A Strategic audit conducted on

the British University in Egypt

Faculty of BAEPS
Department of Business Administration
British University in Egypt
Module: Consumer Behaviour – 17BBST07I
Module Leader: Dr. Karim Salem
Group Project done by: Omar Abdelsalam, Nour Hesham, Nada Hesham, Dana El-Najjar
Due date: Week 10
 The British University In Egypt
Faculty of BAEPS
Department of Business Administration

The British University in Egypt

Faculty of

BAEPS
Department of Business Administration

Module Title: Strategic management

Module Code: 17BBST07I
Report title: A strategic audit conducted on the British University in
Egypt
Module leaders: Dr. Karim Salem
Submission date: Week 10
Team leader: Omar Abdelsalam Fahmy Ali
Number of pages: 52
No. Name ID Group

1. Omar Abdelsalam Fahmy Ali 149247 A-1

2. Nada Hesham Hamed Ramzy 144832 A-1

3. Nour Hesham Saad Hassan 145585 A-1

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 The British University In Egypt
Faculty of BAEPS
Department of Business Administration

4. Dana Abd elkerem Mohamed taha El-Najjar 151789 A-1

Table of Contents
 Executive summary ………………….…………………….…………......4
 Acknowledgements ………………………………………………….……..5
 Brief overview regarding the BUE ……………………..……........6
 Current situation …………………………………………………….……….8
 Performance ………………………………………….……...8
 Strategic posture ………………………………….……..…9
 Corporate Governance ………………………………………….........11
 External Audit ……………………………………………………………....17
 PESTEL ………………………………………………………....17
 Porter's Five forces model ……………………….…...20
 EFE matrix ………………………………………………..…..22
 Internal Audit ……………………………………………………………..…24
 Organizational structure ……………………………….24
 Organizational culture ………………………………....27
 Corporate resources ….…………………………….…..28
 Assessing the functional areas ………………………29
 IFE matrix ……………………………………………………..34
 Analysis for strategic alternatives and recommendations
for strategy ……………………………………………………………………36
 IE ………………………………………………………………….36
 BCG ………………………………………………………………37
 Space ……………………………………………………………38

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 QSPM ……………………………………………………………40
 Implementation …………………………………………………………….45
 Evaluation ……………………………………………………………………..50
 List of References ………………………………………………………… 51

Executive summary

This report examines the strategic performance of the British University in Egypt

for the past 13 years. The main (not only) data collection methodology used was

primary data through a set of conducted interviews with top-level managers in the

organization. Assessing the internal environment of the organization was

performed through the IFE matrix, while assessing the external environment was

performed through the EFE Matrix. Accordingly post the input stage, a set of

matrices including the IE matrix. BCG matrix, space matrix, and the QSPM matrix

was utilized in order to identify which type of strategies should the British

University in Egypt's managers adopt (matching stage). Finally an explicit action

plan is previewed to assist the implementation process. In addition to, evaluating

each and every task within the implementation process and accordingly deciding

on whether to take corrective actions or continuing the course of action.

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Department of Business Administration

Acknowledgements

As academics do not steal or plagiarize and due to the fact that the team who

conducted the report didn't believe that only referencing is enough for giving

credit to those who deserve it. The team behind this report would like to

massively thank Ms. Hanan Saadawi for her collaboration and assistance in the

process of collecting primary data through interviews. We are also delighted to

thank the following people for specializing a respectable portion of their time for

academic purposes:

 Mr. Fathy (Financial director in the British University in Egypt)

 Ms. Ghada Hablas (Head of purchasing in the British university in Egypt)

 Ms. Samah Abo Soud (Head of the HR in the British University in Egypt)

 Mr Talaat Bondok (Head of the student affairs and activities in the British

University in Egypt.

 Ms. Yousra Gohar (Assistant lecturer in BAEPS) for the continuous

support throughout the semester.

