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Students who really feel cemented to an institution and contemplate themselves to be academically and socially integrated, are a lot more most likely to persist and to succeed (Tinto, 1993). Additional to this point, tutor appointments are canceled ten minutes following scheduled appointment time if the student does not show. The personal tutor is a person who is currently established in the academic community that tutees are joining.
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The two behemoths in what one might call the online degree and training platform space, Coursera and 2U, took different paths to their respective perches. 2U began by promising to help prestigious colleges take their academic programs online in a big way; in recent years it has swallowed companies that also allowed it to offer short training courses, bootcamps and — assuming its stunning proposal to purchase the nonprofit edX goes through — non-degree courses and programs and low-cost degrees.
Coursera took the opposite route: It started nearly a decade ago promising to help universities market free, open online courses to the world, expanded into career training, and a few years ago began working with its higher education partners to build and market low-cost degree programs to its tens of millions of learners.
Now the two publicly traded companies, both valued in the billions, describe themselves as “lifelong learning platforms” that provide the full gamut of offerings that learners might want to advance in their careers or stay vital after high school and well into their lives. Both of them are aggressively expanding their client bases and offerings, competing against each other and putting distance between themselves and the rest of the market — and the main question seems to be which gets a bigger share.
Not if John Katzman has anything to do with it. The serial education technology entrepreneur has a history of trying to upend the status quo in postsecondary education, from founding The Princeton Review to challenge the standardized testing industry to creating his current company, Noodle, because he thought 2U and other online program management companies charged colleges too much money to help them launch virtual academic programs. (The fact that he started 2U in between, and then aggressively challenged it, remains a story for another day.)
Having “utterly disrupted the degree space,” as Katzman declares with his usual immodesty, he and Noodle aim to do the same in the marketplace for helping colleges and universities earn their rightful place as providers of non-degree courses and credentials for a lifetime of learning. The University of Michigan, Case Western Reserve University and Columbia University, all of which also work with some combination of Coursera, edX and 2U, are the first three institutions to sign on to work with Noodle on promoting non-degree courses and programs.
Katzman argues that colleges and universities themselves already have the most necessary elements to successfully become providers of lifelong learning: the intellectual content and large audiences of potential learners (their alumni). Yet by depending so heavily on external partners, he says, institutions are “giving them your brand, your content, and what are they doing with it? Taking between 50 and 65 percent of tuition revenue?” He describes that decision as “selling rope to the guy who’s going to hang you.”
(The institutions that work with Coursera and 2U praise their relationships with the companies and believe their partnerships to be valuable and productive. The companies themselves did not have a chance to comment on Noodle’s announcement, which was embargoed until today.)
Noodle will differentiate itself from Coursera and 2U (before and after its purchase of edX) in two main ways, Katzman says.
First, Noodle says it can give its existing university partners (and others it thinks it can woo) a better platform for distributing online courses, certificates and other credentials to their alumni and other learners looking for the best option to help them reach their goals, professionally or personally. Noodle will use D2L’s Brightspace learning management system to deliver its partners’ non-degree offerings, supplemented by a network of teaching assistants and technology designed to create sections of students to create a more social and active learning environment than that found in many MOOC-based courses.
Second, Noodle vows that it will take a smaller share of the tuition revenue (a maximum of 35 percent) than the half to two-thirds that Coursera and 2U keep for themselves in non-degree programs. Noodle plans to charge institutions 15 percent of tuition revenue for use of its platform to stage the courses, and 20 percent more if the university chooses to have Noodle market the programs, too. (Universities will keep the 20 percent for themselves if they bring in students on their own.)
Noodle is betting that by giving colleges and universities a better platform and allowing them to keep more of the revenue from the courses and programs they produce, institutions can tap into their already large alumni bases to continue to be their educator of choice. All things being equal, alumni would rather take courses from their alma maters than from another college or provider.
Noodle’s partner universities already have “four times as many visitors to their websites as Coursera does and 10 times as many as edX,” Katzman says. “If universities overall engage their alumni, we collectively are wildly larger and better branded [than those companies], and on a platform that pulls students together and gives them the tools to work together,” he says.
Since its founding in 2013, after Katzman left 2U, Noodle has evolved fairly constantly and taken a while to find traction. But it has hit a stride in the last two years in signing universities to contracts to build and market degree programs, launching more than half of the new programs that selective colleges have begun with outside providers this year. Institutions have been drawn by the fact that Noodle doesn’t lock them in to long contracts and helps them lower their marketing spends.
Degree programs remain in demand, but more and more learners (and employers) are beginning to favor shorter-term certificates and credentials that cost less and are more targeted to their workforce goals. So it’s not surprising that Noodle itself wants to enter that space in addition to the degree-granting market.
