Presentation is loading. Please wait.

Presentation is loading. Please wait.

Council for Christian Colleges and Universities Christian Colleges and Proprietary Schools Friday, March 25, 2011 Chief Academic Officers Conference Dr.

Similar presentations


Presentation on theme: "Council for Christian Colleges and Universities Christian Colleges and Proprietary Schools Friday, March 25, 2011 Chief Academic Officers Conference Dr."— Presentation transcript:

1 Council for Christian Colleges and Universities Christian Colleges and Proprietary Schools Friday, March 25, 2011 Chief Academic Officers Conference Dr. David L. Anderson Associate Professor Trinity International University

2 1 LORD, our Lord, how majestic is your name in all the earth! You have set your glory in the heavens. 2 Through the praise of children and infants you have established a stronghold against your enemies, to silence the foe and the avenger. 3 When I consider your heavens, the work of your fingers, the moon and the stars, which you have set in place, 4 what is mankind that you are mindful of them, human beings that you care for them? [c]c 5 You have made them [d] a little lower than the angels [e] and crowned them [f] with glory and honor. 6 You made them rulers over the works of your hands; you put everything under their [g] feet: 7 all flocks and herds, and the animals of the wild, 8 the birds in the sky, and the fish in the sea, all that swim the paths of the seas.defg 9 LORD, our Lord, how majestic is your name in all the earth! Psalm 8

3 Continued Growth of a College 1.Marketing 1.To know and understand the consumer so well that the product or service fits the consumer and sells itself. 2.Growth, expansion, change 1.Where is the customer? 2.What does the customer buy? 2.Innovation 1.Task of endowing human and material resources with new an greater wealth-producing capacity.

4 Three Assumptions A Theory of the Organization Applied to Colleges - Peter Drucker 1.Environment of the Organization 1.Society and its Structure 2.Market 3.Customer 4.Technology 2.Specific Mission of the Organization 3.Core Competencies Needed to accomplish the organization’s mission

5 Peter Drucker: Organizational Leadership and Competition 1.Decentralization and simplification. 2.Skepticism of macroeconomic theory.macroeconomic 3.Respect of the Worker. 4.“The Sickness of Government.” 5.The need for "planned abandonment." 6.Taking action without thinking is the cause of every failure. [33] [33] 7.The need for community.need for community 8.The need to manage business by balancing a variety of needs and goals. 9.A company's primary responsibility is to serve its customers. 10.An organization should execute its business processes. 11.Companies could stand among humankind's noblest inventions. [38] [38]

6 History of Proprietary Colleges DeVry University/Keller Graduate School Phoenix University Bryant and Stratton ITT Technical Institute

7 Current Regulations In Regard to Proprietary Colleges Department of Education Proposed Regulations Congressional Response

8 Positioning for Response by the Christian Colleges

9 Value Chain  A linked set of activities from raw material to end use product for the customer. Value chainCustomer Basis Procurement R&D Manufact- uring Marketing Distribution Service Value Chain Customer

10 Drive and Mature Pipeline l Peoplesoft l SAP l MRP II l Quicken Books Strategic Marketing Tactical Marketing Choose the valueProvide the value Sales Promotion Advertising Sales Force Distribution Servicing Souring Marketing Pricing Service Develop- ment Product Develop- ment Value Positioning Market Selection/ Focus Customer Segmentation Communicate the value

11 SUPPLIER VALUE CHAINS FIRM VALUE CHAIN BUYER VALUE CHAINS In the “value system,” the supplier, firm, distributor, and buyer value chains overlap. The supplier’s outbound logistics is the firm’s inbound logistics. The supplier’s outbound logistics is the firm’s inbound logistics, etc. Value System Value Chain CHANNEL VALUE CHAINS

12 Sources of Strategic Issues Most critical external issues * Competition * Industry trends * Market trends * Other trends and threats Most salient internal issuesStrategic * Financial weaknesses Issues * Weaknesses, problems * Labor Costs Other options worth considering Alternatives Analysis

13 Four Specifications of the Organization - Peter Drucker 1.Assumptions must fit reality. 1.Environment 2.Mission 3.Core competencies 2.Assumptions in all three areas must fit one another. 3.Theory of the business must be known and understood throughout the business. 4.Theory of the business must be tested constantly.