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Department of Business Administration

Brief overview regarding the BUE

The British University in Egypt initiation was a result of a cooperation

memorandum between the Egyptian government and the United Kingdom's in

1998. It was believed that constructing such an educational institution would

enhance various sectors of the Egyptian economy, more specifically the fields of

business, engineering, and computer science through graduates with UK

standards. (British University in Egypt, 2017)

The institution was funded and financially assisted by some Egyptian public

figures and business men lead by the international major manufacturer of carpets

Oriental weavers' chairman Mr Farid Khamis. Subsequently, with the assistance

of the British Council and the British embassy, the British University in Egypt was

established after the issuance of a presidential degree in 2004. (British University

in Egypt, 2017)

In September 2005, while the initial phase was in action and the university's

campus being under construction, the BUE welcomed its first cohort of only 200

students. On the outskirts of Egypt's capital the university was located, more

specifically in the new commercial and residential city of El-Shorouk. Back then

the university consisted of a large scale auditorium and a campus comprising of

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Department of Business Administration
only one building however it was located on a site of almost 50 acres accounting

for development and expansion plans over the next decade. (Saadawi, 2018)

The formal Inauguration of the BUE took place on the 22th of March 2006 by the

Egyptian First Lady Mrs. Mubarak and the Prince of Wales HRH. A high profile,

influential board of trustees supported the university financially alongside through

expertise and experience in the educational sector. (British University in Egypt,

2017)

In order to ensure the British quality education in terms of quality management

process and teaching, the BUE was provided by academic direction from a group

of British universities headed by Loughborough University. Furthermore, the

BUE's academic staff comprised of highly qualified Egyptian and Non-Egyptian

experts and academics with regards to the British system of Higher education.

(Saadawi, 2018)

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Current situation
The upcoming section of the report is going to mainly analyze the BUE's

performance alongside its strategic posture including its mission, vision,

objectives, core values, and motto.

BUE's performance

According to (Saadawi, 2018) since its establishment the BUE has directed all

of its efforts onto undergraduate programs in order to ensure the essential

procedures and framework of quality assurance and integrate them within the

system. Since 2007 the BUE's potential growth rate was rapidly increased

from 200 enrolled students in 2007 to 850 in 2012 and finally almost 11000

student as for 2017 which reflect its overwhelming performance. It is

nationally perceived a one of the top 3 private universities in the country

attracting more than 50 different nationalities.

When the revolution of 25st of Jan took place, there had been certain

implications on the macro-level (the country) alongside the micro-level (the

ministry of Higher education) and due to the fact that adapting to change is a

must and that a strategic mindset has to be ready for maneuvering anytime,

the BUE revised its strategic plan and approved a new one. The new strategic

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plan focused on 3 major engagement areas which are learning & teaching,

Research and community service, and the establishment of the IPDU

(institutional planning and development unit). (Saadawi, 2018)

The BUE's Strategic Posture

 Mission statement:

"Promoting social, economic, technological, and cultural development by

disseminating and creating new knowledge through capable graduates that are

independent learners educated based on the High academic UK standards."

(BUE, 2017)

 Vision statement:

"Becoming the leader between universities in the broad spectrum of research

and teaching in the MENA region by offering a British high standard education

with a range of international partners and UK ones in order to produce quality

international recognized degrees enabling the development of students' skills and

knowledge so they can lead their countries. (BUE, 2017)

 Motto:

"Learn how to think not what to think."

 Values:

The university's main core values remained untouchable throughout the past 18

years. Those core values are:

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i. Academic integrity and honesty.

ii. Maintaining high academic standards

iii. Multi-cultural environment characterized by mutual respect

iv. Consistent and continuous quality improvements

v. Staff and students complete involvement and engagement.

vi. Management and leadership transparency

vii. Enhancement of the university's inner community. (BUE,

2012)

 Objectives:

i. Offering a learning environment and a variety of academic

programs to attract not only Egyptian students but also International ones.

ii. Providing an accessible and attractive recreational and educational

campus environment alongside a range of facilities.

iii. Fostering and constructing strategic alliances that are mutually

advantageous with national/global partners.

iv. Recognizing the staff as the core and the most important asset and

resource of the university (both administrative staff and academic one)

v. Maintaining financial stability and operating in a cost effective

manner. (BUE, 2017)

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Corporate governance
Since the British University in Egypt is not listed in the Egyptian stock market

exchange index, therefore it was of extreme difficulty to reach the names and

ownership percentages regarding its shareholders as it was literally quoted by

the university's financial director and Head of Finance as "Completely

confidential. (Fathy, 2018)

Moreover, with regards to the BUE's leadership and top management, it is going

to be previewed in the following manner:

