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BPODS: BPO Dauphine Seminars
Page 1
BPO Dauphine Seminars To the attention of Investors 28/09/2009
Adriana Bastidas
Alice Cahen
Amina Bencheikh
Caroline Boczulak
Elena Krivtsova
Nicolas Ulmann
Jonathan Lucas
Othman Elboukkouri
BPODS: BPO Dauphine Seminars
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Table of contents
Summary .................................................................................................................................... 3 I. Situation Analysis .............................................................................................................. 4
1. Market Needs ................................................................................................................. 4 2. The Company ................................................................................................................. 4
a. BPODS (Business Process Outsourcing Dauphine Seminar) .................................... 4 b. Organization ............................................................................................................... 5 c. Mission ....................................................................................................................... 5 d. Service Offering ......................................................................................................... 6
e. Positioning .................................................................................................................. 7 3. Planning & Methodology ............................................................................................... 7 4. The Market ................................................................................................................... 10
a. Market situation ........................................................................................................ 10 b. Market study ............................................................................................................. 14
II. Marketing Strategy ........................................................................................................... 34 1. Value Proposition ......................................................................................................... 35
2. Critical Issues ............................................................................................................... 35 3. Financial Objectives ..................................................................................................... 35 4. Marketing Objectives ................................................................................................... 35
5. Messaging ..................................................................................................................... 36 a. Slogan ....................................................................................................................... 36
6. Marketing Mix .............................................................................................................. 36
a. Product Marketing .................................................................................................... 37
b. Product ..................................................................................................................... 37 c. Pricing ...................................................................................................................... 41
d. