business model canvas for higher education

Building Higher Education's Future Business Model

Peter Stokes, Andrew Laws

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The higher education industry is at an inflection point. Public and private institutions alike are tracking, if not yet being impacted by a tectonic shift in who they serve (and how they do it).

Overall enrollment has incrementally declined, forcing some colleges and universities to consider consolidation and closures. At the same time, higher education’s target market is no longer limited to new high school graduates. The pool of potential applicants is diversifying across race and ethnicity, age and socioeconomic factors. This changing audience is challenging institutions with new expectations that traditional academic offerings may not be equipped to meet.

As the higher education environment continues to transform, maintaining the status quo is the riskiest move leaders can make.

As higher education’s audience evolves, questions about institutions’ cost structures become more pressing. Tuition at public and private institutions rose more than 100 percent over the last two decades. With government appropriations shrinking, many colleges and universities are more reliant on tuition dollars than ever before — reinforcing the affordability barrier that prevents schools from attracting and retaining bright minds.

Demand for higher education is diminishing and the offerings institutions supply are losing shelf life, rendering current financial and operational structures unsustainable. To thrive for decades to come, higher education leaders, even those at institutions succeeding today, should prepare to fundamentally adapt their business models .

Connecting the Dots for Student Success

Learn how to achieve student success and financial sustainability by using strategic planning and integration across your higher education campus.

Laying the Groundwork for a Viable Future

Tactics such as tuition discounting are short-term fixes for higher education’s long-term challenges. Higher education leadership teams need a bold vision for innovating their...

Tactics such as tuition discounting are short-term fixes for higher education’s long-term challenges. Higher education leadership teams need a bold vision for innovating their operations and offerings to ensure their institutions’ longevity.

Four areas higher education leaders could explore when building future-proof business models include:

• Academic portfolio optimization: Academic offerings account for approximately half of institutions’ total expenses, but few leadership teams have visibility into the efficacy of their programs. Similar to an investment portfolio, higher education executives should treat their academic offerings as a portfolio with balanced priorities (e.g., mission, prestige and profit), that has a regular cadence for review and reimagination. With a unified, data-driven approach to academic portfolio optimization, leadership teams can objectively measure each program’s performance, financial viability and alignment with the institution’s current and future strategy. Conducting this exercise on a constant cadence can reveal programs ripe for consolidation and areas worthy of additional investment.
• Revenue-driving partnerships: Another private sector trend with potential for the future of higher education is the pursuit of partnerships. The right alliance can infuse your institution with the expertise and resources necessary for successful reinvention. For example, U.S. universities have historically used joint ventures to expand their global footprints. More recently, it has become common for institutions to establish partnerships for online programs. Forging similar partnerships in other operating and academic areas could be a fast-track to cost reduction and scalability. Mergers and acquisitions should also be up for consideration. Beyond minimizing expenses, M&A can unlock growth opportunities. Purdue University’s 2017 acquisition of Kaplan University, for instance, set the stage for the launch of Purdue Global, an online program with more than 100 offerings largely geared toward adult learners.
• Education delivery innovation: Leaders’ most difficult step in building a new higher education business model is unlearning what you already know about your audience. Teams should commit to understanding the needs, challenges and goals of a new student body. With that detail, you can identify which capabilities you need—and those that are no longer relevant—to succeed. If your institution plans to increase the number of rural or working adult students, the main venue for learning may shift from the lecture hall to virtual platforms or more distributed microcampuses. For these emerging populations, two or four-year degrees may not be as feasible (or effective) as certificates, “stackable” credentials or interdisciplinary programs that can be enrolled in year-round.
• Evolved pricing structures: As education delivery and student demographics transform, institutional pricing should adapt accordingly. While undergraduate tuition discounting has steadily increased for the last decade, awarding more aid alone isn't a long-term solution to enrollment and budget challenges. Just as the healthcare industry is moving from fee-for-service to value-based payment models, higher education could benefit from more closely tying costs to student outcomes. For example, some institutions are implementing differential tuition where costs vary depending on an academic program's internal costs or graduates' earning potential. Online learning and stackable credentials also present opportunities to pilot new structures, such as subscription payments or program-specific pricing.

As the higher education environment continues to transform, maintaining the status quo is the riskiest move leaders can make. Positioning your institution for long-term financial and operational success starts with more than near-term tactics; it demands a new, strategic business model.

By developing a plan for tomorrow’s changes today, higher education leaders can protect their institutions’ relevance and competitive edge.

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Innovation, change and transformation thought leadership, lovingly curated by braden kelley, the education business model canvas.

GUEST POST from Arlen Meyers

The business model canvas is one of many useful tools to design, evolve and test products and services business models.  While the original model was proposed to help founders create a viable and scaleable business model,  it has also helped non-profit executives, as  the mission driven business model,  and those looking to make a career change, using a personal business model as the  Business Model You.

The construct is also useful if you are an edupreneur, trying to create and launch new educational products and services, including new courses, certificates, programs or degree offerings.

Edupreneurship rests on several foundational principles:

• Having an entrepreneurial mindset
• Intra- and entrepreneurial knowledge, skills, abilities and competencies
• Design thinking  focused on creating stakeholder and beneficiary defined outcomes
• A systems engineering approach to  solving wicked problems,  like how to fix outcomes disparities and their social determinants
• A different business model
• More respect for and attention to edupreneurial champions
• Better teacher education and training
• An incentive and reward system for not just tweaking a failed system , but rather, making it obsolete given the basic structural changes in the US economy
• Eliminating unnecessary and burdensome bureaucracy, credentialing that does not add value and administrivia
• Paying more attention to and measuring student defined outcomes
• Better public-private integration
• K-20 integration and alignment

13.  Teaching students what they need to win the 4th industrial revolution

14.  Embracing cradle to career integration

15.  Creating a competent diverse and equitable talent pipeline

We has seen several recent advances in edupreneurship.

