1

Your Survey Team

•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

2

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 

3

The Strategic Landscape

Demographics• More non‐United States 

respondents than 2016

• Decrease in the percentage of centers in Metropolitan areas with populations over 1 million.

• Increase in percentage of centers reporting to B‐Schools

• Industry is stable and growing

• Audience is continues to be middle/upper‐managers

Marketing & Social Media• Increase to having a dedicated 

marketing person or getting support from other parts of school

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

• Marketing budgets decreased by 8% overall

• Diverse Marketing Mix – website, SEO, SEM, email marketing

• Social Media – FB, LinkedIn, Twitter, cover the basics but with no plan, but 70% believe it is important. Increase in those measuring efforts by 8%. 4

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

• Greater proportion not able to answer the questions (7% compared to 2.7%)

• Revenue trend is down compared to 2016, although there is an increase in those generating more than 10 million +, but this is a small proportion overall.  

• Reduction in margins and payments back to the University

• Less international work. 17% compared to 14%. 

5

The Strategic Landscape

Business Performance/Programming

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

• Leadership & Management most popular programs to offer

• Majority is in‐class or face‐to‐face programming still, then blended and online

Instructors• Shift to use of more non‐

tenured faculty continues

• Percentage of centers using less than 50 instructors declined.

• Amount faculty paid increases.

• Majority of center's pay instructors for course development in $500 – $2500 range.

• IP ownership remains the same

6

1. Demographics

7

Asia/Oceana3%

Canada18%

Caribbean/Central/South/Latin America 

3%

Europe8%

Middle East/Africa2%

United States67%

Where is your institution located?

Asia/Oceania

Canada

Caribbean/Central/South/Latin America

Europe

Middle East/Africa

United States

8

14%

28%

11%

20%

27%

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

Under 100,000 people

Between 100,000 and 500,000 people

Between 500,000 and one million people

Between 1 to 2.5 million people

Over 2.5 million people

My institution is located in a Metropolitan area of:

9

Management, Economics or 

Business School55%

Continuing Ed, Extended Ed, 

Continuing Studies, Professional Development

38%

Other7%

Unit Type

Management, Economics, or Business School

Continuing Education, Extended Education, Continuing Studies or similar group offeringprofessional development

Other (please specify)

10

31%

85%

73%

46%

6%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90%

Entry level

Mid‐level (managers)

Upper‐level management

Executive level (C‐Suite)

Other

Who we serve (main audiences)

Entry level Mid‐level (managers) Upper‐level management

Executive level (C‐Suite) Other

11

10%

39%

16%

14%

12%

3%

5%

0% 10% 20% 30% 40% 50%

Dean (Associate, Assistant, Full)

Executive Director/Director (of the entiredepartment)

Assistant/Associate Director (of the entiredepartment)

Marketing Manager; Business DevelopmentManager

Program Manager

Operations Manager

Marketing/Program/Operations Coordinator orSpecialist

Role of Survey Respondents

12

Start up16%

Growing39%

Established48%

Declining4%

Don’t know1%

We are in start‐up mode

We are growing in size

We are established

We are declining in size

Don't Know

Describe your department

13

106

21 11 3 0 30

50

100

150

0‐19 20‐39

40‐59

60‐79

80‐99

100+

Total Number of FTEs

30

11 9

1 0 20

10

20

30

40

0‐10 11‐20 21‐55 56‐70 70‐99 100+

FTE $1MM‐$6MM Revenue

13

2 3

0 0 00

5

10

15

0‐10 11‐20 21‐55 56‐70 70‐99 100+

FTE for $6MM+

0

5

10

15

20

0‐10 11‐20 21‐55 56‐70 70‐99 100+

FTE for<$1MM Revenue

14

2. Marketing & Social Media

15

52%

31%

39%

21%

47.50%

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  all  ourselves

We  get  support  from  other  parts  of  the  school  or  university

How are Marketing Responsibilities Handled?

2017 2016 2015 2014

16

Percentage of projected 

revenue, 13% Percentage of prior year 

revenue, 8%

Flat dollar amount, 36%

Individual program 

revenue, 14%

No marketing budget, 16%

Don't know, 13% N/A, 1%

How is your Marketing Budget Determined?

17

What Percentage of your Course 

Budget is for Marketing?

