brand management education inst

8/4/2019 Brand Management Education Inst

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Brand ManagementSubmitted to :

Prof. Shubham Chubal



Brand Managers

Names Roll No.

Sunil Dwivedi 19

Pritam Gavali 26

Sneha Kalro 38

Prasad Nadkarni 61

Sahil Furia 90

Swapnil Wargaonkar 120



Trends in the Education Sector in 2010

• Indian education system has gained significantattention from policymakers, investor and media in2009

• Expansion plans planned by Indian government

•

The private education market in India is estimated tobe worth $40 billion in 2008 and will increase to $68billion by 2012



Education sector —MBA perspective

• Increasing emphasis on higher education

• Many MBA aspirants (3lakhs students to appear CAT2010)

• Need for standard international comparison• Foreign professor• R&D• International exposure

• Some lookup at MBA for better salaried and status jobwhile others do it to differentiate him/her & polish skillsto become employable in reputed organisation



Industry demand

• Professionals in terms of quality & quantity

•

Versatile,skilled,intelligent & experienced



Current scenario

• Decrease in application by Indian students goingabroad for MBA majorly due to

• Bad experience of recession impact• Rise of India as global economic power

• Review in learning through case study pattern• More Indian companies & MNC’s case study included

• HUL sending most of its top Mangers to othercountries because of their expertise in handlingcomplex Indian market (venturing of Indian cos intonew developing market)



Competitors• there is no direct competition to us• No institution offers management courses on

your talent and helps to capitalizes up on thattalent by developing entrepreneurship skills

• Though there are some institutions whoprovides entrepreneur development programs

but they do select on marks basis and we cansay that they are our in direct competitionwhich are as follows



Competitors• Entrepreneurship Development Institute of India-Ahmadabad• Institute of Entrepreneurship Development (UP) A 1 & 2 Sarojini Nagar,

Industrial Area, Kanpur Road,Lucknow-226008 (UP)

• Centre for Entrepreneurship Development of Karnataka, "West View" UBHills, Near D.C. office,Dharward-580007

• Maharashtra Centre for Entrepreneurship Development A-38, MIDC nearRailway StationAurangabad-431005

• EDII, (Near Village Bhat, Via Ahmedabad Airport, & Indira Bridge,P.O. Bhat, Ahmedabad-382428, Gandhi Nagar, Gujrat

• Sh. Prasanna Kumar, (IAS)Haryana Institute of Public Administration, 76, HIPA Complex, Sector-18Gurgaon-122001



– Need for Higher Education – Need for more employable people – Greater Career Choices for all

The PERFORMER philosophyEvery individual is unique

PERFORMER addresses individuality

Value Addition through Learning & Empowerment

Why PERFORMER Institute



Introducing….

Dreams may not support quality of life….. But don’t forgo and regret



Institute Of Management

….Where talent is everything



Emblem



Do you remember your college/School Emblem???

Ever wondered why?It all boils down to “ Involvement ”



Emblems are used for official purposes

Has little involvement in students activities

No brand association with your biggestbrand ambassador



Flag



Our USP



Capitalizing the Talent!

• Our institute offers courses to help make alivelihood from a persons talent

• Blend in professional culture with vocationalvalues to help make you a

“Talented Professional”• Fill the gap between potential and

professional



We Acceptanyone with

Talent



ANYONE!!!!!



Methods of intake

SOP – statement of purpose

Interview

Psychometric test



Place



• Delhi• Mumbai• Kolkata• Chennai• Hyderabad• Bangalore• Chandigarh• Ahmadabad• Panaji• Nagpur



The Course - outline

• 1 year vocational• Tri-semester system•

Rs. 3 lakhs / year• Internship & report



The Course - content

IMMERSION PROGRAMME

Value and Ethics

Grooming and Personality Development

English Communication

Computer Proficiency



SEMESTER I

Business Communication

Research Methodology

Geo Political Studies

Accounting Principles

Corporate Law

Managerial Economics

Foundations of ManagementBusiness Environment

Organisational Behaviour

Music Appreciation

SEMESTER II

Financial Management

Principles of Sales and Marketing

Organisation and Change Management

IT in ManagementBasics of Production Management

Managing Gender and Diversity inOrganisations

Business StatisticsIndian Economy

Corporate Governance, Ethics andCorporate Social Responsibility

Art Appreciation



SEMESTER III Consumer Behaviour

Direct MarketingPrinciples of Branding

Sales ManagementERP in Sales

Price and Markets

Market ResearchInternet Marketing

Integrated Marketing CommunicationWorking Capital Management

Running a Business (Advanced)



SEMESTER IIIPerformance Management

Compensation & Benefits: Theory & Practice Employee Counselling

Manpower Planning Basics of Personnel Administration

Running a Business (Primer - Study tour) ERP in HR

Talent Management

Sourcing and Manpower AcquisitionInternational Labour LegislationRunning a Business (Advanced)



Evaluation Criteria

Semesterend

• 50%• Objective

questions

Internship

• 25%• Assessed

duringInternship

OngoingEvaluatio

n

• 25%• Assignments• Decided by

Faculties



Our PARTNERS in the Cause

PrasannaTrust

Imparts Indianculture to people

throgh variousprogrammes

We operate out of their premises in

Bangalore

SriGuruji ArtAcademy

Centre of Arts.Patroned by

renowned artistes.