Here is the boomer’s guide to teaching millenials.

The UGME steering committee recognizes that medical education programs are faced with the ubiquitous challenge of repeated calls for innovation and that, frequently, these calls do not adequately address the associated resource demands. As medical educators, we have become highly creative in identifying strategies to do more with less, but as we know, this is not a sustainable model of stewardship. In 2016 and 2017, the UGME section collaborated with the Group on Business Affairs (GBA) to explore evolving models to support and sustain UGME programming. A result of this work is the Business Model Canvas for Medical Educators. The original Business Model Canvas was proposed by Alexander Osterwalder in 2008 and has been modified over time to fit other needs.  The Table of Contents will direct you to resources, including the Business Model Canvas for Medical Educators template and two examples submitted by institutions who have successfully used the template to secure funding from within their own institution.

The edupreneurship business model canvas has a few modifications to the traditional startup one:

Customer segments:  The primary customer are students. However, there are many other education stakeholders, including admininstrators, alumni, donors, employers and parents.  In addition, for any given subject, potential students will have different backgrounds  and experience in the subject, will have different jobs they want done, and, therefore, will have different applications for what they learned, be it finding a job, getting a promotion, or adding value where they presently work.

Value proposition : For each customer segment , you have a specific value proposision. You typically describe it in the course syllabus, telling users about the intended audience, the goals of the course, the learning objectives, and the curriculum. For example, the value proposition for a course I teach to xMBA/HA students is :

This course will introduce graduate level students in healthcare administration and leadership to the principles and practice of healthcare innovation and entrepreneurship defined as the pursuit of opportunity under volatile, uncertain, complex and ambiguous conditions with the goal of creating stakeholder defined value through the deployment of innovation using a valid, automatic, scaleable and time sensitive (VAST) business model.

Following completion of this course, you should be able to:

1. identify gaps in your health entrepreneurship competencies and develop a personal and professional development plan to address them

2. create an organizational culture of innovation, lead innovators and overcome the barriers to healthcare innovation dissemination and implementation

3. identify the multiple clinical and non-clinical ways to practice healthcare entrepreneurship

4. Create a plan to solve a problem inside or outside of your organization that meets the goals of the quintuple aim (Quality, cost, access, experience, waste/business operations)

5. Identify the startup life cycle and challenges at each stage

Channels : This describes how you will deliver your course. Will it be face to face, online or some hybrid model with elements of both?

Customer relationships:  This describes how you will get, keep and grow the numbers of students who will take the course, e.g. promoting in the course catalog, attending a career or course proposal day, creating awareness on social media or using word or mouth dissemination from previous students.

Revenue model : This describes how your employer or you will generate revenue from the products. Traditionally, universisty based courses use a “butts in the seats” model, but COVID and new eductional technologies have radically changes the revenue generating possibilities, inluding advertising, freemium models, subscription models and others.

Key resources:  This describes the human, physical, intellectual property and financial resources you will need to build, execute and scale your initiative. For example, do you want to copyright your materials, or , do you want to make them an  open educational resource using a Creative Commons license?

Key activities:  This what you need to do to perform and deliver on your value proposition, like what you will do using a learning management system, like create videos, run office hours, moderate asynchronous virtual discussions and design and grade exams and quizzes

Key partnerships : This describes who can help you, be they guest faculty, educational technology partners, corporate sponsors, e.g. if you are using project based learning techniques or online tools and resouce producers, e.g cases from the Harvard Business School collection.

Costs:  This describes the tangible and intangible costs to produce your product. In most instances, your time, opportunity costs and effort will overshadow the monetary costs.

COVID has accelerated the pace of change in higher education,  forcing them to create entrepreneurial universities.  Teaching faculty how to use the education business model canvas should be part of faculty development to mimimize projecdt and product failure.

Here is what I learned, using the business model canvas, teaching sickcare innovation and entrepreneurship to first year medical students at the University of Colorado.

In this post ,  Steve Blank offers a new definition of why startups exist : a startup is an organization formed to search for a repeatable and scalable business model .

So is a new course or certificate. Use the education driven business model to make your product desireable, feasible, viable and adaptable and be sure to document your success when it comes time for your evaluation,promotion and tenure review. More likely, though, you will be  including it in your failure resume,  since, like the vast majority of new products,  yours is likely to fail  because 1) you offered a product students don’t want to buy or someone does not want to pay for, and 2) you do not have a  VAST  educational product business model.

Image credits: Strategyzer

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Q&A: Building a Sustainable Higher Ed Business Model

Amelia Pang is a journalist and an editor at EdTech: Focus on Higher Education. Her work has appeared in the New Republic, Mother Jones, and  The New York Times Sunday Review, among other publications.

 Amy McIntosh is the managing editor of  EdTech: Focus on Higher Education .

The higher education landscape is evolving, and colleges and universities are learning how to evolve with it. As these institutions continue to embark on digital transformation initiatives , their budget needs are changing, and the traditional higher education financial model might not be enough to support them. Investing in new programs , diversifying revenue streams and applying effective  asset management  have never been more important.

