business plan on teaching industry

8/4/2019 Business Plan on Teaching Industry

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SARASWATI

COLLEGE OF

ENGINEERING

MMS(FIRST YEAR)

PROJECT ON

MARKETING APPLICATIONS AND PRACTICE

SUBMITTED TOMRS : SONIA PANT


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Group Members Name Roll Number

VIDYA SAWANT 33

RESHMA SHEJAL 34

ATUL SHERE 35

PRAMOD SHINDE 36


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BUSINESS PLAN ON TEACHINGINDUSTRY

MANAGEMENT AND TECHNICAL INSTITUTE

A WAY TO SUCCESS


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Scenario of Technical Education

in India Over past 20 years, the technical education system

in India has undergone a sea-change as compared

to previous 50 years. This has seen enormousprivate participation and near-exponential growth

of engineering and management colleges in terms

of numbers of colleges and students enrolled.


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Objective

To excite, enthuse, motivate students and

staff as to the fundamental importance of

management and technical design in thedefinition of profitable and useful products,

projects, processes or systems to satisfy a

market need.


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VISION AND MISSION

VISION :The Blitzkrieg institute of Education will be a world leader in the integration of

(a) teaching and learning,

(b) advancement of the knowledge base through research and scholarship, and

(c) leadership in service and outreach. Further, the College will be a world leader in preparing

professionals who provide leadership and exemplary educational and related services to improve

the lives of individuals in a changing and complex global society.

MISSION :The mission of the Blitzkrieg institute of Education is to help prepare outstanding

educators, scholars, and researchers, and to advance the profession of education, asbroadly defined, through research on the learning, the application of management

processes, the effective uses of technology, and the analysis and

development of leadership and educational policy.


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GOALS

1.Help to prepare educational professionals recognized for the qualityand significance of their teaching, research, scholarship, service,

outreach, and leadership.

2.Provide widely recognized leadership in the improvement of teaching,

learning, and the assessment of educational outcomes across the life spanthrough research, scholarship, and technology.

3.Enhance the commitment of faculty, staff, and students to the

centrality of diversity, social justice, and democratic citizenship.

4.Provide leadership in the development of collaborative, professionalrelationships with schools, organizations, and other institutions focused

on the improvement of education in schools, communities, and

workplace settings.

5.Sustain a caring, supportive climate throughout the College.

Enhance the effective and efficient management of the College.


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VALUES

1.Academic excellence and integrity.2.Outstanding teaching and service.

3.Scholarly research and professional leadership

4.Integration of teaching, research, and serviceindividual and collective excellence.

5.Diversity, equity, and social justice

education of individuals across the life span

collegiality and collaboration.


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KEY FEATURES OF

INSTITUTEKey Features:Laptop/Desktop.

Uniform.

Industrial/Study/Historical Tours.

Insurance.

Online Study Materials.

100% Placement with Agreement.Yoga and Meditation. Workshop & Seminars.

Corporate Commando Training.

Spoken Classes. Wi-Fi AC Classrooms. Guest Lectures.


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FINANCIAL PLANNIG FOR

START UPSEQUITY SHARE CAPITAL 50,00,000

BORROWINGS 25,00,000

INVESTMENTS (PARTNERS) 1,50,00,000

BANK LOAN 2,50,00,000TOTAL CAPITAL 4,75,00,000

EQUITY SHARE CAPITAL 50,00,000BORROWINGS 25,00,000INVESTMENTS (PARTNERS) 1,50,00,000BANK LOAN 2,50,00,000

TOTAL CAPITAL 4,75,00,000


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BUDGET PLAN

2008-09 2009-10 2010-11 2011-12

Approved Budget Plan (7.9) (6.3) (2.9) (2.9)

(1.0) (10.5) (4.0) 11.0

7.0 6.5 6.5 18.5

Net Impact of Changes (2009) (8.0) (17.0) (10.5) (7.5)

(15.9) (23.3) (13.4) (10.4)

Additional Potential Measures

Increase Budget Cut by 1.5% 09/10 6.3 6.3 6.3

Increase Budget Cut by 1.5% 10/11 6.3 6.3

Budget Cut of 3.5% 11/12 14.7

0.0 6.3 12.6 27.3

Revised Deficit After Measures (15.9) (17.0) (0.8) 16.9

14.6 (1.3) (18.3) (19.1)

Revised Cumulative Surplus/Deficit (1.3) (18.3) (19.1) (2.2)

Budget Cuts 2.0% 3.5% 3.5% 3.5%

Revised Year's Deficit

Prior Year's Cumulative Balance

($ million)

Revenue Changes ( 2009)

Expenditure Changes (2009)


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INCOME STATEMENT AND

BALANCE SHEET


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Major Imbalances in Technical

SystemRapid quantitative expansion mainly through private participationin past 20 years has resulted in the following imbalances in ourtechnical education system.

a. Regional imbalance :- acute regional imbalance in thelocations and clusters of engg./management institutions inter-

state as well as intrastate.

b. Branch Imbalance :- Nearly 80% enrollment in newlycreated capacity is confined to 20% branches-majority of thesehovering around the CSE/ECE/IT field. Thus many core

engineering subjects are suffering due to lack of privateinvestment in those branches. Tendency is to avoid high capitalintensive engineering disciplines. This will adversely affectindustry in finding technical talent for those core areas in times tocome.


