![Page 1: Business Schools - Understanding Programme Performance](https://reader036.vdocument.in/reader036/viewer/2022082906/58e909571a28abc7598b5be1/html5/thumbnails/1.jpg)
Business Schools:Understanding Programme Performance
© Tom Ryan, 2016
![Page 2: Business Schools - Understanding Programme Performance](https://reader036.vdocument.in/reader036/viewer/2022082906/58e909571a28abc7598b5be1/html5/thumbnails/2.jpg)
2
This is an approach for understanding why a programme is under-performing• A business school must successfully complete several stages to launch and sustain
a programme• If a programme fails to meet the target intake metrics, the school can use a key
question for each stage together with sub-questions to better understand the underlying reasons
• It can use both internal and external data to answer these questions
![Page 3: Business Schools - Understanding Programme Performance](https://reader036.vdocument.in/reader036/viewer/2022082906/58e909571a28abc7598b5be1/html5/thumbnails/3.jpg)
To launch and sustain a programme, a business school must successfully complete several stages
Design and Position
Programme
Market Programme to Attract Interest
Convert Interest into Enrolment
Deliver Programme
Use Feedback: Refine
Programme; Leverage Advocacy
3
![Page 4: Business Schools - Understanding Programme Performance](https://reader036.vdocument.in/reader036/viewer/2022082906/58e909571a28abc7598b5be1/html5/thumbnails/4.jpg)
The school must be able to answer yes to a key question for each stage – and a number of sub-questions
Stage / Key Question Sub-questions
Is the programme designed and positioned for a viable market sector?
• Is it aimed at the needs of a specific combination of students and employers / recruiters? (valued users)
• Does it clearly demonstrate why these audiences should choose this programme? (a clear value proposition)
Is the programme being marketed effectively – as demonstrated by the number of enquiries?
• Are potential users aware of the programme?• Can potential users get the information they require to make a decision on
applying, sponsoring students or recruiting graduates?• Is this generating the necessary number of enquiries?
Is interest in the form of enquiries being converted into enrolment effectively?
• Is the programme generating enough applications with the appropriate credentials to be offered places on the programme?
• Is the proportion of those who accept offers reasonable?Is the programme being delivered effectively?
• Are students happy with individual subjects / courses?• Is the overall programme meeting the expectations of students and
employers / recruiters?• Does it deliver on the value proposition promised to target users?
Is the school gaining the full benefits of feedback?
• Is it refining the programme structure and content to better meet the expectations of target users?
• Do students and employers act as advocates for the programme, recommending or sponsoring students in later intakes?
4
![Page 5: Business Schools - Understanding Programme Performance](https://reader036.vdocument.in/reader036/viewer/2022082906/58e909571a28abc7598b5be1/html5/thumbnails/5.jpg)
The school can use data from three sources to answer these questions – including in order of ease
• Internal numbers– Number of enquiries, applications, offers and acceptances in absolute terms and ratios for each year
of the programme – benchmarked against relevant ratios for comparable programmes offered by the school
– Student evaluations on individual courses– Feedback on the overall programme (including impact) from students, employers and recruiters
• Mapping– Positioning of programme compared to alternatives on ‘buyers’ key criteria such as target audience,
delivery location / format, admissions requirements, and total cost– Mapping processes for handling enquiries, applications, offers and rejections
• Interviews with external audiences– Students – including not just those who completed the programme but also those who enquired but
did not apply and those who declined offers by the school– Employers and recruiters
5