Your Survey Team

• Stacy Banfield, College of Business

Associate Director of Professional Development

• Christina Dolan, Manager, Executive

Education

• Ross Morriss, Director of Strategic

Partnerships, External Engagement

• Bill Swanson, Executive Director, EMBA &

Professional Management Education

• Tania Xerri, Director, Health Leadership &

Learning Network

Value-Add

• Provides solid trends across a wide range of University Executive and Continuing Education locations that is not available elsewhere

• Use the data to shape appropriate strategy for your operation

• Use results for building a case for resource needs

• Valuable in communicating with Deans and executives about the industry, and cross-walking the data to your unit

• Data captures a cross section of the industry from the smallest units to the largest

The Strategic Landscape

Demographics

• Majority of attendees from the USA in city’s between 100,000-500,00 or over 2.5 Million

• Industry is stable and growing

• Audience is middle-managers

Marketing & Social Media

• Increase to having a dedicated marketing person

• Budget is determined mostly by a flat dollar amount, under 20% of course budget

• Marketing Mix – website, SEO, SEM, Adwords

• Social Media – FB, LinkedIn, Twitter, YouTube, but with no plan

The Strategic Landscape

Sales & CRM

• Similar to previous year

• Most people on salary

• For CRM’s people aren’t just using Salesforce, have options

• CRM system has multiple uses, not just for pipeline

Revenue & Financial Model• Revenue has improved as well as

profits

• More people contributing back to the university

• Move to online programs

• Growth or movement from local into National or International markets

• More staffing for revenue under $500,000

The Strategic Landscape

Business Performance/Programming

• Business has grown for majority due to growth in custom, additional open programs and rise ineconomy

• Leadership & Management most popular programs to offer

• Majority is in-class or face-to-face programming still, but online is present

Instructors• Shift to use of more non-tenure

faculty

• Typically less than 50 instructors per year

• Distinct shift in number of faculty paid in excess of $400.

• Majority of center's are paying a fee to instructors for course development of $500 – 1500

• Increase of center owning IP

1. Demographics

Asia/Oceania3% Canada

17%

Caribbean/Central/South/Latin

America…

Europe6%

Middle East/Africa

1%

United States72%

Where is Your Institution Located?

31

39

17

41

15

0 5 10 15 20 25 30 35 40 45

My Institution is Located in a Metropolitan Area of:

Under 100,000 people

Over 2.5 million people

Between 500,000 and 1 million people

Between 100,000 and 500,000 people

Between 1 to 2.5 million people

62

70

11

Unit Type

Continuing Education, Extended Education, Continuing Studiesor similar group offering professional developmentManagement, Economics, or Business School

Other

47

120

91

58

7

0 20 40 60 80 100 120 140

Entry level

Mid-level (managers)

Upper-level management

Executive level (C-Suite)

Other

Who We Serve

Entry level

Mid-level (managers)

Upper-level management

Executive level (C-Suite)

Other

29

18

47

13

4

4

21

0 10 20 30 40 50

Assistant/Associate Director (of thedepartment)

Dean (Associate, Assistant, Full)

Executive Director (of the department)

Marketing Manager/Business DevelopmentManager

Marketing/Program/Operations Coordinatoror Specialist

Operations Manager

Program Manager

Role of Survey Participants

0

20

40

60

80

100

120

0-19 20-39 40-59 60-79 80-99 100+

Freq

uen

cy

Number of FTE's

Total Number of FTE's

0

1

2

3

4

5

6

7

8

9

10

1 2 3 4 5 6 7 8 9 10 11 12 13 14

Freq

uen

cy

Number of FTE's

Number of FTE's for Less than $1 M in Revenue

0

5

10

15

20

25

1-5 6-10 11-15 16-2021-2526-5556-6061-6566-70 100+

Freq

uen

cy

Number of FTE's

Number of FTE's for $1 M to $6 M in Revenue

0

0.5

1

1.5

2

2.5

3

3.5

7 10 11 12 14 28 30 35 40 45 50 100 200

Freq

uen

cy

Number of FTE's

Number of FTE's for $6 M + in Revenue

10%

39%47%

1% 3%

How Would You Describe Your Department?

In start-up mode Growing in size Established

Declining in size Unsure

2. Marketing & Social Media

58%

40

%

49

%

18%

43%

50%

40

% 43%

26

%

44

%

42

%

34%

46

%

26

%

47%

We have a dedicated marketing

person

We hire outside marketing

experts to help us

We do some of it ourselves

We do it al l ourselves

We get support from other

parts of the school or university

How are Marketing Responsibilities Handled?