But there are many legitimate questions surrounding Noodle’s likelihood of success in that market.
Coursera and 2U (especially with the pending addition of edX) would appear to have massive headstarts and advantages over Noodle as major players in the online education and training space: they work with many more colleges and universities, have a huge advantage in financial resources (both valued at multiple billions of dollars), and enormous audiences of learners (Coursera nearly 90 million, 2U with more than half that including edX’s audience. Noodle, by contrast, has about 600,000 visitors to its course search website each month.
But several things about the current moment make it a potentially unpredictable time. Online education was ascending before COVID-19 hit, and the pandemic has almost certainly accelerated the interest of both colleges and learners to engage in it, or at least try it. College leaders are increasingly questioning the value they get from their relationships with outside providers, putting pressure on the system of revenue sharing and long-term contracts that traditional online enablers have favored. (Those partnerships have drawn growing scrutiny from policy makers, too, and could be a target of a Biden administration, especially given how influenced it is by the regulatory ideology of Sen. Elizabeth Warren.)
Recent developments could also reshape the market. Documents related to Coursera’s massive initial public offering revealed just how much its valuation was being driven by the favorable nature of its arrangements with universities, causing heartburn among some of its clients. And 2U’s planned purchase of edX has shaken some of the latter’s longtime educational partners, some of whom chose to work with it because it was a nonprofit and a collaborative effort from within higher education.
Some observers in the education technology space roll their eyes when Katzman and Noodle seek to portray themselves as a “white knight” alternative to major corporate players such as 2U and Coursera, noting that Noodle is no less for-profit than they are.
Katzman doesn’t contest that. He focuses instead on the company’s transparency on its pricing, in sharing data on learners and how and where it spends its marketing dollars, and the “high integrity” of its relationships with institutions. “We do what we say we’re going to do, and there’s nothing up our sleeve,” he says.
The University of Michigan already works with both Coursera and edX (but not 2U) on an array of online academic offerings, and it offers online M.B.A. and master’s in nursing degrees in conjunction with Noodle.
“With the launch of the new [Noodle] platform, we are excited to be able to engage around U-M’s more comprehensive approach to integrated online education, which includes open learning initiatives, perpetual learning models for alumni engagement, and an evolving approach to stackable learning that supports greater access and more flexibility in tune with the future of learning and work,” James DeVaney, associate vice provost for academic innovation and founding executive director of the Center for Academic Innovation at Michigan, said via email.
Pierre Yared, vice dean for executive education at Columbia Business School, said via email that the graduate school saw working through Noodle’s new platform “as an opportunity to tap into a broader audience while also doing it with a partner with whom we are already collaborating closely on long-form high-touch programming.” Money was key, too: “The economics are also more advantageous relative to other MOOC providers.”
How many more institutions join Michigan and Columbia will ultimately depend on whether Noodle and Katzman can deliver on their promises.
Katzman himself, of course, has no doubt. “Given our track record, there’s no reason to believe we can’t find our place.”
DUBLIN, August 11, 2021–(BUSINESS WIRE)–The “Middle East Gaming Market – Growth, Trends, COVID-19 Impact, and Forecasts (2021 – 2026)” report has been added to ResearchAndMarkets.com’s offering.
The Middle East Gaming Market is expected to grow at a CAGR of 12.1% during the forecast period 2021-2026.
With the recent outbreak of COVID-19, the gaming market in the region is expected to witness significant growth, owing to an increased usage of online gaming services. Various gaming vendors in the market studied are expected to focus on increasing their user base during this period and surging returns post COVID-19 scenarios, owing to which vendors are offering benefits, offers, and waiving off their fees on the use of their services.
The gaming industry is proliferating in the United Arab Emirates, with rising interest and investment in locally developing homegrown talent and games. In terms of spending, it is a very diverse region. It is expected that the average gamer in the country spends USD 115 per year.
Additionally, the growing penetration of smartphones and online gaming is a key factor driving the growth of the market. The growing development of AR-based apps and games is expected t create market opportunities over the forecast period.
The government of the country is also heavily investing billions of dollars in theme parks and the amusement space. So, as a Saudi entertainment industry stakeholder, trade visitors can attend dedicated conferences to gain knowledge and wealth of experience and get a hands-on technology experience at its innovative best.
Saudi Arabia set up a new charity e-sports event to raise money to fight the COVID-19 outbreak with a USD 10 million prize fund. The competition comes as the COVID-19 outbreak keeps people at home, shuts down businesses, and restricts travel to a minimum. This may unite and connect the global gaming community in response to COVID-19. With around 70% of the country’s population under 30 years and approximately 20 million gamers or gaming enthusiasts, the market is expected to witness growth over the forecast period.
