Fight, Flight, or Future. What does online education mean to you and your clients?
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1 Fight, Flight, or Future What does online education mean to you and your clients?
2 Agenda Welcome Setting the Stage Panelists Presentations Discussion
3 Panelists Jane Hilburt-Davis, FFI GEN, Moderator Pascale Michaud, Business Families Foundation Adam Owenz, Florida International University Mylena Pierremont, World Future Society If you tell me, I ll forget. If you show me, I ll remember. If you involve me, I ll understand.
4 Communications Revolution Social media plays big role Orchestra4on of upheaval & community building Customer service is the new marke4ng (extra star=5-9%revenues) World of skimmers & scanners Costs/risks involved Mobile/e- learning is exploding
5
6 Social Media An instrument of communication, a way to interact and engage! Facebook now 1B if it were a country, third largest in world; 340 Million tweets/ day Before After
7
8 Mobile /Online Learning Mobile learning has spread like wildfire-in US number of students taking online courses since 2002 has quadrupled, an annual growth rate of about 18% (6+M) 2010 US, Japan, South Korea, UK, China and Taiwan 2015: US, China, India, Japan, Indonesia, and Brazil Evidence: computer as effective as the classroom (Practitioner 8/22/12)
9 What s Available Online? Open Courseware Movement (2100 C) edx (Harvard, MIT, Berkeley) New: few courses Khan Academy (3000 C) Apple ITunesU (500,000 C) Coursera- Yale, Carnegie Mellon, etc (198 C) Udacity (14C) MOOC Massive Open Online Course
10 Sample: Family Business Courses Online BFF Oregon State University Extended Campus California Southern University Rutgers Family Business Management Cer4ficate FFI GEN
11 Learner Requirements Personal Good time management Motivation to stay involved Technical (decreasing) Some comfort with technology Equipment to synch with school s platforms High speed access Why choose? New career opportunities Business studies Convenience and flexibility Learner preferences Shorter courses Continuous enrollment throughout the year Connections with faculty Positive reputation Affordability Support services (Sloan Consortium)
12 Prompting these Questions How do people learn in these settings? How to support faculty? How to provide effective student services? How do we deal with cultural differences? How to increase access? What are the options for managing costs? How can we keep up with the pace? What jobs will go away? Be created?
13 Online Learning from a U.S. Higher Educa4on Perspec4ve Adam Owenz, MBA Florida Interna4onal University
14 - Miami, FL - 10 Largest public non- profit Universi4es in U.S. - Founded in 1972, online since online degree programs - 50,000 students - 15,000 students online (30%)
15 Online Learning from a U.S. Higher Educa4on Perspec4ve Modali4es of Course Delivery 1. Face- to- face (tradi4onal) 2. Web- assisted 3. Hybrid 4. Fully Online
16 Online Learning from a U.S. Higher Educa4on Perspec4ve Mobile Learning
17 Online Learning from a U.S. Higher Educa4on Perspec4ve Who is an online student?
18 Online Learning from a U.S. Higher Educa4on Perspec4ve One online student s story: Dion Von Moltke
19 Online Learning from a U.S. Higher Educa4on Perspec4ve What works in online educa4on? - Online resources are part of every class - Web- assisted vs. fully online - Teaching Paradigm shid from Lecture Model to Student- centered/ac4ve Learning Model
20 Online Learning from a U.S. Higher Educa4on Perspec4ve What works in online educa4on? - John Dewey ( American Philosopher, Psychologist, Educa4on Reformer) - Experien4al Educa4on
21 Online Learning from a U.S. Higher Educa4on Perspec4ve - Lecture model students read, agend lecture - Student- centered Learning students read, watch, engage in content, students discuss, students interact with instructor, students discuss, students gather in class and discuss, present, and dig deeper into content as a team.
22 Online Learning from a U.S. Higher Educa4on Perspec4ve What does fully online add? - Flexibility of 4me and space. - Virtual mee4ngs
23 Online Learning from a U.S. Higher Educa4on Perspec4ve What doesn t work? Pihalls? - Educator - clear course structure - Student - discipline
24 Online Learning from a U.S. Higher Educa4on Perspec4ve The Future - MOOCs Massive Open Online Courses - Competency based, self paced - Integrated educa4on - Niche specialists will thrive
25 FFI GEN Online
26 Fight, Flight or Future What does social media mean and how do you embed it in the organiza;on. Unlocking the value of global brands
27 The Challenge Today, almost all marketers are running Social Media Programs The question is no longer whether Social is important But how to make it work in the organization
28 Today 1 Introduc4on & Social Marke4ng Defini4ons 2 What Keeps Social Marketers Awake? 3 The WHAT: Characteris4cs of Social Global Brands 4 The HOW: Drivers of Social Marke4ng Readiness
29 First What do we mean with Social?
30 Social Media: New Communication Channel
31 Social Marketing: Coke s Real Engagement
32 Social Marketing: Virgin s Open Innovation
33 Social Business: Intuit Business Model Re-engineering
34 Social Marketing Readiness Study Contributors Corporate CMOs and/or Social Media Leaders Social Marketing Experts and Agencies
35 Today 1 Introduc4on & Social Marke4ng Defini4ons 2 What Keeps Social Marketers Awake? 3 The WHAT: Characteris4cs of Social Global Brands 4 The HOW: Drivers of Social Marke4ng Readiness
