You are Fergal Doyle, Director of Executive Development at Ardan Business School. A wrong portfolio strategy erodes a decade of brand equity and the school's largest non-degree revenue line.
Ardan's executive-development division has long anchored its brand on premium open-enrollment programs and deep custom partnerships with a dozen blue-chip clients. Now corporate buyers are fragmenting: some shift spend to low-cost online platforms and internal academies, others demand measurable ROI and shorter formats, and a few want long-term strategic partnerships that blur into consulting. Open-enrollment margins are healthy but volumes are flat, custom is growing but resource-intensive, and a new online-only entrant is undercutting price by half. The division funds a meaningful slice of the school's discretionary budget.
You decide how to reposition an executive-development portfolio as corporate buyers shift budgets from open programs to online alternatives.
The decision
What three-year executive-development portfolio strategy should Ardan pursue?
A - Double down on premium open
B - Expand into custom and advisory
C - Build a tiered portfolio
The rest of the case is locked
The data, the calculations, the decision itself and what happens next open with your institution's access code.
Have an access code?
No code yet?
Instructors can request access for a course. Tell us who you are and which course it is for, and we will send your institution a code.
Request access to this case
Loading…
Run it live in class: every student decides and justifies, and the whole class sees how it splits. How Eureka Case works →