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c. Private : Govt. funded imbalance : Nearly 95% of theexpansion has been in the privately funded institutions with

very few new colleges under govt. funded category. Studentintake in govt. colleges is much less in each branch ascompared to private colleges. Private colleges keep onasking for more and more intake while govt. funded collegesare not keen about such an increase.

d. Faculty : student imbalance :- while students are

increasing, there is acute shortage of faculty and particularlyhighly qualified and experienced faculty. In most privately

funded colleges we see extremes of either 60 plus or 20 plusfaculty in terms of their age-profiles. This is a very seriousconstraint in quality and employability of technical graduates.

Th d d f i ll l d i hi h d i f


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The standards of various colleges located within the domain ofthe same technical university varies very substantially-ranging

from world class to third class institutions.

Percentage Students Graduating In Minimum Period of 4 years in B.Tech Out Of

Those Admitted In That College/Institute

2

0 0

3

4 4

7

15

13

9

5

4

1

35 40 45 50 55 60 65 70 75 80 85 90 95 100

% GRADUATE STUDENTS

NUMBER

OFINSTITU

TE

Maximum 99%

Minimum 33%

Average 75%

Std.Dev. 11%

Fig. 1Histogram depicting the number of colleges and

% of graduates completing their MBA

in minimum period of 4 years in 2006-2010 graduatingbatch in AICTE


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Fig. 2Histogram depicting the number of colleges and

% of students completing MBA in the minimum period of5 years in AICTE for 2006-2010


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Figs. 1 and 2 present the distribution of

percentage graduates passing out inminimum period of 4 years and 3 years in

B.Tech and M.B.A. respectively in AICTE in

the year 2007. This gives an evidence of

widely varying quality spectrum of these

colleges.


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Fig. 4Performance spectrum control chart of

Institutions based on % students completing M.B.A. in

minimum period of 3 years in AICTE for 2007-2010


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Figs. show the 'Performance Spectrum Control Chart'of and M.B.A. students giving the code number of theinstitution falling in 'performance range' in the spectrum.This validates the hypothesis of highly variable qualitystandards of the engineering colleges. This isunacceptable performance standard from industry

competitiveness point of view. Indian industry cannotbecome globally competitive with this kind of qualityspectrum. Hence it has to take proactive initiative innurturing the quality of engineering and management

graduates to enable institutions to train talent who can bea major source of enhanced productivity, quality andcompetitiveness.


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Core Value for Excellence :

Burning ambition for excellence and

achievement

Leadership commitment

Pre-requisites Development : Sincerity and commitment to goals of

excellence by top teachership

Quality of people employed

Academic Excellence-Challenges

and Opportunities


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Characteristics of Quality Leaders

1. Priority attentions to External and internalcustomers

2. Empowering and creating working

environment for the subordinates3. Emphasize improvement rather than

maintenance

4. Balancing between preventing problemsand developing better processes

5. Encouraging collaboration rather thancompetition


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Specific Case : Excellence in

Technical Institutions Paradox of quantity and quality

Key factors/Indicators of performance

Law of diminishing calibre Acute faculty shortage-a major cause for

concern

Extremes of quality organizations fromworld classThird class

Goals not well defined


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Key lessons for organizational excellence

Burning ambition for excellence andachievement

Top management sincerely committed toachieve those ambitions

Succeed in creating right environment Stimulate innovation and individual creativity

Open information and easy communication

together to bring a change in corporate culture Disciplined execution and a razor-sharp focus

on business value creation

Technology is used as enabler for excellence

S i f T l i I d


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Scenario of Talent in Industry

There is an acute shortage of technical talent incompanies. Advanced placement exercises in 3rd year ofB.Tech is a manifestation of such a phenomenon. Insteadof treating symptoms of a problem, industry needs toanalyze the causes of the problem. True cause is the lackof 'employability' of our engineering graduates. Hence

industry should pro-actively nurture this talent in collegesvisualizing these institutions as the 'nursery of their futuretalent pool'.

industrial inputs in teaching-learning process, experiential

sharing can be very effective in this process. Thus role ofindustry is to be perceived, as mentoring, facilitating andnurturing role and academics must wholeheartedly acceptthat role in their faculty development process. Developingfaculty will have multiplier effect in enhancing the quality ofour students in these colleges.


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We have decided to launch our product in MUMBAIas its Financial capital of our country and even some

another things which make us to launch our Education

Hub in MUMBAI.We research from all the factors and then decided to

launch the project at MUMBAI.


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COMPETITORS STRATEGYThe main factor of any business is to know about their

competitors.

1. We have survey and found that we will be competing

with that Institute who has not developed as they came.2. Our motive is not to compete but give the best

education to our students.

3. We are following the strategy that first will capture the

market as teaching industry also now days a competitivemarket.


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business plan on teaching industry

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