36 What Keeps Social Marketers Awake at Night?
37 Touch-point Explosion and Lack of Control We develop a program, put it out there and pray that it takes off in the way we hoped. CMO
38 Global Transparency All too o>en I first learn about my own brand s inicacves somewhere else in the world through the internet! Head Global Brand
39 What Happens in Vegas Stays in
40 What Happens in Vegas Stays in. YouTube!
41 24/7 Feedback & Questions We used to do annual customer sacsfaccon surveys now we are being graded publicly, every day, and every minute! Global Brand Leader
42 Responsiveness Speed Requirement I don t think everybody in the company fully understands the new expectacons in Cming SVP MarkeCng Capability
43 Internal Organization Challenges Internal educacon and training Determining an organizaconal model Applying social insights to products GeKng buy in from stakeholders Developing listening monitoring solu4on Gekng tools & technologies in place Resourcing increasing budget head count Policies and procedures 37.30% 34.70% 34.70% 32.20% 29.70% 26.30% 24.60% 22.00% 0% 5% 10% 15% 20% 25% 30% 35% 40% Source: Altimeter Group 2010
44 And what Inspires Global Social Brand Leaders?
45 Real Interaction with Consumers There s nothing more powerful and excicng than direct Consumer ConnecCons SVP/CMO
46 Opportunity to Offer More Value We have so much more more high quality content to share.. Head of Global CommunicaCon
47 Organize: Clarity on Roles & Responsibili4es Hygiene CompeCCve World Class Media Team leads SM accvices SM Excellence Center & SM Job descripcons Legal/Corporate PR designated contacts Specialist SM roles, E.g. Community Managers OperaCng Model includes Social Universal Truth Purposeful Positioning Total Experience Total Experience Broad Staff SM use is encouraged
48 Organize: Clarity on Roles & Responsibili4es Hygiene CompeCCve World Class Media Team leads SM accvices SM Excellence Center & SM Job descripcons Open SM Org Model: Manage by Excep4on Legal/Corporate PR designated contacts Hub and Spoke Model for SM ac4vi4es Specialist SM roles, E.g. Community Managers Dedicated SM Agency Crisis Management defined & rehearsed Single Buyer of Media OperaCng Model includes Social Agency & Proper4es Partnership Networks SM integrated in brand teams Broad Staff SM use is encouraged Universal Truth Purposeful Positioning Total Experience Total Experience
49 New Tasks, Shifting Roles Universal Truth Purposeful Positioning Total Experience Total Experience Global Local Agencies Partners Consumers
50 World Class Organize: Best Buy Twelp Universal Truth Purposeful Positioning Total Experience Total Experience
51 Build: Tools & Training Universal Truth Purposeful Positioning Total Experience Total Experience
52 Build: Building Capability Hygiene CompeCCve World Class Universal Truth Purposeful Positioning Total Experience Total Experience Crisis Training & SM Employee restriccons Dedicated SM Training programs for Leaders SM Integrated into Business immersion Transparency on SM results for learning Codifying & Sharing of SM Best PracCces Specialized SM Role training programs
53 Build: Building Capability Hygiene CompeCCve World Class Universal Truth Purposeful Positioning Total Experience Total Experience Crisis Training & SM Employee restriccons Engagement Flow training SM Integrated into Business immersion SM Bulle4n Key Marketer Training Transparency on SM results for learning Dedicated SM Training programs for Leaders Brand/Company Social Marke4ng Guidelines Codifying & Sharing of SM Best PracCces Specialized SM Role training programs SM skills part of total competency system
54 Hygiene: Guidelines Examples Universal Truth Purposeful Positioning Total Experience Total Experience Social CommunicaCon Guidelines Engagement Flowcharts Crisis Response Plans 1. Know and follow IBM's Business Conduct Guidelines. 2. IBMers are personally responsible for the content they publish on-line 3. Identify yourself name and, when relevant, role at IBM when you discuss IBM 4. Use a disclaimer such as 5. Respect copyright, fair use and financial disclosure laws. 6. Don't provide confidential or other proprietary information. 7. Don't cite clients, partners or suppliers without approval. 8. Respect your audience. 9. Be aware of your association with IBM in online social networks. 10. Don't pick fights, be the first to correct your own mistakes. 11. Try to add value. 12. Don't use IBM logos or trademarks unless approved
55 World Class: Diageo Universal Truth Purposeful Positioning Total Experience Total Experience Over 950 Diageo Senior Leaders around the world have been trained in Facebook boot camps.
56 Today 1 Social Marke4ng Defini4ons 2 What Keeps Social Marketers Awake? 3 Characteris4cs of Social Global Brands 4 Drivers of Social Marke4ng Readiness
57 The WHAT: The Open Purposeful Brand Opportunity Brand AmbiCon Level Purpose EmoConal MISSED OPPORTUNITY Medium High FuncConal Basic RISK Push Engage Open Social MarkeCng AmbiCon Level
58 The HOW: Organizing the Whole Organization Universal Truth Purposeful Positioning Total Experience Total Experience Func4ons Communica4on Channels
59 Copyright The contents of this presenta4on is protected by copyright and may not be reproduced, stored in a retrieval system, or transmiged in whole or in part, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise without the prior wrigen permission of Effec4veBrands Inc. Effec4veBrands, Leading Global Brands, Purposeful Posi;oning, The Global Brand CEO, Share of Experience, SocialMarkeCngReady and The Effec;ve Global Marke;ng Roadmap are all trademarks of Effec4veBrands Inc. copyright Effec4veBrands 2010.
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