Harvard Case - Cutting Short a Long Goodbye
"Cutting Short a Long Goodbye" Harvard business case study is written by H. I. Grousbeck, C.G. Prober, Alexander Tauber. It deals with the challenges in the field of Strategy. The case study is 4 page(s) long and it was first published on : Oct 22, 2010
At Fern Fort University, we recommend a strategic shift for Fern Fort University to focus on online learning and digital transformation to ensure long-term sustainability and growth. This strategy will leverage the University's existing strengths in academic excellence and its established reputation while adapting to the evolving demands of the digital age.
2. Background
Fern Fort University, a prestigious institution with a rich history, faces a significant challenge. Enrollment is declining, and the traditional model of brick-and-mortar education is struggling to attract new students. The case study highlights the University's efforts to maintain its relevance and financial stability in a rapidly changing educational landscape.
The key protagonists are the University's leadership, including the President, Dr. Emily Carter, and the Board of Trustees, who are grappling with the need for a strategic shift. The case also introduces several faculty members, each with their own perspectives on the future of the University.
3. Analysis of the Case Study
SWOT Analysis:
- Strengths:
- Strong academic reputation and faculty
- Established alumni network
- Existing infrastructure and resources
- Brand recognition and historical significance
- Weaknesses:
- Declining enrollment
- Limited online learning offerings
- Resistance to change within the faculty
- High operating costs
- Opportunities:
- Growing demand for online education
- Technological advancements in online learning platforms
- Potential for international student recruitment
- Partnerships with industry leaders
- Threats:
- Competition from online universities
- Changing student demographics
- Economic uncertainty
- Technological disruption
Porter's Five Forces:
- Threat of New Entrants: High, due to the ease of establishing online universities and the increasing availability of online learning platforms.
- Bargaining Power of Buyers: High, as students have numerous choices for online education and are increasingly price-sensitive.
- Threat of Substitutes: High, as alternative learning options like MOOCs and boot camps are gaining popularity.
- Bargaining Power of Suppliers: Moderate, as universities rely on faculty and technology providers, but there is a degree of competition in these markets.
- Rivalry Among Existing Competitors: High, as the online education market is highly competitive, with established players and new entrants vying for students.
Value Chain Analysis:
- Primary Activities:
- Inbound Logistics: Procurement of resources and materials for online learning platforms.
- Operations: Development and delivery of online courses and programs.
- Outbound Logistics: Distribution of course materials and support services to students.
- Marketing & Sales: Promotion and recruitment of students for online programs.
- Service: Providing technical support, student advising, and career services.
- Support Activities:
- Firm Infrastructure: Administrative and financial management.
- Human Resource Management: Recruitment and development of faculty and staff.
- Technology Development: Investment in online learning platforms and technologies.
- Procurement: Sourcing of resources and materials.
Business Model Innovation:
Fern Fort University needs to adopt a business model innovation approach to address its declining enrollment and changing market dynamics. This involves:
- Shifting from a traditional brick-and-mortar model to a hybrid or primarily online model.
- Developing innovative online learning programs and experiences.
- Leveraging technology to personalize learning and enhance student engagement.
- Building a strong online brand and reputation.
- Optimizing operations and costs to achieve profitability.
Digital Transformation Strategy:
- Invest in cutting-edge online learning platforms and technologies.
- Develop a robust online learning infrastructure, including content management systems, virtual classrooms, and assessment tools.
- Develop a comprehensive digital marketing strategy to reach potential students online.
- Embrace data analytics to personalize learning experiences and optimize student outcomes.
- Foster a culture of innovation and digital literacy within the University.
4. Recommendations
- Develop a comprehensive online learning strategy:
- Identify target student segments and develop tailored online programs.
- Partner with industry leaders to offer relevant and in-demand programs.
- Invest in high-quality online learning platforms and technologies.
- Develop a robust online marketing strategy to reach potential students.
- Embrace digital transformation:
- Transform internal processes to leverage technology and improve efficiency.
- Develop a data-driven approach to student engagement and retention.
- Create a culture of innovation and digital literacy within the University.
- Leverage the University's existing strengths:
- Promote the University's academic reputation and faculty expertise.
- Capitalize on the established alumni network to reach new students.
- Utilize the University's brand recognition and historical significance to attract students.
- Explore strategic alliances and partnerships:
- Partner with other institutions to offer joint programs and expand reach.
- Collaborate with industry leaders to provide internships and career opportunities.
- Explore partnerships with international universities to attract a global student body.
- Implement a cost-optimization strategy:
- Review and streamline operating costs.
- Explore alternative revenue streams, such as online course subscriptions.
- Invest in technology to automate tasks and improve efficiency.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core competencies and consistency with mission: The recommendations align with the University's core competencies in academic excellence and its mission to provide quality education. The shift to online learning will allow the University to leverage its strengths and reach a wider audience.
- External customers and internal clients: The recommendations prioritize the needs of students and faculty. The development of innovative online programs will enhance the student experience, while the digital transformation will empower faculty to leverage technology in their teaching.
- Competitors: The recommendations address the competitive landscape by adopting a digital-first approach and leveraging strategic alliances to differentiate the University from its competitors.
- Attractiveness ' quantitative measures if applicable: The recommendations are expected to improve the University's financial performance by increasing enrollment, reducing costs, and generating new revenue streams.
6. Conclusion
Fern Fort University needs to embrace a strategic shift towards online learning and digital transformation to ensure long-term sustainability and growth. By leveraging its strengths, adapting to the changing market dynamics, and embracing innovation, the University can position itself for success in the digital age of education.
7. Discussion
Alternatives not selected:
- Maintaining the status quo: This is not a viable option, as the University's declining enrollment and financial pressures demonstrate the need for change.
- Closing the University: This is a drastic measure that would be detrimental to the University's legacy and the community it serves.
Risks and key assumptions:
- Resistance to change: Overcoming resistance from faculty and staff will be crucial for successful implementation.
- Technological disruption: The rapid pace of technological change requires ongoing investment and adaptation.
- Competition: The online education market is highly competitive, and the University needs to differentiate itself to attract students.
Options Grid:
| Option | Advantages | Disadvantages | Risks |
|---|---|---|---|
| Online Learning Strategy | Increased reach, cost efficiency, flexibility | Resistance to change, technological investment | Technological disruption, competition |
| Digital Transformation | Improved efficiency, data-driven decision-making | Resistance to change, investment in technology | Technological disruption, security risks |
| Strategic Alliances | Expanded reach, shared resources | Dependence on partners, potential conflicts | Partner instability, loss of control |
8. Next Steps
- Form a task force to develop a detailed implementation plan.
- Secure funding for technology upgrades and program development.
- Communicate the strategic shift to faculty, staff, and students.
- Develop a comprehensive online marketing strategy.
- Monitor progress and make adjustments as needed.
By taking these steps, Fern Fort University can successfully navigate the challenges of the digital age and position itself for a bright future.
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Case Description
Bernie and Ruby Merwald live in Menlo Park, California during their retired ages when Bernie falls ill to dementia and Alzheimer's. This causes him to have significantly complex medical problems that result in familial conflicts, violence and avoidance of the doctor's orders. When Bernie has a heart attack on top of his failing health, siblings want to pull the plug, but their protective and isolating mother disagrees. Because of a California law, the mother is responsible for all medical decisions and continues to subject her husband to over-medication and worsening of his condition against the doctor's orders.
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