14 Warning Signs: Business Can Become Obsolete - Peter Drucker 1.Organization Can Achieve its Original Objectives 2.Too Rapid Growth 3.Unexpected Success 4.Unexpected Failure

15 Margin Firm Infrastructure Human Resource Management Technology Development Procurement Inbound Logistics Operations Outbound Logistics Marketing & Sales Marketing Management Advertising Sales Force Admin. Sales Force Oper. Promotion Service Technical Literature Customer Supply Chain (Michael Porter)

16 Business Objectives: What Should our Business Be? Business Objectives are the foundation for designing both the structure of the business and the work of individual units and individual managers. - Peter Drucker 1.Fundamental strategies of business. 2.Must be operational. 3.Must make possible concentration of resources and efforts. 4.Must be multiple rather than singlular. 5.Needed in all areas in which business survival depends.

17 Environmental Changes to Generate the Future Systematic Search - Peter Drucker 1.Has anything happened that might establish a pattern for our industry, our country, our market? 2.Is anything happening in the structure of an industry that indicates a major change? 3.What do generally approved forecasts assert will likely happen in 10, 20, or 30 years? 4.Has change already taken place?

18 Increased Accuracy of Measurement Cost, Revenue, Profit, Investment Center l Strategic Business Unit l Critical Success Factors l Core Competencies

19 An Idea must have: - Peter Drucker 1.Operational validity 2.Economic validity 3.Aim at Social Reform 4.Test of personal commitment

20 Potential Entrants Suppliers Industry Competitors Rivalry Among Existing Firms Buyers Substitutes Bargaining power of suppliers Threat of new entrants Bargaining power of buyers Threat of substitute products or services Five Forces Model (Michael Porter)

21 What is Strategic Planning? - Peter Drucker 1.The continuous process of making present risk-taking decisions systematically with the greatest knowledge of their futurity. 2.Organizing systematically the efforts needed to carry out these decisions. 3.Measuring the results of these decisions against the expectations through organized, systematic feedback.

22 Critical in Strategic Planning? - Peter Drucker 1.It is more than a bundle of techniques. 2.It is more than forecasting. 3.It deals with the futurity of present decisions, not with future decisions. 4.It is an attempt to understand risk, not eliminate it. 1.The systematic and purposeful work on attaining objectives 2.New and different ways to obtain objectives

23 Market Segmentation

24 Environmental Snapshot

25 Firm Environment Performance Size Geographical scope Product scope Organization structure Technological resources Knowledge resources Establishing switching costs Exploiting knowledge Developing response strategies Managing risks Key Factors for Strategic Success

26 Generic Competitive Strategies Cost Leadership Differen- tiation Cost Focus Focused Differen- tiation Competitive Advantage Competitive Scope Broad Target Narrow Target Lower Cost Differentiation

27 Strategic Analysis Model Alternatives Analysis Strategic Issues Identifying Strategic Alternatives Arguing For and Choosing a Preferred Strategy Recommendations Short-Term Plans Goals & Objectives Strategic Intent Programs Contingencies Long-Term Plans Goals & Objectives Strategic Intent Programs Contingencies Situation Analysis External Review Industry Analysis Competitive Analysis Market Analysis Environmental Analysis Internal Review Financial Analysis Strengths & Weaknesses Opportunities & Threats 1. What is the current situation? 2. Where do we want to go? 3. How can we get there?

28 Strategic Alternatives Staying in the same business: l Concentration – Product or market development l Vertical Integration – Forward or backward l Acquisition of or merger with a competitor l Harvest or be acquired l Retrenchment and Turnaround (including Bankruptcy Chapters 11, 13) l Low-cost leadership, differentiation, or focus l Strategic alliances, including joint ventures Exiting the business: l Liquidation Entering another business: l Diversification through acquisition – related or unrelated business l Internal diversification

29 Council for Christian Colleges and Universities Christian Colleges and Proprietary Schools Friday, March 25, 2011 Chief Academic Officers Conference Dr. David L. Anderson Associate Professor Trinity International University


Download ppt "Council for Christian Colleges and Universities Christian Colleges and Proprietary Schools Friday, March 25, 2011 Chief Academic Officers Conference Dr."

Similar presentations


Ads by Google