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

15%

31%

23%

12%

9%

7% 4%

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

18

Marketing Budget Changes in the Past Few Years Continued 

2017

2016

2015

2014

2013

2012

2011

46

56

54

56

47

32

48

23

21

20

37

33

51

22

SPEND MORE OR THE SAME

Decreased spend by 8%

19

Marketing Mix: TacticsMost important

• Building and maintaining a sophisticated website 4.28

• Email Marketing 4.14

• Search Engine Optimization (SEO) 3.93

• Search Engine Marketing (SEM) 3.81

• Social Media 3.76

• Targeted Behavioral and contextual online advertising 3.76

• Corporate outreach 3.76

Least important• Print ads 2.28

• Distribution of collateral 2.77

• Topical events 3.18

• Information sessions 3.25

• Presence at industry events 3.25

Middle: Publicity and public relations, Content generation and activity on social media, Targeted demographic/psychographic online advertising, and Google Adwords

20

Regularly Analyze Effectiveness of Marketing Efforts

18

53

26

16

55

2822

47

31

16

56

25

0

10

20

30

40

50

60

Does not describe Somewhat describes Completely describes

2017 2016 2015 2014

21

12%

28%

42%

9%

5%4%

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

N/A

22

Social Media: What & How?

Most used• LinkedIn – 92%

• Facebook – 82.5%

• Twitter – 60%

• YouTube – 42%

Least used

• Instagram – 16%

• Google+ – 15%

• Pinterest – 3%

34%

11%

35%

20%

34%

15%

27%24%

8%

30%

47%

14%

Basics, noplan

Established,unsure of next

steps

Newinitiative,expansion

plans

Critical, withplan

Role of Social Media2017 2016 2015

Other: Blogs, Snapchat, Globe Alliance –Combined 6%23

Not at all3% Not very

12%

Somewhat34%Very

36%

Don't Know14%

N/A1%

Social Media as a Component of Your Marketing Mix

17%

13%

49%

21%

Measure of Effectiveness or Impact of on Marketing Efforts

No Meaurement

Anecdotal evidence

Analytics/metrics tomeasure traffic

Analytics/metrics toquantify traffic and ROI 24

3. Sales & CRM

25

We have Staff Dedicated to Perform Sales Activities

Completely describes my department, 

32.5%

Somewhat describes my department, 

34.1%

Does not describe my department, 

27.8%

N/A, 5.6%

26

How are your Sales/Business Development Staff Compensated?

Salary only, 58%Salary plus bonus or 

commission, 16%

N/A, 25%

Note: There were no responses for Commission only 27

How are sales staff engaged?Ranked by frequency of response (n=124, respondents select more than one):

1. Full Time 69%

2. Part Time 12%

3. Contract 8%

4. Not Applicable 26%

Note: “Other” reported blending sales and other roles

What do they sell?

Ranked by frequency of response (n=124, respondents select more than one):

1. Custom/Business Development 66%2. Open enrolment 56%

Note: “Other” reported recruitment activities into degree offerings; 

28

28.00%

0.80%

1.60%

2.40%

5.60%

27.20%

SalesForce

Intelliworks / Hobsons Radius

Microsoft Dynamics

Infusion Soft

Custom Built

Other ‐ Please specify

What  CRM system are we are currently using

Honourable mention to Maximizer,  Hubspot, Slate and Excel, with 10% of the “Other” moving to Salesforce in the futureElucian/Banner not selected 

29

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

• Ranked by frequency of response (n=125, respondents select more than one):

1. Recruitment/Sales 51%

2. Internal Process/Project Management 34%

3. Conferences and Events 14%

Note: +30% of respondents noted that a CRM is not applicable to their centre

30

4. Revenue & Financial Model

31

12%

17%

25%

21%

6%

12%

0%

5%

10%

15%

20%

25%

30%

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

Most survey respondents between 1‐3 Million

2016 Survey32

12% 13%

31%

23%

7%9%

12%

17%

25%

21%

6%

12%

0%

5%

10%

15%

20%

25%

30%

35%

Less than$500K

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

Comparison between 2016and 2017 revenue 

2016 Survey33

FTE’s Per Revenue Segment 2017

3 5 9.5 17 22.5 290

5

10

15

20

25

30

35

Est.150,000

Est.210,526

Est.264,705

Est.257,777

Est.464,200

Est.166,666

34

FTE’s Per Revenue Segment 2016

3.4 4 7.4 16.8 26 400

5

10

15

20

25

30

35

40

45

188,284

271,453

267,857

312,849

325,000

103,164

35

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

36

NET Profit Margin ‐ 2017

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

27%13%

16%10%

14%

1%0%

2%

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% 30%

37

65%

16%

8%

4%

0%

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

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

38

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

indirect expenses?

