CASE STUDY

MIAMI UNIVERSITY

PREPARED FOR: DR. NORSAIDATUL

PREPARED BY: MANMEET KAUR

1 Miami Universitys existing vision, mission, objectives and strategies

1.1 Miami Universitys existing vision Our vision is to be recognized nationally as a model resource for parents, families, and guardians of Miami students by creating an inclusive learning environment and communication network that supports student development and success. 1.2 Miami Universitys existing mission statement The Engaged University Miami University, a student-centered public university founded in 1809, has built its success through an unwavering commitment to liberal arts undergraduate education and the active engagement of its students in both curricular and cocurricular life. It is deeply committed to student success, builds great student and alumni loyalty, and empowers its students, faculty, and staff to become engaged citizens who use their knowledge and skills with integrity and compassion to improve the future of our global society. Miami provides the opportunities of a major university while offering the personalized attention found in the best small colleges. It values teaching and intense engagement of faculty with students through its teacher-scholar model, by inviting students into the excitement of research and discovery. Miami's faculties are nationally prominent scholars and artists who contribute to Miami, their own disciplines and to society by the creation of new knowledge and art. The University supports students in a highly involving residential experience on the Oxford campus and provides access to students, including those who are time and place bound, on its regional campuses. Miami provides a strong foundation in the traditional liberal arts for all students, and it offers nationally recognized majors in arts and sciences, business, education, engineering, and fine arts, as well as selects graduate programs of excellence. As an inclusive community, Miami strives to cultivate an environment where diversity and difference are appreciated and respected. Miami instills in its students intellectual depth and curiosity, the importance of personal values as a measure of character, and a commitment to life-long learning. Miami emphasizes critical thinking and independent thought, an appreciation of diverse views, and a sense of responsibility to our global future.

1.3 Miami Universitys existing corporate objectives and values Miami University is a scholarly community whose members believe that a liberal education is grounded in qualities of character as well as of intellect. We respect the dignity of other persons, the rights and property of others, and the right of others to hold and express disparate beliefs. We believe in honesty, integrity, and the importance of moral conduct. We defend the freedom of inquiry that is the heart of learning and combine that freedom with the exercise of judgment and the acceptance of personal responsibility. Approved by Board of Trustees, Feb. 8, 2002

2 Miami Universitys External Opportunities and Threats

Opportunities The increasing need for life long learning for skills across the world Adding new academic divisions to meet the changing needs for students and society Globalization (Miami University has enhance agreement in 5 countries and has access to more than 130 universities worldwide through International Students Exchange Program) Miami University places more emphasis on students affairs outside classroom compared to other universities Miami freshmen come from well-educated, high-income, "traditional" family environment and have high academic expectations Students organizations (has more than 300 organizations on campus, include many organizations established to support and serve the interest of multicultural students) Diversified multicultural students Threats Increase regulatory burden (the state of Ohio penalizes of the enrollment exceeds 16000 undergraduate students) Continued expansion of proprietary institution and non-traditional providers into marketplace (national and international) Eroding support of higher education from state and federal

3 Miami Universitys Competitive Profile Matrix (CPM) Competitive Profile Matrix (CPM)
Critical Success Factors Weight Market share Financial position Global expansion Organization structure Customer service Tuition fees Regulatory burden TOTAL 0.15 0.08 0.25 0.1 0.12 0.1 0.2 1 Miami University Rating 2 3 3 3 3 3 2 Score 0.3 0.24 0.75 0.3 0.36 0.3 0.4 2.65 University Michigan Rating 3 3 2 3 3 3 3 Score 0.45 0.24 0.5 0.3 0.36 0.3 0.6 2.75 University Connecticut Rating 3 3 2 3 3 3 3 Score 0.45 0.24 0.5 0.3 0.36 0.3 0.6 2.75

4 Miami Universitys External Factor Evaluation (EFE) Matrix The External Factor Evaluation (EFE) Matrix
Opportunities Weight Ratin g Weighted Score

The increasing need for life long learning for skills across the world Adding new academic divisions to meet the changing needs for students and society Globalization (Miami University has enhance agreement in 5 countries and has access to more than 130 universities worldwide through International Students Exchange Program) Miami University places more emphasis on students affairs outside classroom compared to other universities Miami freshmen come from well-educated, high-income, "traditional" family environment and have high academic expectations Students organizations (has more than 300 organizations on campus, include many organizations established to support and serve the interest of multicultural students) Diversified multicultural students

0.2

0.8

0.08

0.24

0.15

0.6

0.07

0.21

0.06

0.18

0.06

0.18

0.1

0.3

Threats

Increase regulatory burden (the state of Ohio penalizes of the enrollment exceeds 16000 undergraduate students) Continued expansion of proprietary institution and nontraditional providers into marketplace (national and international) Eroding support of higher education from state and federal

0.1

0.2

0.08

0.16

0.1

0.2

TOTAL

3.07

5 Miami Universitys Internal Strengths and Weaknesses

Strength Miami University consistently ranks among the top U.S universities for the number of students studying abroad Miami University moving towards more decentralized structure and decision making style Miami University has 3 honors and scholars program that select students with record of outstanding achievement (Harrison Scholars, University Honor and University Scholar) Miami University among the 21st best top public universities in the nation Largest group of accomplished alumni High quality and affordable undergraduate educations Fully facilitated campuses More than 92% of business school graduates secure employment within months and more than 2000 Miami graduates are presidents, CEO's or owner of companies Weakness Miami University has a typical academic structure and system (follow a traditional approach) Dependent on tuition fees as a source of general income The university's reach beyond the region remains limited