The University's boards

 Board of Trustees:

i. Mr. Mohamed Farid Khamis

ii. His Excellency Mr Amr Mousa

iii. Sir Derek Plumby

iv. Sir David Blatherwick

v. The Baroness Symons of Vernham Dean

vi. Prof. Ahmed Hamza

vii. Prof. Moustafa El-Feky

viii. Prof Farouk El-Baz

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ix. Prof. Ahmed Hamad

x. Her Excellency Nadia Zakhary

xi. Mrs. Farida Mohamed Farid Khamis

xii. Sir Richard Ottaway

xiii. Sir Magdy Yakoub

xiv. Mr. Charles Clarke (BUE, 2017)

(Board of Trustees)

 The University's board:

i. Prof. Ahmed Hamad (The president)

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ii. Prof. Yehia Bahei El-Dein (Vice president of Post graduate

studies and research)

iii. Prof. Leslie Croxford (Senior vice president for teaching and

learning)

iv. Prof. Wadouda Badran (Dean of BAEPS)

v. Prof. Mohey El-Mazar (Dean of Pharmacy)

vi. Prof. Tarek Abbas (Dean of Dentistry)

vii. Prof. Maguid Hassan (Dean of Engineering)

viii. Prof. Mohammed Showman (Dean of Communication &

Mass media)

ix. Prof. Safaa Hashim (Dean of Nursing)

x. Prof. Ahmed Bahgat (Consultant to the Minister of Higher

education) (BUE, 2017)

 Executive group:

i. A group consisting of Vice presidents, Secretary General,

University Registrar and Chief operating officer, and three deans chosen

on an annual basis representing the three main scientific fields. This

Executive group is responsible for acting as a group of consultative

advisory for the University's president Mr hamad. In addition to also acting

as a consultative group with regards to policies formulation and

operational tasks until implementation and finalization phases. (BUE,

2017)

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ii. Meetings are on a monthly basis and require the chair and

not less than 50% of the members. (BUE, 2017)

 BUE senate:

i. It consists of Vice presidents, Deans, Head of the English

department, the students union's president, University registrar and Chief

Operating Officer, and 2 members of the Academic staff representing

each faculty. The senate is responsible for preserving quality and

standards under regular review, on/off campus provision, and monitoring,

developing, and developing the academic work of the University (BUE,

2017)

ii. Meetings are essential to be held at least 4 times per annum

with the existence of the senate's chair Mr Hamad and not less than 50%

of the members. (BUE, 2017)

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Presidency

As shown in Figure (1) obtained from the official website of the British University

in Egypt.

(Figure One)

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Honours

 The BUE's first president Dr. Mostafa El-Feki.

 The BUE's Second president Prof. Ahmed Amin Hamza.

 The BUE's third president Prof. Mostafa Gouda. (BUE, 2017)

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External audit
This section is going to primarily focus on assessing the BUE from an external

perspective, through the identification of the current and prospective

opportunities and threats by constructing an External Factor Evaluation (EFE)

matrix. Prior to constructing EFE matrix, the PESTEL framework and Porter’s

Five Forces Model should be applied on the BUE in order to have an

understanding of various factors and its impact on the BUE.

According to (Saadawi, 2018) the head of marketing department, the (PESTEL)

analytical framework will be applied according to six various aspects of Political,

Economic, Social, Technological, Legal, and Environmental factors.

 Firstly, there were major political events like the protests against the

previous regimes that took place on the 25th of January 2011 and 30th of

June 2013. Afterwards, there was a kind of political stability prevailed the

political scene in 2014 due to the winning of the candidate Abdel-Fatah

El-Sisi in the presidential elections. These events have generated a sort

of chaos in the Egyptian community in general, Subsequently, the BUE

got affected specifically by these political factors where it was the spark

that induced the trouble with the accreditation partner Loughborough

University in England that lead to the dissolution of the partnership. Yet,

the success of the earlier presidential elections in 2018 stimulated the

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political scene into a more stabilized state clearing away some of the

political turbulence and uncertainty.

 Secondly, there were two significant incidents that shook up the Egyptian

economic status in the previous few years; inflation and currency

devaluation. Despite the attainment of the headline inflation (reported

through Consumer Price Index CPI) to the peak point during the past

decade, where it reached 32.95% in July 2017 (Central Bank of Egypt,

2018), BUE’s management rejected no more increase than 5% yearly in

the tuition fees (according to rules and regulations imposed by the

Supreme Council of Universities). Furthermore, this decision negatively

affects the university’s profits as the demands for wages’ increases rise.