We use theirinfrastructure forour Mumbaioperations

ThinkVarsity

Career school

Share ourthoughts aboutmaking people

employable



Post Graduate Programme in Management

Curriculum Infrastructure Faculty

EvaluationCriteria

Internship &Placement

Fee structure

PGPM @ VALE



PGPM @ VALE

Internship

Fee structure

Evaluation

INDUSTRY

ACADEMIA

Curriculum

Infrastructure

Faculty



Our Advisory Board• Co-founder & MD of eVentures• Held senior roles in

MNCs

SandeepSinghal

• Director of RajMohindra Consultants• Involved in preparing

educational content inthe U.S. market

RohitMohindra

• Investment Banker,YES Bank• Worked in strategic

roles with RelianceIndustries, TCS etc

KashyapChanchani

• CEO of Prasanna Trust

P RMadhav

• Disciple of PanditHariprasad Chaurasia

• Concerts across the

globe

RupakKulkarni



Our Mentors



Focus onapplication

Effective useof classroom

timeGroup social

projectAll round

developmentof student

Guru-Shishya

ParamparaMentoring

The Difference



Promotions



• talent shows,• sports tournaments,• internet- social media advtg, -use of facebook

and twitter



brand ambassador

• msd,• suresh raina,• vijendra singh• sania nehwal• Providing them certified course to manage

their carrer



tie ups with vocational training places

• Double ups for placement• For final semester training



hoardings



radio spots

• Radio mirchi in mumbai,delhi,nashik



MOBILE VANS



GANTRIES TOLL PLAZA



BUS BACK PANELS



SOLOUS BUS PAINTING



Trains & Meru Taxi

• Advts in meru• Advt in train• Wall painting



Newspapers



• Bus Shelters-50,000/- per shelter• Rs3-5 lakh per month depending on the

location of the hoarding• Advertisers pay the Delhi Transport

Corporation more than Rs20,000 forcommercial messages on bus stops.

• Train -2 lac pm



• Radio 2000 rs for 10 secs• Tv 280 per sec



A/C Kinglong Buses



• For example, Leeds MET has partnered withDainik Jagran group and Virginia Tech hasannounced its collaboration with MARG group

to establish a campus in Chennai. Earlier,Monash University had established joint-PhDprogram with IIT Mumbai .

http://www.leedsmetindia.in/

http://www.vtnews.vt.edu/story.php?relyear=2010&itemno=162

http://www.iitbmonash.org/






http://www.vtnews.vt.edu/story.php?relyear=2010&itemno=162

http://www.leedsmetindia.in/



Challenges for collaboration• Take an interdisciplinary approach: While one has to

identify an area of strength, institutions should exploreto collaborations at the interfaces of disciples. Thereare several interdisciplinary programs which may bemore open and even more relevant for academiccollaborations. For example, if an Indian B-school islooking for a foreign academic collaboration, it doesnot have to restrict only to a B-school; it could even beexplore relationships with college of public

administration or international studies at leadinguniversities.



coc• Engage corporate houses: Several corporate houses have

expressed their interest in venturing into higher educationsector. Some of them intend to build high qualityinstitutions, contribute back to society and leave a legacyfor their name. For example, Shiv Nadar University is a not-for-profit project with expected budget of US$600 million.With this level of investment, the university project is notgoing to generate wealth for Shiv Nadar but definitely itwould generate knowledge, reputation and talent.Likewise, there are several others who wish to leave their

legacy and could be engaged by government and foreignuniversities.

http://www.moneycontrol.com/news/business/big-ticket-universityup-to-have-5-schools-shiv-nadar_451885.html









contd• Clarify the level of commitment for collaboration: This

is of utmost importance to articulate the depth andwidth of commitment from partnering institutions.Institutions may have similar or different reasons forcoming together but they should have explicitunderstanding of the motivators and needs of eachother. This helps in setting realistic expectation levels.They should also be able to understand the wide rangeof collaboration opportunities available from short-term student and faculty exchange to joint-programs tofull-fledged campus and that each of them requiresdifferent level of commitment level.



Challenges for collaboration• Integrate with the societal needs: Higher education

institutions do not exist in vacuum; they exist in thecontext of the societal and industrial needs. This iswhere academic collaborations would find its best fitopportunities. Institutions should not only assess theirinternal capabilities and resources but also align themwith the pressing needs of society and industry. Thishelps in making a convincing case to prospectiveforeign institution in collaborating for an area of highimpact and need. For example, the inadequate teachertraining and supply of talent pool is an area of concernfor India and hence focus of Azim Premji University oneducation is very opportune.



collaboration

• 2) Duke’s Fuqua School: Will offer anexecutive MBA degree and a one-yearmaster’s program in business, as well as other

Duke graduate programs in a campus in India.The school is in talks with IIM-A, which theschool has a current partnership with, and

other institutions about joint faculty hiringand faculty development.



• As the government readies itself to introduce the ForeignEducational Institutions (Regulation of Entry and Operations,Maintenance of Quality and Prevention of Commercialisation) Bill,which will permit the entry of foreign institutions in the educationsector, around 140 Indian institutions and 156 foreign educationproviders are engaged in academic collaborations for India.

• Of these 156 foreign providers, 90 have university status and 20have college status. Other institutions are training institutions orthose for further education. The total number of collaborations was225 and with each collaboration having over one programmedelivery, the total number collaboratively delivered stands at 635.

•

225 existing collaborations, 83 are with educational institutionsfrom Britain, followed by 79 from the US.

brand management education inst

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