In a  Twitter poll posted last November , 40 percent of  EdTech: Focus on Higher Education ’s readers said funding and budgeting will be their most important focus area for 2022. With declining enrollments, rising costs and shrinking budgets, it is difficult, if not impossible, for the traditional higher education business model to sustain institutions in 2022.

In a Q&A with  EdTech , Maryville University President Mark Lombardi discusses how to recognize and disrupt traditional higher education business models.

RELATED:  Universities are actively planning for long-term success.

EDTECH: From a high-level perspective, how does the higher ed financial landscape look?

Lombardi:  Overall, as an industry, the financial landscape is pretty bad. You have a whole host of universities that are really operating on deficits. They’ve taken “not for profit” to heart far too much. As a result, they’re struggling as enrollments decline.

There are so many challenges to the traditional higher ed business model that it has to be really revolutionized and radically altered. I’d say that higher ed as an industry is in bad financial shape. It demands disruption and change. That’’ one of the things that we’re doing here at Maryville, disrupting that model.

Click the banner below  to learn about North Central Missouri College's digital transformation.

EDTECH: What are some problems with the traditional higher ed model?

Lombardi:  It’s very labor-intensive, first of all. Second, it’s a scarcity model. It’s based on the notion of restricting access and opportunity to people. The budgets in most universities don’t make any sense. People make a list of all the things that they want, and then they adjust tuition and fees to accommodate that. That’s why the cost of higher education has skyrocketed over the past several decades. It’s really unaffordable for many people.

It’s a business model that’s not predicated on sound principles of fiscal management. It’s not predicated on cost-effective work. It’s not predicated on automation and digitization that can lower costs. It’s a 20th-century business model in a 21st-century world and it doesn’t work anymore.

FIND OUT:  How higher ed institutions manage long-term digital transformation projects.

EDTECH: What can be done to revolutionize the model?

Lombardi:  Well, first and foremost, we’re in a digital age. COVID-19 has eliminated the debate about what age we’re in. You have to implement strategies that are fundamentally based on data and data analytics. It’s the absolute necessity of all things. You could argue it’s the absolute necessity of the entire economy, in every vertical in the economy.

One of the things we’re doing is employing sophisticated AI techniques to provide service and content to students so that they don’t have to look for it. They’re not hunting for it; it’s pushed out to them. That way, you can significantly reduce your dependency on traditional ways of delivering things and push information, content and services to students in a way that serves their interests most effectively. Like any other service industry, education has to pivot in that direction, and that’s what we’ve been doing very well for the past several years.

Click the banner below  for exclusive content about cost containment in higher ed.

EDTECH: How can data analytics improve higher ed’s financial health?

Lombardi:   Beth Rudden  is a brilliant data scientist from  IBM , and she says data is an artifact of the human experience. Students are producing tremendous amounts of data about how they learn, how they want services and how they live, because a university is a comprehensive ecosystem. How do you collect that data? And how do you use that data, not to get money from people the way that predatory companies do, but rather to serve the interests of the students, to provide them the best education, the best learning diagnostics, so that they can anticipate problems?

That data is all out there. What we’ve done is create a data lake where we can take that data and extract it to provide outstanding service across the board. It’s about seeing the way we want to be treated in digital society and then structuring your data around that service dimension.

MORE ON DATA ANALYTICS:  Building a solid data house at Georgia State University.

You change the whole learning dimension. So instead of, ‘I’m a student, you’re a teacher, and you’re providing me with content,’ which is kind of antiquated, we are in this journey together. It’s a facilitative journey of learning, where I understand how my brain works and I’m able to then take ownership over that process with the support of life coaches, and faculty and others.

You change the whole dynamic, and it’s empowering. It opens up access and opportunity, particularly for students of color and underrepresented groups who have not had the kind of access and opportunity that they should have.

And then, the economics of that is you greatly reduce the cost of all the things that you had, that were designed to fill gaps that, frankly, no longer exist. For me, data analytics is the Rosetta stone of changing that business model in higher ed and really flipping the script and putting the student in charge of their own learning. And I think that’s exciting.

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Higher education industry is implementing new business models

To gain a better understanding, on a global and regional level, of what's important to higher education students and what their challenges are with respect to learning, academic goals, and career goals, as well as staff perspectives on how to best communicate with, instruct, and prepare students, Salesforce partnered with Ipsos and The Chronicle of Higher Education to collect over 2,200 higher education student and administrators using an online quantitative survey. 

Here is the executive summary of the 2021 Connected Student Report : 

• Supporting students and staff wellbeing is critical - Concerns about student mental health and wellbeing had already led many institutions to offer more services, including ones that students could access online. The anxieties and calamities faced by students and faculty, and staff increased those worries, with 76% of students and 73% of staff reporting that maintaining their well-being remains a challenge. 
• Flexible learning and working options are here to stay - One major takeaway from the report is the need for learning options that fit within students' busy schedules. One in four students said that having more flexible courses and part-time offerings would help them succeed. 43% of students prefer hybrid courses.
• Student career pathways are top of mind - Financial challenges and anxiety about the future are common amongst students. Close to half of students (49%) say that future career prospects are most important when deciding to enroll in a college/university.
• Universities explore new business models - The COVID-19 era has led many institutions to make considerable adjustments to how they operate -- changes that represent opportunities for growth and increased efficiency. 45% of staff said their institutions are implementing new business models.
• Learners and institution success require innovation - Many institutions are experiencing a gap in trust. Nearly 6 in 10 students say the trust gap between students and institution leaders is due to a lack of consistent communications; about half of the staff agree. 45% of staff said their institutions are prioritizing investments in integration technology

2021 Connected Student Report, Salesforce.org 

Here is a deeper look into each of the key takeaways from the 2021 Connected Student Report : 

Supporting student and staff wellbeing is critical 

• 34% of students said they need more help managing their course load.
• 76% of staff said maintaining their work/life balance is a top challenge.
• 40% of students said their institution can best support their wellbeing by offering more flexible learning options. 