2016 2015 2014

Percentage of projected revenue

16%

Percentage of prior year revenue

7%

Flat dollar amount39%

Individual program revenue

21%

No marketing budget10%

Don't know5%

N/A2%

How is your Marketing Budget Determined?

What Percentage of your Course

Budget is for Marketing?

0 - 9% 10 - 19% 20 - 29% 30 - 39% 40+%

Marketing Budget Changes in the Past Few Years

Spent a lot more Spent a little more Spent the same

Spent a little less Spent a lot less Don't Know

N/A

Marketing Budget Changes in the Past Few Years Continued

2016

2015

2014

2013

2012

2011

56

54

56

47

32

48

21

20

37

33

51

22

SPEND MORE OR THE SAME

Increased spend by 3%

Marketing Mix: Tactics

Most important

• Building and maintaining a sophisticated website

• Search Engine Optimization (SEO)

• Google Adwords

• Search Engine Marketing (SEM)

• Corporate outreach

Least important

• Print ads

• Distribution of collateral

• Email marketing via purchased lists

• Informational sessions

• Publicity and public relations

Middle: Topical events, Presence at industry events, Targeted online

advertising, and Social media.

Other: Viral marketing, in-house email list, word of mouth

Regularly Analyze Effectiveness of Marketing Efforts

32

47

2120

55 56

16

56

2522

47

31

16

55

28

0

10

20

30

40

50

60

Does not describe Somewhat describes Completely describes

2012 2013 2014 2015 2016

15%

22%

42%

16%

5%

How do you Analyze Marketing Efforts?

Primarily use anecdotal evidence

Use a combination of ethnographic and anecdotal evidence and basic data from pipeline

Use metrics for measuring the amount of pipeline generated traffic

Analytics to quantify ROI using conversion reports and other assessments

Don't Know

Social Media: What & How?

Most used• LinkedIn – 88%

• Facebook – 81%

• Twitter – 63%

• YouTube – 44%

Least used

• Google+ – 14%

• Instagram – 13%

• Pinterest – 3%

34%

15%

27%24%

8%

30%

47%

14%

Basics, noplan

Established,unsure of next

steps

Newinitiative,expansion

plans

Critical, withplan

Role of Social Media

2016 2015

3. Sales & CRM

We have Staff Dedicated to Perform Sales Activities

Completely describes my department,

32.8%

Somewhat describes my department,

38.7%

Does not describe my department,

25.2%

N/A, 3.4%

How are your Sales/Business Development Staff

Compensated?

62.2%14.3%

0.0%

23.5%

Salary only Salary plus bonus or commission Commission only N/A

0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0%

Contract Full Time

Contract Part Time

N/A

Other

How are your Sales Staffed Employed/Engaged

0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0%

Sales Open Enrollment

Sales Custom

Business Development

Don't Know

N/A

Other (please specify)

What do they do?

37%

26%

36%

1%

We have and use a Customer Relationship Management (CRM) system.

Completely describes my department Somewhat describes my department

Does not describe my department Don't know

SalesForce28%

Intelliworks / Hobsons Radius

2%

Ellucian / Banner

1%Microsoft Dynamics

6%Infusion Soft

2%

Custom Built9%

N/A32%

Other

What CRM system are you currently using?

What is the main purpose or focus of your CRM system?

36.1%

44.5%

31.1%

8.4%

1.7%

29.4%

4.2%

0.0%5.0%

10.0%15.0%20.0%25.0%30.0%35.0%40.0%45.0%50.0%

4. Revenue & Financial Model

12% 13%

31.0%

23.0%

7%9%

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%

35.0%

Less than $500K $500k < $1M $1M < $3M $3M < $6M $6M < $10M More than $10M

Most survey respondents between 1-3 Million

2016 Survey

12.4%13.3%

31.0%

23.0%

7.1%8.8%

24.0%

6.0%

29.0%

19.0%

6.0%

17.0%

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%

35.0%

Less than$500K

$500k < $1M $1M < $3M $3M < $6M $6M < $10M More than$10M

Comparison between 2016and 2015 revenue

2016 Survey

NET Profit Margin - 2016

What is your Organizations NET Profit Margin from the most recent fiscal year

NET profit margin = gross revenue less direct and indirect expenses divided by gross revenue

16%

18%

24%

11%

11%

6%

3%

1%

0-9%

10-19%

20-29%

30-39%

40-49%

50-59%

60-69%

70-79%

80-89%

90-100%

0% 5% 10% 15% 20% 25%

71%

16%

7%

3%

0%

0% 10% 20% 30% 40% 50% 60% 70% 80%

We must make enough money to pay for all of ourdirect expenses, indirect department expenses

and contribute or pay a tax to the university.

We must make enough money to pay for all of ourdirect expenses, indirect department expenses

and that is all.

