SARASWATI

COLLEGE OF

ENGINEERING

MMS(FIRST YEAR)

PROJECT ON MARKETING APPLICATIONS AND PRACTICE

SUBMITTED TO

MRS : SONIA PANT

Group Members Name Roll Number

VIDYA SAWANT RESHMA SHEJAL 33 34

ATUL SHERE

35

PRAMOD SHINDE

36

BUSINESS PLAN ON TEACHING INDUSTRY

MANAGEMENT AND TECHNICAL INSTITUTE A WAY TO SUCCESS

Abstract:
This presentation, highlights the need for proactive and facilitating intervention by industry in academic institutions in the domain of management and technical education. It identifies the current quality related scenario of the management and technical education in the country, which has resulted in exponential growth of student enrolments and the institutions in privately funded engineering/management colleges. It reveals a highly variable quality scenario in technical education in India with 'world class' and 'third class' management and technical institutions existing under the same umbrella organization.

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 enormous private participation and near-exponential growth of engineering and management colleges in terms of numbers of colleges and students enrolled.

Objective
To excite, enthuse, motivate students and staff as to the fundamental importance of management and technical design in the definition of profitable and useful products, projects, processes or systems to satisfy a market need.

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, as broadly 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.

GOALS
1.Help to prepare educational professionals recognized for the quality and 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 span through 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, professional relationships 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.

VALUES
1.Academic excellence and integrity. 2.Outstanding teaching and service. 3.Scholarly research and professional leadership 4.Integration of teaching, research, and service individual and collective excellence. 5.Diversity, equity, and social justice education of individuals across the life span collegiality and collaboration.

KEY FEATURES OF INSTITUTE

Key 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.

FINANCIAL PLANNIG FOR START UPS

EQUITY SHARE CAPITAL BORROWINGS EQUITY SHARE CAPITAL INVESTMENTS (PARTNERS) BORROWINGS BANK LOAN TOTAL CAPITAL
INVESTMENTS (PARTNERS) BANK LOAN

1,50,00,000 2,50,00,000

50,00,000 25,00,000 50,00,000 1,50,00,000 25,00,000 2,50,00,000 4,75,00,000

TOTAL CAPITAL

4,75,00,000

BUDGET PLAN
($ million) 2008-09 Approved Budget Plan Revenue Changes ( 2009) Expenditure Changes (2009) Net Impact of Changes (2009) Revised Year's Deficit Additional Potential Measures Increase Budget Cut by 1.5% Increase Budget Cut by 1.5% Budget Cut of 3.5% Revised Deficit After Measures Prior Year's Cumulative Balance Revised Cumulative Surplus/Deficit Budget Cuts 09/10 10/11 11/12 0.0 (15.9) 14.6 (1.3) 2.0% 6.3 (17.0) (1.3) (18.3) 3.5% 6.3 6.3 6.3 12.6 (0.8) (18.3) (19.1) 3.5% 6.3 6.3 14.7 27.3 16.9 (19.1) (2.2) 3.5% (7.9) (1.0) 7.0 (8.0) (15.9) 2009-10 (6.3) (10.5) 6.5 (17.0) (23.3) 2010-11 (2.9) (4.0) 6.5 (10.5) (13.4) 2011-12 (2.9) 11.0 18.5 (7.5) (10.4)

INCOME STATEMENT AND BALANCE SHEET

Major Imbalances in Technical System

Rapid quantitative expansion mainly through private participation in past 20 years has resulted in the following imbalances in our technical education system. a. Regional imbalance :- acute regional imbalance in the locations and clusters of engg./management institutions interstate as well as intrastate. b. Branch Imbalance :- Nearly 80% enrollment in newly created capacity is confined to 20% branches-majority of these hovering around the CSE/ECE/IT field. Thus many core engineering subjects are suffering due to lack of private investment in those branches. Tendency is to avoid high capital intensive engineering disciplines. This will adversely affect industry in finding technical talent for those core areas in times to come.

c. Private : Govt. funded imbalance : Nearly 95% of the expansion has been in the privately funded institutions with very few new colleges under govt. funded category. Student intake in govt. colleges is much less in each branch as compared to private colleges. Private colleges keep on asking for more and more intake while govt. funded colleges are not keen about such an increase. d. Faculty : student imbalance :- while students are increasing, there is acute shortage of faculty and particularly highly qualified and experienced faculty. In most privately funded colleges we see extremes of either 60 plus or 20 plus faculty in terms of their age-profiles. This is a very serious constraint in quality and employability of technical graduates.

The standards of various colleges located within the domain of the same technical university varies very substantially-ranging from world class to third class institutions.
Percentage Students Graduating In Minim um Period of 4 years in B.Tech Out Of Those Adm itted In That College/Institute

15

13

NUMBER OF INSTITUTES

5 4 3 2 1 0 35 40 0 45 50 55 60 65 70 75 80 85 90 4 4

Maximum 99% Minimum 33% Average 75% Std.Dev. 11%

95

100

% GRADUATE STUDENTS

Fig. 1 Histogram depicting the number of colleges and % of graduates completing their MBA in minimum period of 4 years in 2006-2010 graduating batch in AICTE

Fig. 2 Histogram depicting the number of colleges and % of students completing MBA in the minimum period of 5 years in AICTE for 2006-2010

Figs. 1 and 2 present the distribution of percentage graduates passing out in minimum 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.

Fig. 4 Performance spectrum control chart of Institutions based on % students completing M.B.A. in minimum period of 3 years in AICTE for 2007-2010

Figs. show the 'Performance Spectrum Control Chart' of and M.B.A. students giving the code number of the institution falling in 'performance range' in the spectrum. This validates the hypothesis of highly variable quality standards of the engineering colleges. This is unacceptable performance standard from industry competitiveness point of view. Indian industry cannot become globally competitive with this kind of quality spectrum. Hence it has to take proactive initiative in nurturing the quality of engineering and management graduates to enable institutions to train talent who can be a major source of enhanced productivity, quality and competitiveness.

Academic Excellence-Challenges and Opportunities 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

Characteristics of Quality Leaders

1. Priority attentions to External and internal customers 2. Empowering and creating working environment for the subordinates 3. Emphasize improvement rather than maintenance 4. Balancing between preventing problems and developing better processes 5. Encouraging collaboration rather than competition

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 from world class Third class Goals not well defined

Key lessons for organizational excellence

Burning ambition for excellence and achievement Top management sincerely committed to achieve 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

Scenario of Talent in Industry

There is an acute shortage of technical talent in companies. Advanced placement exercises in 3rd year of B.Tech is a manifestation of such a phenomenon. Instead of treating symptoms of a problem, industry needs to analyze the causes of the problem. True cause is the lack of 'employability' of our engineering graduates. Hence industry should pro-actively nurture this talent in colleges visualizing these institutions as the 'nursery of their future talent pool'. industrial inputs in teaching-learning process, experiential sharing can be very effective in this process. Thus role of industry is to be perceived, as mentoring, facilitating and nurturing role and academics must wholeheartedly accept that role in their faculty development process. Developing faculty will have multiplier effect in enhancing the quality of our students in these colleges.

We have decided to launch our product in MUMBAI as 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.

COMPETITORS STRATEGY The 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 competitive market.