20%

11%

12%

14%

4%

17%

12%

10%

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

All net income/profit to Faculty/University (25%)

Amount negotiated annually (2016 ‐ 17%)

Percentage of the net income/profit (2016 ‐ 23%)

Percentage of gross revenue (2016 ‐ 4%)

Annual fixed amount (2016 ‐ 8%)

Don't Know (2016 ‐ 7%)

N/A (2016 ‐ 14%)

Other (please specify) (2016 ‐ 1%)

39

2017

Face‐to‐face69%

Online

17%

Blended programs

14%

2017 Average Response for % of Gross Revenue from Face‐to‐Face, Online or Blended 

Programs

40

2016

Face‐to‐face69%

Online Online19%

Blended programs

13%

Average Response for % of Gross Revenue from Face‐to‐Face, Online or Blended 

Programs

41

Face to Face77%

Online, 17%

Blended programs, 

11%2015

Average Response for % of Gross Revenue from Face‐to‐Face, Online or Blended 

Programs

42

Average Responses for % Gross Revenue 

from Open Enrollment, Contract or Conferences

Open Enrollment

52%

Custom and Contract Training48%

2017

43

Average Responses for % Gross Revenue 

from Open Enrollment, Contract or Conferences

Open Enrollment

49%Custom and Contract Training51%

2016

44

Open Enrollment 51%

Contract Training, 47%

ConferencesEvents Other, 2%

2015

Average Responses for % Gross Revenue 

from Open Enrollment, Contract or Conferences

45

2017 Average Responses for Percentage of Gross Revenue from Credit vs. Non Credit‐

Bearing Programs

46

2017 23/71

2016 23/69

2015 28/72

2014 19/84

2013 33/74

Credit‐bearing 

programs.23%Non‐

credit bearing 

programs.71%

Other sources

6%

2016 Average Responses for Percentage of Gross Revenue from Credit vs. Non Credit‐

Bearing Programs

47

2016 23/69

2015 28/72

2014 19/84

2014 19/84

2013 33/74

Credit‐bearing 

programs.23%

Non‐credit bearing 

programs.69%

Other sources

8%

International audiences.

14%National audiences.

24%Local/regional audiences.

62%

2017 Average Responses for % of Gross Revenue 

By Participants’ Location

48

International audiences.

17%National audiences.

23%Local/regional audiences.

60%

2016 Average Responses for % of Gross Revenue 

By Participants’ Location

49

5. Business Performance & Programming

50

16%

41%

22%

18%

3%

Grew significantly

Grew somewhat

Flat

Declined somewhat

Declined significantly

Business performance over the past year

51

What is the primary reason for change in your result this past year

Ranking (n= 108 respondents)1. Growth in custom programs 31%

2. Additional open programs 26%

3. Leadership change 25%

4. Change in marketing approach 23%

5. Economy 22%

6. Decline in customers 18%

7. B to B outreach through sales person 10%

8. Lost major client 8%

9. Don’t know 4% 52

• Adding new credit programs, the economy , focus on retention and engagement

• Decline in international enrolments• Increase in local competitors• Barriers to acquiring needed resources• Competition from drastically subsidized courses with low fees• Political influence• New program model

What is the primary reason for change in your result this past year continued…

53

Types of non‐credit programs offered

Ranked by frequency of response with multiple responses  (n=105)

1. Leadership and management 97%

2. Business 75%

3. Finance and accounting 69%

4. Communications  65%

5. Business process/analysis 60%

6. Project management 60%

7. HR 47%

8. IT 26%

Other: Health, Professional schools, marketing, supply chain, data science, lean and more

54

12.00%8.00%

30.00%

17.00%

12.00%

7.00%

14.00%

Don't Know None 1‐ 49 50 ‐ 99 100 ‐ 199 200 ‐ 299 300 +

Number of Open Enrolment Days in a year

3.03%

12.12%

37.37%

13.13%16.16%

9.09% 9.09%

None Don't Know 1 ‐ 49 50 ‐ 99 100 ‐ 199 200 ‐ 299 300 +

Number of contract training days in a year

55

99%

59%

49%

Classroom / face‐to‐face

Blended / hybrid

Online

Types of learning formats offered, by frequency

56

6. Instructors

57

About the Faculty Bench…

34%

33%

33%

Faculty PoolTenured Faculty

Non‐tenured orAdjunct

Externalconsultants

28%

35%

20%

8%7% 1

Instructors per Year

0‐19

20‐49

50‐99

100‐249

250+

Don't Know58

How Much Do We Pay Faculty?

12

5

21

15

22

10

10

11

9

23

11

22

17

9

14

13

22

13

20

17

0 10 20 30 40 50 60 70

Less than $100

$100 ‐ $149

$150 ‐ $199

$200 ‐ $299

$300 ‐ $399

$400+

Don't Know/NA

Tenured Faculty Non‐Tenured and Adjunct External Consultants

59

Course Development Compensation

1

39

29

23

8

62

29

96

2

48

129

"canned"courseware

pay a fee fordevelopment

instructionalfee includesdevelopment

We don't paycourse

development

Other

Open CoursesCustom CoursesOnline Courses

% of Responses

34

60

15

19

9

3

1

54

19

20

17

6

1

37

15

22

21

5

2

36

0 10 20 30 40 50 60

$0‐$499

$500‐$1499

$1500‐$2499

$2500‐$3999

> $4000

Don't Know/N/A

Custom Online Open

Daily Pay Received By Instructors to Develop Course 

Content

61

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

62