Flexible Learning & Working Options Are Here to Stay

• 54% of staff prefer hybrid courses.
• Students expect 50% of their courses moving forward to be online.
• 46% of staff anticipate more remote work in the near future.

Student career pathways are top of mind

• 31% of students identified low career prospects as why they have a poor college/university experience.
• 29% of students said they need more career resources from their college/university in order to be successful.
• 50% of staff say their institutions are strengthening corporate partnerships in order to help students prepare for digital careers.

Universities Explore New Business Models

• 48% of staff said their institutions are investing in new business models focused on more part-time learning options.
• 33% of staff said their institutions are investing in new business models focused on executive education.
• 29% of staff said their institutions are investing in new business models focused on credentialing/ micro-credentialing.

Learner & Institution Success Requires Innovation

• 27% of staff say their institutions are hiring for a head of digital experience.
• 53% of staff members say they will rely on social media to better engage with students in the coming fall semester.
• 40% of staff said their institutions are prioritizing investments in real-time data analytics.

2021 Connected Student Report, Salesforce: Technology challenges and investment areas in higher education 

The 2021 Connected Student Report also highlighted solution line key findings: 

Recruitment and Admissions

• Students say they would choose one university over another if it offered more help finding paid internship/ job opportunities (40%) or more flexible course options (36%).
• 51% of recruitment and admissions staff anticipate an increase in social media engagement to target incoming students.
• Coming out of the pandemic, only 7% of staff anticipate their institutions will continue to buy lists to attract prospective students, yet close to a quarter (24%) expect digital advertising to be a key tactic moving forward.

Student Experience 

• Only 27% of students say they can easily sign up for an advising appointment at their college or university.
• 26% of students say they have to sign in to two or more different platforms to find answers to their questions and access the resources they need to be successful every day.
• 92% of staff say tailored student enrollment plans have successfully ensured accepted students enroll at their university or college.

Advancement 

• Advancement staff anticipate video conferencing (39%), social media (38%) and email (38%) to be the most effective channels in securing major gifts coming out of the pandemic.
• 55% of advancement staff anticipate more virtual events to engage alumni and constituents coming out of the pandemic compared to pre-pandemic times.
• Of those students that don't feel connected to alumni, 34% said it's because their college or university does not provide an online community to interact with alumni.

Marketing and Communications

• 59% of students attribute a leadership-student trust gap at their college or university to a lack of consistent communications; about half of the staff agree.
• When asked how their university could improve their communications,42% of students said more personalization.
• When asked how their university could improve their communications,39% of students said more reminders or alerts.

2021 Connected Student Report, Salesforce: Communication is key to establishing stakeholder trust 

9 in 10 students want institutions to communicate with them as often or more via email, personalized communications, and alerts. Around four in 10 say they'd like communications to be more personalized, while 25% say they'd like a more personalized college experience overall.

2021 Connected Student Report, Salesforce: Three ways universities can improve student communications 

Institution Operations 

• 62% of staff say their institution is reevaluating their faculty/staff support & service model as a result of the pandemic.
• Of those staff members that indicated they don't have enough support from their institution, 31% said it's because their college/university uses multiple technology systems. It's hard to get the data they need to do their jobs effectively.
• When asked how their institution could better help staff, close to half said more online resources for technology support (44%) and an online portal to connect with other staff members (42%).

The pursuit of new business models in higher education is an important finding. According to the Chronicle: 

"COVID-19 may not have created any new reasons for colleges to change how they do business, but the pandemic rapidly accelerated the process. Just in the U.S., the loss of dining hall income, residential and student fees and, in many cases, tuition has likely cost institutions around $183 billion . Post-pandemic, institutions will need to do more than assure the safety of students and staff. They'll have to keep an eye on the bottom line as well. Findings show that many institutions are reworking their business plans to reflect this reality. Nearly half of staff surveyed globally say their institution is more likely (at 45%) than not (35%) to be implementing a new business model. 

Some institutions, such as Southern New Hampshire University, are creating new models that make on-campus learning more affordable, while Cambridge announced in May that it will roll out 50 online courses over the next five years, with an eye toward increasing learning opportunities. As institutions look ahead, many have made shoring up their value proposition for future workers more of a priority."

2021 Connected Student Report, Salesforce: New business model trends in higher education

The report highlighted these key findings: 

• Nearly half of all institutions are implementing new business models due to the pandemic. 
• 7 in 10 staff say their institutions are investing in new growth opportunities, chiefly more online learning options. 
• About half of the total staff surveyed say those business model revisions involve the creation of more part-time learning options or shorter-term courses and programs -- changes that reflect more of a concern for non-traditional learners and other working students. 
• Nearly 40% of staff surveyed say they are seeing more partnerships between corporations and higher education. 
• About half say that their institutions are engaging employers to help recruit students by managing corporate relationships on a single platform or by tailoring marketing campaigns to corporate partners -- with France and the U.S. courting private companies at the highest rates. We know companies are key to solving the digital skills gap . 

