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Lack of understanding of the changing world of education, the need to be agile and responsive in an increasingly competitive market, the skills and tenacity required to secure sales, and the appreciation that customers (B2B and B2C) can and WILL exercise their right to choose an alternative if they are not happy with the product or service ARU provide

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No social media presence

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Ongoing re-design and 'working groups' taking up time and creating uncertainty

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Historical higher-volume partnerships are facing uncertainty- e.g. HeMS portfolio reliance on NHS business/funding, local government restructure

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Strength in clear growth areas - construction, management, environmental

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Having a diverse offer is both a strength and weakness - especially if we want to be understood as a specialist in a certain area we can't be a generalist, but if we want to sell widely we need to appeal widely

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Competitors that move quicker than we do

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Lack of reporting functionality and pipeline metrics - reduced visibility makes it hard to pin down areas of improvement

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We do not have full control over our 'close of sale'. We bring the customer to the cash till with the money in their hand and ARU find a number of excuses not to process the sale... yet we are measured on the sale.

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Strong sense of 'team' with folk willing to get behind ideas and push towards goals

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Lack of clarity on Growth and Skills levy and LLE makes planning difficult.

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Clunky tools and processes in crucial areas, variable levels of skills and of customer focus generate inconsistent experiences - we don't have the resource to carry other teams or drive changes in areas we don't own, but we rely on them for the experience of our clients.

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A wide client base who want to use their levy in a different way - for CPD etc. We have the client base there

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Reframing how success is achieved in DaW - value beyond first year of study.

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Improving conversion of application to registered students - spent the money getting them to the applicant stage - now make the money!

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Resource - marketing budget and pay budget have not grown in line with our output

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Limited Agility - ARU slow to adapt to market needs

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Expansion into international markets

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Economic and political cycle, everyone wants the most experienced staff, no one want to pay to develop them.

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Morale at the University being low affects appetite and engagement with new developments.

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skilled team in sales, negotiation and market research

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Economic uncertainty - tax rises, pay freezes, GDP on the decline, employer training budgets lowest on record,

rising inflation, weak government

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We can leverage the knowledge, resources and 'rights' (eg Degree Awarding Powers) of a large regional university.

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Strong links/relationships with colleagues and other departments

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Budgets for marketing new products

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Development cost vs realistic 'resale' price for short courses.

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Education is changing - we are the team that can make the changes

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Market moves quicker than ARU

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Experience developing and implementing new systems and tools - negotiation and advancement of better ways of doing things

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We aren't an overly diverse team

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Our profile in the university

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Core set of tools and processes already established

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Lack of wider ARU awareness of 'non core' why it HAS to be different and the impact it has.

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A large team that other universities don't have to work on bus dev

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Responsive to customers

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Development of short courses - both credit and non credit bearing

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'External' dependencies (Admissions, Legal, Operations)

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Dynamism

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Expertise in sales, relationships and developing partnerships

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Our people