Key Market Trends
Smartphones is Expected to Hold the Significant Market Share
Smartphone gaming has increased in the past couple of years. In UAE, mobile gamers play an average of 20 to 40 minutes of video games a day (source: AdColony). This increasing demand for mobile games is a direct result of various technological advancements such as AR, VR, cloud gaming, 5G. This trend is not surprising considering the mobile game industry primarily relies on new technology. Another trend in the market includes the rise of the hyper-casual game genre.
AR is becoming perfect for mobile gaming, owing to its immersive and interactive nature of technology. Moreover, mobile games are the most popular AR category in app stores. Apart from previously released AR mobile games that are still popular, such as Pokemon Go and Ingress, multiple new additions to the genre are being made by players in the market such as Harry Potter: Wizards Unite and Minecraft Earth.
In August 2020, OPPO, a global smartphone brand, partnered with Dubai Summer Surprises to create a gaming extravaganza for the youth. The challenge was developed to engage gamers in the country with a uniquely designed, socially distant gaming arena at Mall of the Emirates.
Dubai Media City also announced that it will launch a new Instagram Live series called GAME_ON, in collaboration with ON.DXB, which will feature regular video game development workshops. Al-Natsheh’s workshop will comprise 3D modeling, rigging, animation, sound engineering, VR, and tips for developers in the United Arab Emirates to further their careers.
Adoption of E-Sports Betting and Fantasy Sites Drives the Market
E-sports are witnessing substantial market demand in the current market scenario, and they are, thus, driving the overall gaming industry across the middle east. The entire e-sports market is expected to grow over the coming years.
Working with the Saudi Telecom Company, Activision introduced dedicated servers – hosted in Riyadh and Jeddah – for Call of Duty in the region. Moreover, Riot Games, the company behind League of Legends, followed suit with Middle East servers for the game Valorant, in October 2020.
More recently, Kuwaiti telecoms provider Zain Group – which has 50 million customers across MENA – launched a new eSports brand, Zain Esports, with the aim of building a calendar of regional online eSports tournaments.
As part of this growth, Dubai plans to build a dedicated eSports stadium, and the South Korean-based International Esports Federation (IESF) signed an MoU with the UAE’s Motivate Media Group, as part of their plans to expand eSports in the Middle East.
The Middle East Gaming market is moderately competitive and consists of a significant number of global and regional players. These players account for a considerable share in the market and focus on expanding their client base across the globe. These players focus on the research and development activities, strategic alliances, and other organic & inorganic growth strategies to stay in the market landscape over the forecast period.
Key Topics Covered:
2 RESEARCH METHODOLOGY
3 EXECUTIVE SUMMARY
4 MARKET DYNAMICS
4.1 Market Overview
4.2 Assessment of COVID-19 Impact on the Gaming Industry
4.3 Market Drivers
4.3.1 Presence of young & millennial consumers
4.3.2 Adoption of Gaming Platforms, such as E-sports Betting and Fantasy Sites
4.4 Market Challenges
4.4.1 Issues, like Piracy, Laws and Regulations, and Concerns Relating to Fraud During Gaming Transactions
4.5 Porters Five Force Analysis
4.6 Industry Ecosystem Analysis – Game Publishers, Technology & Network enablers, Customers & Stakeholders
5 CLOUD GAMING LANDSCAPE IN MIDDLE EAST
5.1 Current market scenario
5.2 Analysis of Addressable Market for Cloud Gaming in Middle East
5.3 Major Cloud Gaming stakeholders in Middle East
5.3.4 Nvidia (GeForce)
5.3.5 Google Stadia
5.4 Assessment of the major factors expected to influence the adoption of Cloud Gaming Market in Turkey
5.5 Market Outlook
6 MARKET SEGMENTATION
6.1 By Platform
6.1.1 Browser PC
6.1.4 Gaming Console
6.1.5 Downloaded/Box PC
6.2 By Country
6.2.1 United Arab Emirates
6.2.2 Saudi Arabia
6.2.6 Rest of the Middle East
7 COMPETITIVE LANDSCAPE
7.1 Company Profiles
7.1.1 Sony Corporation
7.1.2 Microsoft Corporation
7.1.3 Apple Inc.
7.1.4 Google LLC (Alphabet Inc.)
7.1.5 Electronic Arts Inc.
7.1.6 NetEase Inc.
8 INVESTMENT ANALYSIS
9 FUTURE OF THE MARKET
For more information about this report visit https://www.researchandmarkets.com/r/aom1k2
View source version on businesswire.com: https://www.businesswire.com/news/home/20210811005456/en/
Laura Wood, Senior Press Manager
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