The Egyptian pound devaluation resulted in declining the exchange of

foreign currencies through unauthorized channels/black market, while

precising the transactions to take place through banks. At this point, BUE

took the initiative towards adapting to these economic conditions, where

its management should leniency in in receipt of the accreditation fees in

the equivalent amount in Egyptian pounds rather than in Sterling pounds.

In addition to, enabling the payment of tuition fees in installments

(previously implemented), this shows that the BUE was affected by

economic factors, however, it is the magnitude of the reaction that differs

an organization from another.

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 Thirdly, the youth’s aggressiveness towards the BUE’s management has

resembled the social factor affecting the BUE, this kind behavior was

originated from the 25th revolution that was a double-edged weapon,

where it developed a sense of freedom in the youth, nevertheless, and

this gift was utilized in a wrong manner by some students.

 Fourthly, since technology is considered a vital driving factor for the

progress of any organization, therefore, BUE’s management took this

aspect into consideration, where it emphasized on the usage of internet

service in the education process. Moreover, this was utilized in 2011 as a

contingency plan during the curfew. This cooping of technology cannot be

neglected, or it will force the university out of the market, accordingly, the

management launched the interactive system of McGraw Hill and

established the scientific research centers with tremendous funding in

response to the technological advancements taking place in the industry.

 Fifthly, BUE as well as other universities are influenced directly by the

regulatory bodies’ decisions and guidelines imposed on them, this is

mainly done by the Ministry of Higher Education and Supreme Council of

Universities. Lastly, the environmental aspect of the analysis cannot be

applied on the BUE’s environment as the core business function is

providing education.

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In order to measure/assess the attractiveness of an industry, Porter’s Fiver

Forces Model should be applied on the BUE. To start with,

 Threat of New Entrants is rated with a high level, as there are large

businessmen who would like to invest large sums of money as a capital

for such a profit-generating institution. In fact, there are some prospective

international entrants/universities in the higher education market, which

would be established in the New Administrative Capital.

 Bargaining Power of Suppliers is regarded as weak for the BUE, as a

result of the broad base of connections and various businesses under the

name of the owner Mohamed Farid Khamis, which decrease the suppliers’

power, though there are some authorized dealers who are specialists in

certain products (such as dentistry products). In addition to, being the

exclusive and only provider for these products, consequently, these

suppliers have strong bargaining power. (Hablas, 2018)

 Bargaining Power of Buyers can be rated as weak, there is a rising

demand for higher education that even exceeds the expansion of

universities, where there are students who apply for BUE and other private

universities but cannot find vacancies, thus there is an unsaturated market

gap that needs to be fulfilled, these students do not have that potential to

affect/negotiate the prices (tuition fees). (Bondok, 2018)

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 Threat of Substitutes is considered to be high, because the students can

simply go after other non-competing inferior organizations like academies

and institutions. In addition to online courses and self-learning especially in

the Field of computer science. (Samah, 2018)

 Industry Rivalry is identified as high for the BUE, as the German

University in Cairo is on the same level in conjunction with the BUE, even

though each side has its own strength and weakness points, both

universities have the competencies with regards to the education,

standards and location. Post this analysis, it indicates that the industry tends

to be somehow attractive.

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The EFE matrix

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Internal audit
Organizational structure
The organization structure serves as the framework outlining, identifying, and

communicating lines of accountability, responsibilities, and authority. It permits

employees, functional areas, and resources to collectively unite for the

accomplishment of strategic goals and objectives.

Focusing on the administrative level, the BUE comprises of the following

departments based on functionality:

 Public Relations & Communications

 Human Resources

 Quality & Validation

 Marketing

 Finance

 Student Affairs

 Information Technology

 Student Activities and Welfare department

 Dorms

 Transportation

When analyzing the organizational structure of the BUE in terms of the

administration department-wise, it is interpreted that the decision-making authority

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is centralized in regards to strategic goals as they are considered nonnegotiable,

however to a certain extent it became less centralized moving towards

decentralization across the administration departments. This is portrayed through

the mutual trust fostered throughout the 11 year period since early years of

establishment; thus it promoted a sense of consultancy atmosphere between lower

levels and top management (head of departments in the case of administration)

however not yet reaching to be considered 100% decentralized.

The structure of the BUE is clear and stated in all levels of employees, however in

regards to culture wise, the majority of employees are not keen to be acquainted

with or merely comprehend the strategic goals of the university; on the contrary

only a few (admin-wise) are interested in knowing, implementing, and going out of

the box in regards to the strategic goals of the university.