2021 Connected Student Report, Salesforce: Staff predict more investments in technologies and engagement opportunities 

• Institutions have continued to upgrade their technology during the pandemic. Slightly less than half of those on staff say that more people on campus are involved in making tech decisions, with more than half of those in the Netherlands and U.S. reporting the highest rates of collaborative tech decision making.
• The digital competency of staff has become a priority for most institutions as well. More than 6 in 10 staff members say that the pandemic led their institution to re-evaluate their staff support and service models and invest in training that would allow faculty and staff to do their jobs virtually.
• More than half of staff (52%) anticipate their institution will invest in classroom technology, while a slightly lesser number (46%) expect to see more money going toward research tech. A considerable number (44%) anticipate investments in faculty and staff learning and engagement opportunities.

2021 Connected Student Report, Salesforce: Higher Education is investing new technologies, leadership roles and staff services models 

New business model innovation is a top priority for higher education institutions. Whether it be new sources of revenue or new areas of investment, institutions are evaluating how to create value from anywhere and what internal shifts they need to make to catalyze these changes. Learning from anywhere, success from everywhere. 

To learn more about the 2021 Connected Student Report, you can visit here . 

ZDNET Recommends

Business Model Canvas

The "Business Model Canvas" is a way to think about business model innovation developed by Alexander Osterwalder and Yves Pigneur with co-creator collaboration from many practitioners.  Early on the model was fixed in the book, Business Model Generation and has been built out and further monitized via the Strategyzer website, software, training programs and other books.

The Business Model Canvas (BMC) is a strategic management tool to quickly and easily define and communicate a business idea or concept.  It is a one page document which works throught the fundamental elements of a business or product, structuring an idea in a coherent way.  The right side of the BMC focuses on the customer (external), while, the left side of the canvas focuses on the business (internal).  Both external and internal factors meet around the value propositions, which is the exchange of value between your business and your customer/clients.

Library guides, such as this one, typically list databases that can be used to gather data or sources by topic with tips for their use.  Mapping library business databases to the Business Model Canvas isn't a straightforward exercise because every business is different.  For example one businesses customer could be another entities key partner or one businesses channel for communication could be anothers value proposition.  A company database could be used to find potential partners or customers or data to model the cost structure. Therefore, this guide will not map library databases to the building blocks of the Business Model Canvas, rather it will suggest research approaches with examples to flesh out the building blocks.

Desirability

Value proposition-customer segments-customer channels-customer relationships, cost structure-revenue streams, feasibility, key resources-key activities-key partners.

(Source:  Building Blocks of the Business Model Canvas )

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The Business Model Canvas - A Useful Tool

By: Damon Phillips, Sandra Navalli

This case lays out the steps for creating a Business Model Canvas (BMC)-a comprehensive and intuitive framework intended to facilitate description and discussion of a new venture idea. Focusing on…

• Length: 18 page(s)
• Publication Date: Nov 5, 2019
• Discipline: Entrepreneurship
• Product #: CU351-PDF-ENG

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This case lays out the steps for creating a Business Model Canvas (BMC)-a comprehensive and intuitive framework intended to facilitate description and discussion of a new venture idea. Focusing on both the efficiency and value generating aspects of a new business, the model directs the founding team members to consider key aspects of a core model, including the company's value proposition, customer relationships, revenue streams, cost structure, and competitive environment. A variation on the model for nonprofit organizations, a Social Impact BMC, is also presented, adding additional items such as impact metrics. The case includes several real world business examples and asks students to prepare a traditional BMC for the for-profit company (Nespresso) and a Social Impact BMC for the social impact example (ConBody) using the tools outlined in the case.

Learning Objectives

Students will answer the question: How should a business model be developed and communicated to best support the launch of a new venture?

Nov 5, 2019

Discipline:

Entrepreneurship

Industries:

Social advocacy organizations

Columbia Business School

CU351-PDF-ENG

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Exploring Business Models for MOOCs in Higher Education

• Published: 23 April 2014
• Volume 40 , pages 37–49, ( 2015 )

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Massive Open Online Courses (MOOCs) potentially challenge the traditional dominance of brick and mortar institutions as providers of quality higher education. The benefits for students include reduced education costs and global access to exclusive institution courses and instructors. However, the benefits for institutions are less clear as there is a financial overhead required to develop and deliver content that is suitable for mass student consumption. In this article we examine the opportunities that MOOCs provide and identify several different business model challenges for offering MOOCs.

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Burd, E.L., Smith, S.P. & Reisman, S. Exploring Business Models for MOOCs in Higher Education. Innov High Educ 40 , 37–49 (2015). https://doi.org/10.1007/s10755-014-9297-0

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DOI : https://doi.org/10.1007/s10755-014-9297-0

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Global Higher Education Reference Models HERM

About the higher education reference models (herm), higher education reference models.

The Higher Education Reference Models provide standardised business and data architectures that communicate a generalised view of how higher education institutions are organised and the information they use.

The HERM also include a Business Model Canvas that can support scenario-based planning and is useful for exploring and communicating an institution's specific strategic drivers and goals.

The Higher Education Reference Models help members to:

• increase the value and efficiency of their architecture teams
• describe a 'whole of institution' view to colleagues within their institution
• facilitate the exchange of architectural knowledge and good practice in the sector
• support interoperability and collaboration between member organisations
• improve engagement with industry in major projects and initiatives

Business Capability Model

Description

The Higher Education Business Capability Model describes a standard set of Business Architecture elements relevant to Higher Education. It can be used as a reference for Business Stakeholders, Enterprise Architects, and Technology Strategists to engage in discussion regarding business effectiveness, needs, and challenges. Standing alongside the accompanying Business Model Canvas, the Business Capability Model elaborates the core value chains for higher education and their underlying business capabilities.

