There are many drivers of an organisation’s competitiveness, both internal and external. But one of the most important is knowledge of new competitors. By this I mean:

  • Competitors that have recently entered – or thought to be about to enter - a market segment important to you
  • competitors already strong in market segments your organisation plans to enter.

Either way you must know who they are and what kind of impact they are likely to have on your company's performance.

Seems so simple doesn’t it? Yet experience shows that ignorance of new competitors is common. Both in...

Changes in macro factors can be major drivers of an organisations competitiveness and profitability. By “macro factors” I mean changes in sociological, technological, economic and political factors, which can have positive or negative effects on your organisation’s competitiveness. These macro factors are different from the impact of competitors. Indeed competitors will also be impacted by changes in macro factors.

But I’m not writing about competitors in this blog article. Because I want to focus on a major macro factor which is all too often imperfectly understood – demographics. We’ve all heard about...

How EMP produced part time strategies for five faculties

EMP was asked to produce an evidence based part time strategy for a university composed of five faculties. About one of the faculties there were serious concerns about its future viability. The first thing to do was to understand the current part time situation for each of the faculties. Some of the key questions which needed to be answered were:

  • Which were the main courses?
  • What was the trend in FTEs by subject?
  • What proportion of the total FTEs was taught on campus?
  • What proportion of total FTEs was...

How Andrew Pollard produced a successful course at the Open University Business School

Andrew Pollard, was then an experienced OU academic course chairman. He was asked by the School of Management to produce a business course, provisionally called ‘The Business Environment’. The first task was to gather opinions about the proposed course from a wide variety of people out in “the real world”, among them directors of business development in large companies.
It soon became obvious that the term “business environment” was not at that time understood very clearly. What contacts said...

Key processes from EMP’s consultancy experience

UCAS forecast increasing importance for the part time market and research carried out for Hefce forecasts a substantial rise in part time income. EMP has worked with a number of universities where the measure of part time success was the number of students, measured by FTEs. One of the key part time markets is the B2S (Business to Students) market – where the “sale” is to individual students
The are a number of Key Success Factors for success in the B2S market. From our experience here are some of them:

  1. Attitude to the...