MASTERING KNOWLEDGE FOR PROFIT
University systems seek to strengthen their competitive advantages. These complex organizations face marketing challenges such as value/price perception and addressing new markets such as continuing education and business linkage opportunities. They must also rationalize the costs of attracting and retaining talent and the use of new technologies to support teaching.
Finally, universities are an important community pillar and should seek to strengthen the relationship with students and alumni through community work, research and philanthropy. We identify opportunities while implementing solutions to maximize returns including internal perspectives (academic, administrative and human resources) as well as external perspectives (commercial and marketing).
- • Revenue projection in units and values that allow the annual scheduling of resources.
- • Marketing plan that takes into account strategic guidelines, internal and external analysis, budget and activity plan.
- • Commercial models focused on the fulfilment of sales objectives.
- • Fundraising models that ensure the raising of resources.
- • Increase in the percentage of students enrolled.
- • Increased market penetration measured by colleges and high schools.
- • Improved alumni retention rate in graduate programs.
- • Increased telemarketing calls to prospect for graduate programs and courses.
- • Increased donations for philanthropic activities.
Management and Finance / Purchasing
- • Financial planning models.
- • Purchasing model that ensures the use of a reliable process.
- • Budgetary control that guarantees the effective management of expenditures.
- • Indicators to measure and manage the profitability of each program.
- • Efficient generation of financial statements.
- • Increased profitability per program.
- • Decrease in overtime.
- • Decrease in expense accounts.
- • Control of expense budgets.
Academic / Administrative
- • Academic model that ensures compliance with the policies of the rectory.
- • Programming of resources based on enrolled students.
- • Administration model based on cash flow control.
- • Educational monitoring tool for supervision of academic activities.
- • Human Resources model that ensures the hiring of suitable personnel.
- • Increase in professor’s attendance.
- • Increase in class punctuality.
- • Increase in students' attendance to classes.
- • Decrease in days of accounting closing.
- • Decrease in past due accounts.
- • Control over the management of discounts and scholarships.
Management Skills Development
- • Management skills development program.
- • Individual coaching and project fair execution model.
- • Increased management skills of management-level personnel and the institution's staff in the development of high-impact projects.
“Among the project’s overall results, one that stands out was the relationship map between upper management and general management which allowed the definition of deliverables and their respective time frame for each transversal activity, significantly improving their follow-up and performance.”
Corporate General Manager Grupo UCAL TOULOUSE