Business Trend
The business trend that I have been following is the issue of increased competition in
academia, due to the advancements of technology. Module 2 has continued to illustrate some
more examples of this trend in some the assigned readings. Keegan, Lossenko, Mázár,
Fernández Michels, Flate Paulsen, Rekkedal, Atle Toska, and Zarka’s, (2007) article explains
that an e-learning venture failure could occur when developing and offering course programs
that are already established between a partnership or close source of funding. Keegan et al.
(2007) explains example case study failures that “the case studies present many instances of
failed e-learning initiatives competing with other established institutions for the market, or
even competing with their own sponsoring institutions for students” (p. 96).
A current example of this can also happen at the dual mode institution where I work
when deciding whether to offer a course or program. The institution needs to be mindful to
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check and make sure that the same or similar course/programs are not already established in
another department. This is a business skill that may be challenging because if there is a
similar or same credit course already being offered, we need to develop how can we make the
one we want to offer different or complimentary, so that we do not compete with the credit
course or program. However, the institution does offer credit, non-credit share courses, where
the same course is offered for both credit and non-credit. The benefits with taking it as non-
credit vs. credit in this situation are that the non-credit class should be offered at a slightly
lower cost and could be preferred over taking it as credit for recreational/information purposes
Coordinator by understanding the there are other external institutions that may offer similar or
the same programs in the surrounding area. Since the other institutions are still in the same
state area, we have to be cautious that we are not marketing outside of the county, since the
surrounding counties may have their own community colleges. The business skill challenge
with this is strategizing how we can increase our growth and retention in the institution’s area
so not to lose students to other surrounding community colleges that may offer the same or
similar programs.
Media
How to Build and Grow a Global E-Learning Business (Scitent, 2016): This is a short
video that encompasses the important aspects of how to conduct a successful e-learning
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business. The business that this video discusses is for a CPR e-learning course example
Successful strategies should incorporate and utilize strategies and tools that facilitate
extended enterprise (business that is being offered externally), a compatible LMS and
distributive technology, support services, proficient accounting and financial resources and
utilizing marketing strategies that are relevant to a global market (Scitent, 2016).
DE as Business
Perkinson (2006) brings up a good point about this by stating “public universities will
continue to commercialize and seek to fledge off selected academic operations in to new
business entities” (p. 25). Keegan’s et al. (2007) article influenced my perspective about this
topic the most through the presentation of examples on how e-learning initiatives need to
integrate appropriate and practical business aspects if they want to be successful. Many
institutions failed because they did not implement business strategies (Keegan et al., 2007).
Keegan et al. also (2007) explains that the institution needs to conduct itself as an institution
and a company.
Module 1 Objectives
The 1st objective is “analyze the key drivers for the growth of education and training
markets in both local and global contexts” (University of Maryland University College, 2019,
section, para. 4). This objective has been achieved because I have learned that the key drivers
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are the increased access advantages due to technology, the demand for a knowledge economy
The 2nd objective is “contribute to both sides of the debate on the learner as customer
Opportunities for Business Growth in Distance Education section, para. 4). This objective has
been achieved because the learner can be seen as a customer from a business perspective
(Guilbault, 2017). However, there must be appropriate balance concerning this because the
learner is not the same as a retail customer that controls customer satisfaction (Sirvanci, 1996).
The 3rd objective is “distinguish individual and organizational learner markets and the
design of blended learning products to integrate with corporate development and knowledge
Demand-Opportunities for Business Growth in Distance Education section, para. 4). This
objective has been achieved because I have learned that there is a difference between student
type e-learning and work-related e-training. Keegan et al. (2007) explains that workers only want
to take training if there is an incentive such as increased pay, certification and/or job security.
The 4th objective is “analyze the basic components of a business model and explain
the diversity of models emerging in distance education and training” (University of Maryland
University College, 2019, Module 2: Meeting the Demand-Opportunities for Business Growth in
Distance Education section, para. 4). This objective was achieved because I have learned from
Magda and Aslanian’s (2018) video how a good e-learning business model can be developed
that incorporates mobile-friendly technology and that offering courses that are practical in length
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are more ideal for success because students want to take classes and achieve them faster.
Offering competency-based programs may also be an ideal option (Magda & Aslanian, 2018).
The 5th objective is “explain the factors that influence the viability of businesses in
this industry” (University of Maryland University College, 2019, Module 2: Meeting the
Demand-Opportunities for Business Growth in Distance Education section, para. 4). This
objective has been achieved because I have learned that the factors that influence the viability
selection and accreditation and having effective partnerships and management of business and
The 6th objective is “analyze the constraints of organizational design and structure of
2019, Module 2: Meeting the Demand-Opportunities for Business Growth in Distance Education
section, para. 4). This objective has been achieved because Keegan et al. (2007) explained in the
case study article that one reason why e-learning initiatives may have fail is because the
References
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Keegan, D., Lossenko, J., Mázár, I., Fernández Michels, P., Flate Paulsen, M., Rekkedal, T.,
Atle Toska, J., & Zarka, D. (2007). E-learning initiatives that did not reach targeted
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