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15 NOVEMBER 2012

Elite Online Courses for Cash and Credit

"A consortium of 10 top–tier universities will soon offer fully online, credit–bearing undergraduate courses through a partnership with 2U, a company that facilitates online learning.

Any students enrolled at an 'undergraduate experience anywhere in the world' will be eligible to take the courses, according to Chip Paucek, the CEO of 2U, which until recently was called 2tor. The first courses are slated to make their debut in the fall.

After a year in which the top universities in the world have clambered to offer massive open online courses (MOOCs) for no credit, this new project marks yet another turning point in online education. It is the first known example of top universities offering fully online, credit–bearing courses to undergraduates who are not actually enrolled at the institutions that are offering them."

(Steve Kolowich, 15 November 2012, Inside Higher Ed)

TAGS

2012 • 2tor • 2U • academic integrity • admissions criteriabrand recognition • Brandeis University • consortiumCoursera (provider) • credit-bearing courses • disruptive innovationDuke UniversityedX • Emory University • free content • Georgetown University • high-touch • higher educationinstitutions • intellectual rigour • like-mindedMassive Open Online CoursesMOOCs • Northwestern University • on-campus course • online contentonline educationonline learningopen access higher educationopen coursewarepartnershippricereputation • revenue sharing • selective admissions criteria • top-tier universities • traditional university model • undergraduate courses • undergraduate experience • undergraduate programme • Universities of North Carolina • university brand • university enrolmentUniversity of North Carolina at Chapel Hill • University of Notre Dame • University of Southern California • Vanderbilt University • virtual classroom experience • Wake Forest University • Washington University • Washington University in St. Louis

CONTRIBUTOR

Simon Perkins
09 MAY 2011

How Unilever, Coke and the Mini car got it so wrong

"Even the biggest businesses can make big mistakes – and when they do, the result can be a commercial calamity. Companies are constantly striving to improve their products and turn a profit. But changing an existing product can go horribly wrong, leaving customers in revolt and companies in crisis. Mishandled marketing and bungling public relations can make the slickest of businesses look incompetent. And the costs both financially and to reputation can be enormous. Persil, Coca–Cola and the British Motor Corporation have provided some of the most extreme examples as Evan Davis has been finding out for a new BBC Two series."

(BBC News, 8 May 2011)

Business Nightmares with Evan Davis – Doomed Designs will be on BBC Two at 20:00 BST on Monday 9 May 2011

Fig.1 '2009 Mini Cooper Turns Fifty and is Younger than Ever', picture 09ELG550925430AC

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TAGS

195919851990s1994BBC • best-selling • blind taste test • BMC • British Motor Corporation • businesscarcelebrity endorsementCoca-Colacommodity • companies in crisis • customer revolt • customersenterprise • Evan Davis • failure • garmentinnovationJohn Lennon • low price • loyaltymarket dominancemarket leadermarket researchmarketing • Mini (car) • new and improved • New Generation Persil • original formula • original recipe • Pepsi • Pepsi Challenge • Persil • Persil Power • Peter SellersPolaroidpriceProcter and Gambleproductproduct change • product formula • profitpublic relationssoap • soft drink • Spike Milligan • stain • taste (sociology)UKUnilever • washing powder • waste

CONTRIBUTOR

Simon Perkins
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