Understanding Business Capabilities

A capability model supports the development of strategies by viewing the business as a collection of capabilities that can be adjusted in response to the demands of the business environment. This models WHAT the organisation is capable of doing. It presents the business capabilities within the wider business context of WHO it serves, relies on, and answers to, extending beyond organisational boundaries. A Business Capability isa particular logical combination of People, Process, Information, and Technology necessary to deliver a discrete required outcome to achieve a specific business objective. The capabilities support the realisation of an institution's strategies.

The Business Capability Model serves as an anchor for assessing perspectives such as strategic importance, maturity, business operational pain points, capital investment, and organisational structure. It presents a view of the organisation with traceability from business objectives through to the information, technology, and other resources required to support them.

Data Reference Model

The Higher Education Data Reference Model describes a standard set of Data Architecture elements relevant to Higher Education. It identifies the business nouns that define a common language for Business Stakeholders, Enterprise Architects, and Technology Strategists to communicate clearly. The primary component of the Data Reference Model is the embedded conceptual data model, which captures these nouns as high-level data entities, grouped into topics.

Understanding data

Data are a set of facts, representing a specific concept or concepts. Value is added to data when they is combined and presented to users within a context, turning them into meaningful information to support business decisions and enable operational activities USAGE The Business Capability Model serves as an anchor for assessing perspectives such as strategic importance, maturity, business operational pain points, capital investment, and organisational structure. It presents a view of the organisation with traceability from business objectives through to the information, technology, and other resources required to support them.

There are three established levels defined in data modelling: conceptual, logical, and physical. This conceptual data model focuses only on the data entities to describe the language of the organisation and ha san enterprise-wide scope to provide a strategic view of information. The purpose of the model is to define the agreed terminology and key concepts that are important to the business. The model can be used to identify which data entitie sare assembled or reused in various information assets, data quality risks, who is responsible for governing the data, and where data are stored. The top-level conceptual data entities also provide the basis for more-detailed conceptual, logical, and physical data models that further specify relationships and attributes as inputs to business technology solutions design.

How the Higher Education Models Have Evolved

• Version 1 of the HERM models was launched in 2016, following the agreement between FromHereOn and CAUDIT. The CAUDIT Enterprise Architecture Community of Practice is responsible for the curation and evolution of the Higher Education Reference Models.
• The UCISA UK HE Capability Model was published in 2018 and was developed from Version 1 of the HERM. The UCISA Capability Model has been adopted by many Universities across the UK HE sector. Whilst this version of the model continues to be available for download there have been a number of subsequent HERM releases and the UCISA EA Group is now working in partnership with CAUDIT, EDUCAUSE and EUNIS to further develop the HERM as a global reference model for Higher Education.
• Version 2 of the HERM Business Capability Model was released in May 2019
• Version 2.5.0 of the HERM was launched in October 2020 with a consolidated refresh of both the Data Reference Model and the Business Capability Model.
• The Version 2.6.0 HERM release made in September 2021 introduced the Business Model Canvas and was accompanied by a global launch that recognised the warm collaboration between CAUDIT, UCISA, and EDUCAUSE guiding the future of the HERM. These collaborations were formalised by joint statements of intent countersigned between CAUDIT and UCISA and between CAUDIT and EDUCAUSE.
• The latest release of the Higher Education Reference Models, Version 2.6.1, has been further developed through enduring and constructive collaborations and influence from EUNIS.

How to access the models

Please email  [email protected]  to request access to the latest version of the HERM models

If you would like access to the legacy 2018 UCISA Capability Model please  download here

How to get involved

UCISA Enterprise Architecture Group

The UCISA Enterprise Architecture Group (EAG) seeks to promote and develop Enterprise Architecture practice across the Higher Education Sector in the UK and Ireland through the sharing of knowledge, experience and good practice.

We provide an active forum for collaboration and sharing of knowledge, experience, case studies and templates – including the use and value of the HERM Business Capability and Data Models.

The EA Group manage a HERM Working Group with sub-groups looking at the Business Capability and Data Models

Please contact [email protected] to join our group

The UCISA HERM Working Group is helping shape the future development of the models

• Sub-groups looking at the Business Capability and Data Models
• Provide feedback to and in dialogue with the CAUDIT HERM Working Group
• Feedback and suggestions from UCISA have been incorporated into the latest releases of the HERM

Links to videos and presentations

• Global Launch  of the Higher Education Reference Models (Recording and presentations - UCISA )
• pdf download of slides
• webinar recording from March 2022
• Privacy notices

• Postal address: UCISA, Ruskin College, Dunstan Rd, Oxford OX3 9BZ

UCISA is registered as a charity with the Charity Commission of England and Wales, No. 1161218.

© 2024 UCISA

Rocket Innovations

Business model canvas.

Business Model Canvas is a breakdown of several key elements about your business, or intended venture, and how it plans to make money. Each piece of the canvas is a tool that lets you visualize the assets you bring with your business, idea, or concept.

Business Model Canvas Breakdown

The Right Side Focuses on the customer market and the external factors that are typically out of the control of the business owner. The Left Side Focuses on the internal aspects of your business that are mostly within your control. The Center The value propositions that represent the value your venture holds for your customers.

Click here to download the editable version of the Business Model Canvas

VALUE PROPOSITION

Your value proposition is the unique solution that your venture provides to your target market or customer base. Your proposition should be unique and different from your competitors. If your product is new, your statement should be innovative. If your venture already exists in the market, your proposition should highlight unique features from what already exists. Questions to ask yourself: What's compelling about the proposition? Why do customers buy, use?