With regards to competitors, the GUC as well is centralized in terms of decisions-

making structure. Moreover, it could be regarded as tight centralized even since

they are very strict reaching extreme measures for instance; having security

mandate where security staff can dictate rules having them strictly followed.

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(Figure 1. Organizational structure of the BUE) (BUE, 2017)

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Organizational culture

Mr Farid Khamis aspirations to reform the Egyptian education system was

reflected in the continual investing in education through Prof. Yehia Bahei-El-Din's

opening of multiple scientific research centers, offering an academic environment

that supports and motivates employees to pursue extra research underpinning

academic superior quality. Furthermore, the BUE seeks to support students as well

in participating in extracurricular activities, employment-based opportunities

including new business ventures and work placements that will broaden their

experiences and confidence tremendously benefiting in their post-grad work life.

Moreover, sustaining an organizational culture where staff share mutual respect,

recognized as a major resource in the BUE, are offered opportunities of

professional development is considered in alignment with the strategic goals of the

BUE. (Saadawi, 2018)

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Resource Based View Resource Evaluation (Empirical

indicators)

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Evaluating Capabilities and Competitive Position: Assessing

Functional Areas (strengths and weaknesses)

 Marketing

The department's objectives are:

 Sustaining a specified level of standards

 Utilizing marketing tools effectively and efficiently to maintain possessing

a competitive edge against rivals; including the GUC.

 Enhancing the level of caliber being accepted (BUE, 2017)

The marketing objectives are usually reflected through BUE's performance based

on marketing position and marketing mix. In terms of BUE's place, it was

considered a weak point the past years; however, it was overcome through

transportation (where now there is a fleet of busses of over 100 buses).

Furthermore, people's mindset is starting to change due to rapid emergence of

new compounds around the corner as well as BUE will be considered a meeting

point due to it being on the road to the new administrative capital of Egypt;

consequently, switching from a weak point to a strength point in the upcoming 2

years. (Saadawi, 2018)

Moreover, regarding the promotional tool of marketing, BUE tends to outreach

actions based on the needs of its diverse stakeholders (potential students,

schools, and parents). Thus, it tends to conduct accessible and high-quality

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marketing material including social and traditional media, exhibitions, and flyers.

It also goes beyond scenes building sustainable and long lasting relationships

with schools through sponsoring them, their graduation ceremonies, their

competitions, offering "delivery campus tours", a "3 day live as a student

experience" event at the university in the summer where students are

encouraged to have a closer look at the BUE and accordingly consider it as an

option. (Saadawi, 2018)

Finally, a major drawback in the marketing department is inadequate budget

released annually in September. However, some kind of leniency is being

portrayed recently due to the acknowledgement of the importance of marketing

and PR department and their significance contribution to the BUE. (Saadawi, 2018)

 HR

The innovative HR services & programs include:

 employee relations

 organization & employee development

 Payroll

 HR Information management

 Compensations & Benefits

 recruitment & staffing

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 Legal affairs. (BUE, 2017)

According to Ms Samah Abou Sood, Head of the HR department, it is composed

of 11 overall employees including herself, where a flexible and friendly team spirit

of cooperation emerges into practice utilizing the inhibited capabilities,

knowledge, and skills grasped through career experience, education, and

training. It is quite a challenge to comprehend and respond in an efficient and

effective timely way when the BUE is home to 9 faculties with approximately

around 2000 employees across the faculties, all of which are being under the

responsibility of 11 HR staff. This reflects a positive perception of the

extraordinary capabilities of the BUE employees, however it shows that there is a

deficiency in the number of staff across the administrative departments. (Samah,

2018)

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 Finance

In regards to the Finance department in the BUE administration, it is recognized

as an office of support services to the BUE in attaining and preserving a feasible

and sustainable organization through the implementation and management of the

financial strategy of the university. This is conducted through the offering of a

varied range of financial professional services including:

 risk management

 reporting

 cash management

 accounting

 budget planning

 Procurement. (BUE, 2017)

Furthermore, in supporting other departments in their accomplishment of service

objectives, the finance department allocates the existing financial resources of the

university, aids capital construction through financing activities, support

educational centers through conducting financial auditing services, offer analysis

and information to ease decision-making, aid in obtaining goods & services,

support other departments through automation measures, and finally process

financial related transactions. (Fathy, 2018)