6 Miami Universitys Internal Factor Evaluation (IFE) Matrix The Internal Factor Evaluation (IFE) Matrix
Strength Miami University consistently ranks among the top U.S universities for he number of students studying abroad Miami University moving towards more decentralized structure and decision making style Miami University has 3 honors and scholars program that select students with record of outstanding achievement (Harrison Scholars, University Honor and University Scholar) Miami University among the 21st best top public universities in the nation Largest group of accomplished alumni Weight Rating Weighted Score 0.52

0.13

0.08

0.24

0.09

0.36

0.11

0.44

0.1

0.4

High quality and affordable undergraduate educations

0.09

0.27

Fully facilitated campuses More than 92% of business school graduates secure employment within months and more than 2000 Miami graduates are presidents, CEO's or owner of companies Weakness Miami University has a typical academic structure and system (follow a traditional approach) Dependent on tuition fees as a source of general income

0.09

0.36

0.08

0.24

0.1

0.2

0.06

0.18

The university's reach beyond the region remains limited

0.07

0.14

TOTAL

3.35

7 Miami Universitys Strengths-Weaknesses-Opportunities-Threats (SWOT) Matrix SWOT Matrix

Strengths S 1. Consistently ranks among the top U.S universities for the number of students studying abroad 2. The University moving towards decentralized structure and decision making style 3. Has 3 honors and scholars program that select students with record of outstanding achievement 4. Among the 21st best top public universities in the nation 5. Largest group of accomplished alumni 6. High quality and affordable undergraduate educations 7. Fully facilitated campuses 8. More than 92% of business school graduates secure employment within months Opportunities O 1. The increasing need for life long learning for skills across the world 2. Adding new academic divisions to meet the changing needs for students and society 3. Globalization through International Students Exchange Program) 4. Places more emphasis on students affairs outside classroom compared to other universities 5. Miami freshmen come from welleducated, high-income, "traditional" family environment and have high academic expectations 6. Students organizations 7. Diversified multicultural students Threats T 1. Increase regulatory burden 2. Continued expansion of proprietary institution and nontraditional providers in marketplace 3. Eroding support of higher education from state and federal Weakness -W 1. Miami University has a typical academic structure and system 2. Dependent on tuition fees as a source of general income 3. The university's reach beyond the region remains limited

(S4 S1, O1) Increase market share and open to globalization

(W1, O2) Develop more programs and academic divisions

(S7 S1, T1) Market development by opening more campuses so that more students can enroll and regulatory burden can be avoided

(W1, T3) Offer more courses in different field. Eg: Engineering, Computer Science and so on

Matching Key External And Internal Factors To Formulate Alternative Strategy

Key Internal Factor The increasing need for life long learning for skills across the world Globalization (has enhance agreement in 5 countries and has access to more than 130 universities worldwide through International Students Exchange Program) Continued expansion of proprietary institution and non-traditional providers into marketplace (national and international) Miami freshmen come from welleducated, high-income, "traditional" family environment and have high academic expectations Key External Factor Miami University has a typical academic structure and system High quality and affordable undergraduate educations The university's reach beyond the region remains limited High quality and affordable undergraduate educations Resultant Strategy Market development (build more campuses to support the increasing number of student) Increase promotion effort by linking with universities or collages around the world Product development (put up more courses or programs in other fields. Develop new market to students and parents to ensure high quality of education

8 Miami Universitys Grand Strategy Matrix The Grand Strategy Matrix

Rapid Market Growth Quadrant 1 Quadrant 2

Weak Competitive Position

Quadrant 3

Quadrant 4

Strong Competitive Position

Slow Market Growth

Quadrant 1 (Product Development) Diversified courses offered in different field of studies because of the increasing need for life long learning as well as change the academic structure and system to a non-traditional approach.

Quadrant 1 (Market Development) Education is a global observable fact. Miami University has a valuable asset because they have diversified multicultural students as well as more than 300 students organizations to serve the interest of multicultural student. This fact will enable Miami University to develop new market not only in the nation but also globally.

9 Miami Universitys Quantitative Strategic Planning Matrix (QSPM) Quantitative Strategic Planning Matrix (QSPM)
Key External Factors Weight Strategy 1 (Product Development) AS Economy Political/Legal/Governmental (regulatory burden) Social/Cultural/Demographic/Environmental Technological Competitive Key Internal Factors Management Marketing Finance/Accounting Research and Development Computer Information Systems TOTAL 0.08 0.1 0.07 0.08 0.07 1 3 3 3 2 3 0.24 0.3 0.21 0.16 0.21 3.24 3 3 3 2 3 0.24 0.3 0.21 0.16 0.21 2.82 0.09 0.18 0.15 0.08 0.1 4 3 4 4 3 TAS 0.36 0.54 0.6 0.32 0.3 Strategy2 (Market Development) AS 3 2 3 4 3 TAS 0.27 0.36 0.45 0.32 0.3

10 Recommendation Based on the case analysis carried out on Miami University, I believe that Miami University should have a mixture of courses offered. For the reason that Miami University has a typical academic structure and system that follows a traditional approach compared to its competitors. Since education has been diversified to many sectors, therefore Miami University too should develop new courses to be a strong competitor in the education industry. For instance Miami University may perhaps extend the courses offered in the field of art and science, business, education, engineering, fine arts, graduate schools and interdisciplinary faculties. This strategic plan and process will integrate with and support the overall universitys vision and mission that support students development and success. This will enhance an environment for teaching, learning and scholarship that is intellectually-stimulating, innovative and interactive. Never the less, Miami University consistently ranks among the top U.S universities for the number of students studying abroad and by developing more courses they will be able to maintain that status for a long time. In a nutshell, by implementing the suggested strategy, it will help the university to improve its already excellent reputation. It will also help Miami University to recruit high quality faculties, attract quality students, encourage alumni involvement and provide quality graduates.