CUSTOMER SEGMENTS

Customer segments are the groups of people or companies you're trying to reach to promote or sell your venture. By creating customer segments, you're grouping your potential audience into similar categories, such as age, gender, location, interests, etc. Questions to ask yourself: Who are the customers? What do they think? See? Feel? Do?

Types of customer markets:

• Mass market: Focuses on the general population or a large group of people, and doesn't group its audience into segments. 
• Niche market: focused on a specific group of people with unique qualifications. Interactions for this market need to be customized to meet particular requirements. 
• Segmented: One leading group, but each audience is created based on their different needs. 
• Diversified: this type of market segment includes customers with very different needs. 
• Multi-sided markets: this includes interdependent customer segments. One segment depends on or utilizes the other segment.

CUSTOMER RELATIONSHIPS

Depending on your venture, you'll establish different relationships with your target markets or customer segments.  Questions to ask yourself: How do you interact with the customer through their 'journey'?

Types of customer relationships:

• Personal assistance: you directly interact with the target audience member through various personal interactions.
• Dedicated personal assistance: you assign a dedicated customer representative to interact with a member of the target market.
• Self-service: There is no direct relationship with the customer, but you provide solutions for the member of the customer segment to help themselves.
• Automated services: the creation of automated processes that helps members of your target complete the services themselves.
• Communities: the utilization or creation of digital communities where audience members can help each other find solutions to issues.
• Co-creation: you invite your audience members to get involved in product design or development of the product.

Key Partners

Key Partners are relationships forged with external companies or suppliers to reduce risks and acquire resources and complete your key activities. Questions to ask yourself: What can the company not do to focus on its Key Activities?

Types of Partnerships

• Strategic alliance: the partnership between non-competitors
• Coopetition: the strategic collaboration between business partners
• Joint ventures: partners developing a new business
• Buyer-supplier relationships: ensure reliable supplies

Key Activities

Key activities are objectives that must be completed to fulfill your business purpose, reach targeted customer segments, generating income, and maintain customer relationships. Questions to ask yourself: What uniquely strategic things does the business do to deliver its proposition?

Key Activity Categories:

• Production: delivering, manufacturing, and designing a product in substantial quantities and/or of superior quality.
• Problem-solving: finding alternative solutions to problems faced by your target market.
• Platform/network: Creating and maintaining platforms.

KEY RESOURCES

The key resources are the pieces that you need to progress with or complete your venture. Questions to ask yourself: What unique strategic assets must the business have to compete?

Types of key resources:

• Human resources- (employees)
• Financial - (cash, lines of credit, etc.)
• Intellectual - (brand, patents, IP, copyright)
• Physical - (equipment, inventory, buildings)

Channels play a role in raising awareness of your venture and value proposition to your customer base. They can also be used to show customers the avenue to purchase your products or services and offer post-purchase support. Questions to ask yourself: How are these propositions promoted, sold, and delivered? Why? Is it working?

• Owned channels: company website, social media sites, in-house sales, etc.
• Partner channels: partner-owned websites, wholesale distribution, retail, etc.

Cost Structure

In the cost structure section, you'll need to identify any and all costs associated with moving forward with your venture or business. Don't forget to evaluate the costs of creating and delivering value propositions, maintaining customer relationships, and generating revenue streams. It's easier to define your essential resources, partners, and activities before examining the expenses associated with your cost structure. Questions to ask yourself: What are the business' major cost drivers? How are they linked to revenue?

Businesses cost structures:

• Cost-driven: focus on minimizing costs whenever possible
• Value-driven: focuses on providing maximum value to customers and members of the target audience

Revenue Streams

You can earn income through two revenue models: transaction-based, which occurs when a customer makes a one-time payment or the reoccurring revenue model. The customer makes ongoing payments for continuing or post-sale services. Questions: How does the business earn revenue from the value propositions?

Of the two forms of revenue types, you're able to generate income in the following ways:

• Asset sales: by selling the rights of ownership for a product to a buyer
• Usage fee: by charging the customer for the use of its product or service
• Subscription fee: by charging the customer for using its product regularly and consistently.
• Lending/ leasing/ renting: the customer pays to get exclusive rights to use an asset for a fixed period
• Licensing: customer pays to get permission to use the company's intellectual property.
• Brokerage fees: revenue generated by acting as an intermediary between two or more parties
• Advertising: by charging the customer to advertise a product, service or brand using company platforms

Reference: Author Amanda Athuraliya Amanda Athuraliya is the communication specialist/content writer at Creately, et al. “Business Model Canvas Explained: A Step-by-Step Guide with Templates.”  Creately Blog , 7 Nov. 2019, creately.com/blog/diagrams/business-model-canvas-explained/.

Free PowerPoint Business Model Canvas Templates

By Courtney Patterson | April 3, 2024

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We’ve collected the top PowerPoint business model canvas templates for entrepreneurs, startup leaders, and strategy architects. These customizable templates offer a comprehensive layout to define, evolve, and polish your business strategies.  Included on this page, you’ll find a  lean business model canvas template for PowerPoint, a  business capability model canvas template for PowerPoint, a  customer-focused business model canvas template , an  e-commerce business model canvas template , and more. These PowerPoint business model canvas templates will help you effectively organize and present your business strategies.