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A major drawback is the que in payments due to inability to cope with the load of

transactions thus this is accompanied by a major advantage brought by the

Finance office; the continual search for updated technology in simplifying financial

services for the university as well as the clients; launching the automation of all

payment procedures through ATM with coordination from the CIB Bank. Moreover,

for future reference the department is assessing the automation of all student

activities on campus to be accessed only by the student ID (busses, library, lecture

halls, examinations etc.) Also, a financial objective encompasses possessing a

strength in terms of differentiation strategy against the Egyptian market where the

BUE would compete with abroad British universities/competitors on becoming a

well-established British university not only with regards to domestic competitors.

(Fathy, 2018)

A past challenge included conducting and implementing a financial

system/software including financial control tools where everything is thoroughly

systematic and nothing is in conflict. Thus, financial planning was in extreme

need to match accounts receivables with accounts payables and decrease the

wide gap between them making it more systematic and integrated. (Fathy, 2018)

The Internal Factor Evaluation Matrix [IFE] Matrix

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Analysis for strategic alternatives and

recommendations for strategy

 The internal-external (IE) matrix

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The BCG matrix

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The Space matrix

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The QSPM matrix

Strategy One: Constructing more effective and beneficial partnerships with one of

the top UK universities to provide high standard accreditation instead of LSBU

(Product development)

Strategy Two: Establishment of an international Egyptian school following the

British educational system to provide the university with graduates that are

capable and on a certain level of knowledge who can enhance its reputation in

general and lead their countries (Related diversification)

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Department of Business Administration

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Faculty of BAEPS
Department of Business Administration

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Faculty of BAEPS
Department of Business Administration

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Department of Business Administration

Since strategy number one scored an average of 3.8 higher than the other one,

and according to the findings of the space matrix and the IE matrix which both

indicated that the BUE should adopt an aggressive strategy. Therefore post

conducting the QSPM, it is recommended and advised to the British University in

Egypt to adopt a product development strategy in which it constructs agreements

with one of the top UK universities in order to offer an enhanced accredited

certificate, and accordingly enhances its credibility.

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Implementation

This section of the report consists of the methodology of implementing the

chosen strategy which is constructing more effective and beneficial partnerships

with one of the top UK universities to provide high standard accreditation instead

of LSBU through the upcoming action plan.

 Task 1: Reaching an initial verbal agreement regarding long-term

financing through Mr Farid Khamis and getting the approval of the Board

of Trustees.

 Who: The university's board headed by the president Prof.

Ahmed Hamad.

 When: In one of the annual meetings with the Board of

Trustees.

 How: Through only verbal suggestion at this stage aiming

for further enhancements of the quality of education offered.

 Time Frame: Prior to the beginning of the academic year

2018/2019

 Resources needed: Almost inexistent.

 Performance Measure: Null

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 Task 2: Conducting an extensive market research about available

candidates (UK top universities) that will be suitable and reasonable to

perform the partnership with alongside the rules and regulations of the

Egyptian High supreme Council.

 Who: The Head of Marketing and Alumni Ms Hanan

Saadawi.

 When: By the beginning of the year 2019.

 How: through outsourcing a market research agency.

 Time Frame: Not exceeding 2 months.

 Resources needed: capital to outsource the agency that

could be obtained from the marketing department's budget itself.

 Performance measure: The results of the market research

itself whether beneficial or irrelevant.

 Task 3: Internally assessing exactly the gaps within each faculty through

their Deans in order to identify which UK partner can fill it.

 Who: The president in collaboration with the Deans of the

faculties.

 When: By March 2019.

 How: Through one of their meetings that are on a monthly

basis.

 Time Frame: Not exceeding a month.

 Resources needed: Insignificant.

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Department of Business Administration
 Performance measure: The outcome of the assessment

with regards to each faculty and how beneficial is it to the overall

objectives of the strategy.

 Task 4: Constructing a feasibility study and precisely calculating how

much initial investment is needed and conducting all the financial plans

required.

 Who: The financial director Mr Fathy and his team.

 When: By April 2019

 How: Through outsourcing or personal experience.

 Time Frame: Not exceeding 2 months.

 Resources needed: Capital in case of outsourcing the task,

but if not then the resources is only human labor.

 Performance measure: The quality level of the generated

feasibility study and how it appeals to Mr Farid (The source of finance).

