1. 1 Product analysis -SSU Undergraduate courses Applied research Consultancy EU undergraduate GOOD VALUE STRATEGY High Price Low Price High quality/design Low quality/design DVD/Video Masters courses – Non EU students Specialist courses e.g. Maritime Professional courses – CIMA PhD PREMIUM STRATEGY ECONOMY STRATEGYOVER CHARGING STRATEGY Foundation degrees H.N.D.

2. 2 BCG Matrix - SSU Funded research Dogs Overseas students PG and UG Question Marks Stars Market share (relative to largest competitor) High Low High Market growth Low Cash Cows

3. 3 GE Matrix - SSU Masters courses UG courses U.K. Market International Market Product attractiveness High Medium Low High Medium Low Strong Competitive advantage Medium Low UG courses PG courses Applied research/ consultancy

4. 4 Understanding how SSU adds value to its business and its place within the value system Firm’s Infrastructure Open and transparent culture. Maintains ethical stance in its approach to community at large. Operations Estates, Library and I.T. department services the needs of students and staff Procurement Strong buying power – SUPC. Sources ethically produced products. HR Management Can assume a staff grouping of variable quality and commitment Technology Development Can assume that IT department functions well and services the needs of staff and students in a timely fashion. Inbound Logistics Assume effective systems in place as ops, outbound logistics/service run smoothly. Outbound Logistics Can assume that the supply chain is functioning well. No problems encountered with overseas recruitment fairs. Marketing & Sales Brand mgt – need to measure awareness and position the products more memorably in a crowded marketplace Service Customer service levels are variable, Support Activities Margin Primary Activities

5. 5 Product Perception Grid - WHS 1 6 3 5 2 4 7 Quality High Low PriceLow High 1 =Specialist courses – maritime. 2 = Masters courses for non EU 3= Masters courses for EU 4 = Consultancy 5 = Funded research 6= HND 7= Foundation degrees

6. 6 Competitor Analysis: Porter’s Five Forces Map - SSU Threat of new entrants - High Crowded marketplace. Barriers to entry are low. Could expect private universities to be established in the near future. French and German universities now teaching in English. Scandinavian countries could follow suit. Buyer power – High Students today have so much choice in which university they wish to attend. Provided that UK students achieve reasonable A level results they can take their pick. The more prestigious universities can demand higher grades. As for overseas non EU students they are sought after by most universities who sometimes compromise high entry levels to secure large numbers of top fee paying students. Supplier power- Medium Suppliers will always try to drive up prices but equally they need to sell their products and membership of the SUPC negates problems. Industry rivalry - Intense Competition in all product commodities is increasing. More established universities have immense pulling power and appeal.. Threat of substitutes – Low Although India and China are trying to set up their own institutions, quality levels lag far behind the UK for the foreseeable future

7. 7 Matching Assets and Competencies – SSU’s sustainable competitive advantage SSU Assets/Competencies  Provides a range of courses that students need  Brand recognition in U.K reasonably high  Product of variable quality  Product range of courses needs to be extended  Variable customer service  Recruitment drives in main overseas markets (assumption)  Growing reputation  Accommodation service is of variable quality  Good awareness of environmental impacts  Socially responsible Customer Requirements Large number of students are seeking an advanced education  Brand recognition/brand long- term stability  Quality over competition  Large selection of courses to choose from  Attentive customer service  Good distribution network – widely available in overseas markets  Good reputation  Good choice of accommodation  Environmentally friendly  Socially responsible universities Best Fit Match

8. 8 Establishing Strategic Direction: Ansoff Matrix - SSU Existing productsNew products Market penetration strategyProduct development strategy Existing markets U.K- need to leverage more usage from existing customers across all product categories  Develop new degrees such as retail management, public relations, events management, etc.  KTP schemes (DTI) New markets Market development strategyDiversification strategy  New distribution channels. New overseas markets.  Investigate optimum global markets  Development of online learning, distance learning packages for overseas, UK professionals Set up an overseas campus in India, Pakistan or Bangladesh.

9. 9 International Decision making model Business Portfolio Model – Harrell & Kiefer. Selection of Markets and Product/Market development - SSU SSU Compatibility/capability Country attractiveness/priority High MediumLow Primary U.K India China Taiwan Malaysia Hong Kong USA Thailand Korea Indonesia Singapore MediumSecondary Europe UAE South Africa Latin America LowTertiary