We must make enough money to pay for all of ourdirect expenses.

If we make enough money to cover some of ourexpenses, we are doing well.

We are not required to cover any of our expenses.

Department’s Contribution to the University

How does your department/unit contribute to school and/or university

indirect expenses?

25%

17%

23%

4%

8%

1%

7%

14%

1%

0% 5% 10% 15% 20% 25% 30%

All net income/profit sent to the Faculty/University

Amount negotiated annually

Percentage of the net income/profit

Percentage of gross revenue

Annual fixed amount

Percentage of expenses

Don't Know

N/A

Other (please specify)

FTE’s Per Revenue Segment 2016

3.4 4 7.4 16.8 26 400

5

10

15

20

25

30

35

40

45

Less than $500k < $1M $1M < $3M $3M < $6M $6M < $10M More than

188,284

271,453

267,857

312,849

325,000

103,164

Gross Revenue per FTEs 2015

$121,228

$232,768

$320,279$418,178

$589,733 430,274

4.9 7 16 22 66FTE 2.5

2016

Face-to-face69%

Online Online19%

Blended programs

13%

Average Response for % of Gross Revenue from Face-

to-Face, Online or Blended Programs

Face to Face77%

Online, 17%

Blended programs,

11%2015

Average Response for % of Gross Revenue from Face-

to-Face, Online or Blended Programs

Average Responses for % Gross Revenue

from Open Enrollment, Contract or Conferences

Open Enrollment

49%Custom and

Contract Training

51%

2016

Open Enrollment 51%

Contract Training, 47%

ConferencesEvents Other, 2%

2015

Average Responses for % Gross Revenue

from Open Enrollment, Contract or Conferences

Average Responses for Percentage of Gross Revenue

from Credit vs. Non Credit-Bearing Programs

43

2016 23/69

2015 28/72

2014 19/84

2013 33/74

2012 20/80

Credit-bearing

programs.23%

Non-credit

bearing programs.

69%

Other sources

8%

International audiences.

17%

National audiences.

23%

Local/regional audiences.

60%

Average Responses for % of Gross Revenue

By Participants’ Location

5. Business Performance & Programming

3%

12%

18%

26%

39%

2%

Business Performance Over the Past Year

Declined significantly Declined somewhat

Flat Grew significantly

Grew somewhat Start-Up

0 10 20 30 40 50

Additional Open Programs

B2B Outreach through Sales Person

Change in Marketing Approach

Decline in Customers

Don't Know

Economy

Growth in Custom Programs

Leadership Change

Lost a Major Client

Other

Primary Reason for Change in Results For Past Year

0 20 40 60 80 100 120

Business

Business Process / Analysis

Communications

Finance and Accounting

Human Resources

Information Technology

Leadership and Management

Other

Project Management

Types of Non-Credit Programs Offered

20

16 16

1214

0

5

10

15

20

25

1- 49 50 - 99 100 - 199 200 - 299 300+

Days of Open Enrollment Training

20

38

12

810

0

10

20

30

40

1 - 49 50 - 99 100 - 199 200 - 299 300+

Days of Custom Training

60

105

63

0 20 40 60 80 100 120

Blended / Hybrid

Classroom / Face-to-Face

Online

Formats Offered

Blended / Hybrid Classroom / Face-to-Face Online

6. Instructors

About the Faculty Bench…

35%

31%

34%

Faculty PoolTenured Faculty

Non-tenured orAdjunct

Externalconsultants

31%

37%

15%

11%4%

Instructors per Year

0-19

20-49

50-99

100-249

250+

Don't Know

2%

How Much Do We Pay Faculty?

20

16

14

18

27

10

4

26

15

18

14

20

6

10

28

25

19

12

14

5

0 10 20 30 40 50 60 70 80

Less than $100

$100 - $149

$150 - $199

$200 - $299

$300 - $399

$400+

Don't Know/NA

Tenured Faculty Non-Tenured and Adjunct External Consultants

Course Development Compensation

1

39

29

23

8

62

29

96

2

48

129

"canned"courseware

pay a fee fordevelopment

instructionalfee includes

development

We don't paycourse

development

Other

Open Courses

Custom Courses

Online Courses

% of Responses

34

0 10 20 30 40

$0-$499

$500-$1499

$1500-$2499

$2500-$3999

> $4000

Custom Online Open

Daily Pay Received By Instructors to Develop Course

Content

Who Owns the Intellectual Property?

30%

31%

9%

9%

4%

14%

4%

% ResponsesYou own it

Instructors own it

You own it andinstructors have firstright of refusalShared ownershiplimited license

Shared ownershipunlimited license

IP Ownership

N/A

Don’t Know