PowerPoint Simple Business Model Canvas Template

Download the Sample Simple Business Model Canvas Template for PowerPoint Download the Blank Simple Business Model Canvas Template for PowerPoint

When to Use This Template:

This simple business model canvas template for PowerPoint is ideal for swift strategic sessions and perfect for startups, entrepreneurs, and educators that need a quick yet comprehensive overview of their business or project’s core aspects. Use the template with or without sample data during initial planning phases or workshops, or when refining an existing business model for clarity and direction.  Notable Template Features:

This template’s streamlined layout highlights essential business model components — value propositions, customer segments, key activities, and more — in an easily digestible format. Its intuitive design facilitates quick modifications and collaborative discussions, making it a standout tool for visual strategy planning and presentation.  Download our  free business model and business model canvas templates to gain a clear, structured visualization of your business’s core components, so you can innovate, strategize, and align your operations for enhanced growth and competitiveness.

PowerPoint Lean Business Model Canvas Template

Download a Sample Lean Business Model Canvas Template for PowerPoint Download a Blank Lean Business Model Canvas Template for PowerPoint  

When to Use This Template:  

This Lean business model canvas template for PowerPoint with or without sample data is best suited for agile startups and innovators looking to rapidly test and validate their business ideas. The template is particularly useful in fast-paced environments where the focus is on pinpointing the most critical elements of your business model to quickly adapt to market feedback.  Notable Template Features:

This template distills the business model canvas to its essence, prioritizing lean startup principles such as problem-solution fit, unique value propositions, and key metrics for success. Its design encourages dynamic interaction and iteration, making it an invaluable asset for teams committed to Lean methodologies and continuous improvement.  Need business model canvas templates in Google formats? Check out our article on free, editable Google Slides business model canvas templates to systematically understand, design, and refine your business strategy for improved clarity and strategic focus.

PowerPoint Business Capability Model Canvas Template

Download the Sample Business Capability Model Canvas Template for PowerPoint Download the Blank Business Capability Model Canvas Template for PowerPoint

When to Use This Template: 

This multi-slide business capability model canvas template for PowerPoint is designed for comprehensive strategic planning and analysis, ideal for evaluating your organization’s core business functions in detail. With or without sample data, the template is particularly useful for aligning business strategies with operational capabilities and identifying areas for improvement or investment.  Notable Template Features: 

This template offers a detailed breakdown of business capabilities across multiple slides, from operational processes to customer engagement strategies. The structured format supports a systematic approach to identifying strengths, weaknesses, and opportunities for growth, facilitating clear communication and strategic alignment within teams and departments.

PowerPoint Social Enterprise Business Model Canvas Template

Download the Sample Social Enterprise Business Model Canvas Template for PowerPoint Download the Blank Social Enterprise Business Model Canvas Template for PowerPoint

Tailored for social enterprises and mission-driven organizations, this social enterprise business model canvas template for PowerPoint with or without sample data is the go-to resource for blending social impact with financial sustainability. Use it when brainstorming or strategizing how to effectively address social issues while remaining economically viable.  Notable Template Features: 

Distinctive for its focus on social value alongside traditional business elements, this template enriches your strategic planning with sections dedicated to social goals, impact measurement, and community engagement. The holistic approach helps you visualize both the societal benefits and the economic model of your enterprise, fostering a balanced strategy for both making a difference and achieving business success.

PowerPoint Customer-Focused Business Model Canvas Template

Download the Sample Customer-Focused Business Model Canvas Template for PowerPoint Download the Blank Customer-Focused Business Model Canvas Template for PowerPoint

Deploy this customer-focused business model canvas template with or without sample data for PowerPoint while creating or reevaluating your business strategy with a focus on the customer. This template excels in environments where understanding and meeting customer needs are pivotal to crafting competitive advantages and personalized experiences.  Notable Template Features: 

Uniquely designed to elevate the importance of customer insights in strategic planning, this template incorporates sections for customer journeys, preferences, and feedback loops. It enables a deep dive into how each aspect of your business model serves the customer, ensuring that customer satisfaction and engagement are prioritized during decision-making.  

PowerPoint E-commerce Business Model Canvas Template

Download the Sample E-commerce Business Model Canvas Template for PowerPoint Download the Blank E-commerce Business Model Canvas Template for PowerPoint 

This e-commerce business model canvas template for PowerPoint is your ally when diving into the online retail world, whether you’re launching a new e-commerce platform or optimizing an existing one. With or without sample data, the template is particularly effective for sessions aimed at dissecting and enhancing the online shopping experience, from initial click to post-purchase support.  Notable Template Features:  

With a design that caters specifically to the digital marketplace, this template allows for an in-depth analysis of online customer behavior, digital marketing strategies, and logistics. Its comprehensive layout ensures that every facet of the e-commerce ecosystem — including user experience, payment processing, and customer service — is meticulously planned and aligns with your business objectives.

PowerPoint Tech Startup Business Model Canvas Template

Download the Sample Tech Startup Business Model Canvas Template for PowerPoint Download the Blank Tech Startup Business Model Canvas Template for PowerPoint

This tech startup business model canvas template for PowerPoint is most useful when preparing your new idea for market entry or when adapting your technology venture to evolving market demands. The template, with or without sample data, is specially crafted for taking into account the interplay between innovative tech solutions and market needs. Notable Template Features: 

This template is uniquely tailored to the dynamics of the tech industry, spotlighting areas such as R&D, IP strategy, and user acquisition. It helps you visualize how your technology fits within the market, and ensures that elements such as scalability, cybersecurity, and technological advancements are front and center in your planning process.

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