they have all types of offerings for these students.
And over the last three or four decades tuition is increased at a very rapid rate.
It's become much more expensive for
students to attend these public institutions.
And some of you may be surprised to hear that these public institutions
are competing for students in some really amazing ways.
Some of them build extensive gymnasiums
with things like climbing walls for indoor rock climbing.
They build luxury dormitories.
They spend a lot of money to try to improve the athletics program,
they have a lot of social activities for students.
And all of this effort is really, if you think about it,
aimed at providing sustaining improvements.
To the best or highest paying, or most important customer
which is the 18 to 22 year old student who plans to live on campus.
In other words, be a residential resident on campus student who goes to
school full time and probably doesn't spend as much time working.
Their living away from home, the University might make a sustaining
improvement like adding better restaurants for the student to eat at.
Again, it might do a better job of providing exercise or
entertainment opportunities.
It might just have all types of efforts at improving activities.
We have in the United States, sororities and
fraternities which are social entities or organizations.
And all these, again are focused on this traditional student, and
so over the last 34 years.
You could argue that the larger, major public institutions of higher education
in the United States are focused on making these sustaining improvements.
Focused very intently on the highest end,
most important customer.
In the next part we'll see, how disruption may be
occurring very slowly but may be occurring in the higher
education market in the United States and how it might affect the rest of the world.
