long-term success.
3. Analysis of the Case Study
SWOT Analysis:
- Strengths:
- Strong reputation for online learning.
- Experienced faculty with expertise in online teaching.
- Established infrastructure for online delivery.
- Commitment to student success.
- Weaknesses:
- Declining enrollment.
- Limited resources for innovation and technology.
- Lack of a clear brand identity.
- Limited marketing and outreach efforts.
- Opportunities:
- Growing demand for flexible and affordable education.
- Advancements in technology and online learning platforms.
- Potential for strategic partnerships with other institutions.
- Expanding into new markets and demographics.
- Threats:
- Increasing competition from traditional and online universities.
- Changing student demographics and preferences.
- Economic uncertainty and rising tuition costs.
- Technological disruptions and the emergence of new learning models.
Porter's Five Forces:
- Threat of new entrants: High, due to the ease of entry into the online education market.
- Bargaining power of buyers (students): High, as students have many options and are increasingly price-sensitive.
- Bargaining power of suppliers (faculty): Moderate, as faculty have some bargaining power but are also reliant on university employment.
- Threat of substitute products: High, as students can choose from a wide range of educational options, including MOOCs, bootcamps, and self-directed learning.
- Rivalry among existing competitors: High, as the online education market is highly competitive, with established players and new entrants vying for market share.
Value Chain Analysis:
Fern Fort's value chain includes:
- Inbound logistics: Procurement of technology, course materials, and faculty resources.
- Operations: Development and delivery of online courses.
- Outbound logistics: Distribution of course materials and student support services.
- Marketing and sales: Recruitment and enrollment of students.
- Service: Student support services, career guidance, and alumni engagement.
Business Model Innovation:
Fern Fort needs to explore business model innovation to address its declining enrollment and competitive pressures. This could involve:
- Developing new revenue streams: Offering micro-credentials, specialized certificates, or corporate training programs.
- Adopting a subscription-based model: Providing access to a library of courses for a monthly fee.
- Partnering with employers: Offering customized programs aligned with industry needs.
- Leveraging technology: Utilizing AI and machine learning to personalize learning experiences and improve student outcomes.
4. Recommendations
Strategic Alliances:
- Partner with other institutions: Explore partnerships with traditional universities, community colleges, or other online providers to offer joint programs, cross-enrollment opportunities, and shared resources.
- Collaborate with industry: Establish partnerships with businesses and organizations to develop specialized programs and provide students with real-world experience.
- Leverage technology partnerships: Collaborate with technology companies to integrate cutting-edge learning platforms and tools into Fern Fort's offerings.
Disruptive Innovation:
- Develop micro-credential programs: Offer short, focused courses that provide students with specific skills and knowledge relevant to the current job market.
- Explore competency-based learning: Design programs that allow students to progress based on demonstrated skills and knowledge, rather than traditional credit hours.
- Embrace open educational resources (OER): Utilize free and openly licensed educational materials to reduce costs and provide students with access to diverse learning resources.
Digital Transformation:
- Invest in technology and infrastructure: Upgrade online learning platforms, enhance data analytics capabilities, and improve cybersecurity measures.
- Develop a robust online presence: Create a user-friendly website, optimize for search engines, and leverage social media to reach potential students.
- Personalize the learning experience: Utilize AI and machine learning to tailor course content, provide personalized feedback, and offer adaptive learning pathways.
5. Basis of Recommendations
These recommendations are based on a careful consideration of:
- Core Competencies and Consistency with Mission: The recommendations focus on leveraging Fern Fort's existing strengths in online learning and its commitment to student success.
- External Customers and Internal Clients: The recommendations address the needs of students, faculty, and the university's stakeholders by providing flexible, affordable, and relevant educational opportunities.
- Competitors: The recommendations aim to differentiate Fern Fort from its competitors by offering unique programs, leveraging technology, and building strategic alliances.
- Attractiveness ' Quantitative Measures: The recommendations are expected to increase enrollment, improve student outcomes, and generate new revenue streams.
6. Conclusion
By embracing strategic alliances, disruptive innovation, and digital transformation, Fern Fort University can position itself for long-term success in the evolving higher education landscape. This strategy will allow the university to leverage its core competencies, adapt to changing student needs, and create a sustainable competitive advantage.
7. Discussion
Other alternatives not selected include:
- Merging with another institution: This could provide access to resources and a larger student base but could also lead to cultural clashes and loss of identity.
- Focusing solely on cost leadership: This could attract price-sensitive students but could also compromise quality and reputation.
- Maintaining the status quo: This would likely lead to further decline in enrollment and financial instability.
The recommendations are based on the assumption that the university is willing to invest in technology, innovation, and strategic partnerships. The main risk is the potential for resistance to change from faculty and staff. To mitigate this risk, the university should engage stakeholders in the planning and implementation process.
8. Next Steps
- Develop a detailed strategic plan: Outline specific goals, objectives, and timelines for implementing the recommendations.
- Secure funding: Identify and secure resources for technology upgrades, program development, and strategic partnerships.
- Build a strong leadership team: Recruit and develop leaders who are committed to innovation and change management.
- Engage stakeholders: Communicate the strategic vision and solicit feedback from faculty, staff, students, and alumni.
- Monitor progress and adapt: Regularly assess the effectiveness of the strategy and make adjustments as needed.
By taking these steps, Fern Fort University can navigate the challenges of the higher education landscape and emerge as a leader in online learning.
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Case Description
When a Republican state representative in the Midwest decides not to seek re-election, he is approached by a politically active, successful farmer about running for the seat. He thinks the farmer would represent the moderate wing of the party effectively and decides to support his candidacy. In a conversation several months later, the candidate reveals that he is gay although conservative on gay issues, and asks the representative's advice on whether to reveal his sexual orientation to his campaign manager and supporters. The representative realizes that the advice he gives the candidate may shape the outcome of the election. He says that such an admission would make the campaign far more difficult, and that he thinks it is a personal issue that the candidate isn't obligated to reveal. The only other candidate in the primary is a previously unknown conservative openly opposed to what he calls the homosexual agenda. The moderate candidate runs a campaign focused on the issues, but three weeks before the primary his campaign manager resigns, having learned of the candidate's homosexuality and feeling betrayed at not being told. The candidate loses the primary by a small margin. HKS Case Number 1454.0
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