Page 57 - Introduction & Preamble

3: Most institutions reactively sought to adapt their existing

online presence to accommodate the new emerging

educational paradigm.

4: Educational institutions are forced into embracing new

technologies and methods in more proactive fashion.

5: Survival becomes the new business objective requiring

educational institutions to build and develop new

sustainable, online competitive advantage.

6: With the massification of education and the rise in
student tuition fees there has been a steady divergence

from the passive student accepting the quality and standard

of educational provision given to him to one where the

student is now the customer, with a contract, who demands

value for money.

In Diagram 10 the area above the line, the follower area,

encapsulates responses 1, 2, and 3 which near enough all-

educational institutions progressed through as the reality of

covid-19 manifested. However, the area below the line, the

leader area, comprises responses 4, 5 and 6 where proactive

educational institutions sought to maximise their futures

through making profit whilst satisfying their customers.

However, perhaps one particular area demands greater
attention and that is outcomes. If we want students to invest

their time and effort not to mention their money, in terms of

fees, in case study analysis it is incumbent upon the case

writer/user to specify clearly from the outset what these
outcomes are and how they benefit the student.