 Task 5: Identifying which UK validating partner is the most convenient,

efficient, and reasonable choice according to the already performed

market research.

 Who: The University's board alongside the Board of trustees

 When: By June 2019.

 How: Through the annual meetings of the boards and

weighing the benefits and drawbacks of each alternative (UK partner)

 Time Frame: Not exceeding 2 months.

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Department of Business Administration
 Resources needed: Almost insignificant.

 Performance measure: The chosen alternative and its

superiority to other eliminated ones.

 Task 6: Previewing the feasibility study to the president of the Board of

trustees Mr Farid and raising the amount of needed capital to initiate the

partnership and incur its future costs.

 Who: The president Mr Ahmed HAMAD.

 When: exactly post finalizing the previous milestones.

 How: Through an oral representation in an individual

meeting with his Excellency.

 Time Frame: Prior to August 2019.

 Resources needed: tremendous amount of money to

initially invest in the project.

 Performance measure: Long term reaped benefit from the

partnership and its effect on the educational institution of the BUE on the

long run.

 Task 7: Establishing and finalizing the terms of agreement with the UK

validating partner post double checking on the rules and regulation of the

High supreme council.

 Who: Representatives of the university (president, Deans,

and Mr Farid).

 When: Before the beginning of 2020

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Department of Business Administration
 How: Formal legal registration, finalizing contracts, paying

agreed upon amount of money, and starting the educational alliance.

 Time Frame: From August 2019 to December 2019.

 Resources needed: Registration fees with appropriate legal

bodies.

 Performance measure: Inexistence of any contractual

loops or hidden agendas through the partnership's last stages.

 Task 8: Improve the university's administrative infrastructure in terms of

labour number, quality calibers, quality assurance systems, decision-

making process with regards to all the administrative and academic

departments of the university.

 Who: Head of all administrative departments

 When: Starting from January 2020

 How: Through capitalizing in already existent strength points

and eliminating weaknesses.

 Time Frame: Not exceeding March 2020

 Resources needed: Capital in order to perform actions that

can strengthen your internal strategic position including whether hiring,

head-hunting, increasing wages, applying a new systematic approach.

 Performance measure: The performance of the

departments themselves after the transformational process and its effect

of the productivity rates of each department.

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Department of Business Administration

Evaluation

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Works Cited
British University in Egypt. (2017). Retrieved April 8, 2018, from History:
http://www.bue.edu.eg/index.php/about-bue/bue-history

BUE. (2012). Strategic plan 2012. Retrieved April 9, 2018, from British University in Egypt:
http://www.bue.edu.eg/pdfs/TeachingAndLearning/BUE%20Strategic%20Plan-2.pdf

BUE. (2017). Retrieved April 8, 2018, from British University in Egypt:

http://www.bue.edu.eg/index.php/bue-s-leadership/boards/board-of-trustees

BUE. (2017). British University in Egypt. Retrieved April 8, 2018, from University Board:
http://www.bue.edu.eg/index.php/university-board

BUE. (2017). BUE senate. Retrieved 4 8, 2018, from British University in Egypt:
http://www.bue.edu.eg/index.php/bue-s-leadership/boards/bue-senate

BUE. (2017). Executive group. Retrieved April 8, 2018, from British University in Egypt:
http://www.bue.edu.eg/index.php/bue-s-leadership/boards/executive-group

BUE. (2017). Finance department. Retrieved April 9, 2018, from British University in Egypt:
http://www.bue.edu.eg/index.php/administrative-departments/finance

BUE. (2017). Honours. Retrieved April 8, 2018, from British University in Egypt:
http://www.bue.edu.eg/index.php/bue-s-leadership/honours

BUE. (2017). Marketing department. Retrieved April 9, 2018, from British University in Egypt.

BUE. (2017). Mission & vision. Retrieved April 9, 2018, from British University in Egypt:
http://www.bue.edu.eg/index.php/about-bue/mission-vision

BUE. (2017). Organisational structure. Retrieved April 9, 2018, from British University in gypt:
http://www.bue.edu.eg/index.php/about-bue#mission-vision

Fathy. (2018, April 6). Finanical Director . (O. Abdelsalam, Interviewer)

Saadawi, H. (2018, April 4). Head of Marketing & Alumni Department. (O. Abdelsalam,
Interviewer)

Sood, S. A. (2018, April 5). Head of Human Resources. (N. Hesham, Interviewer)

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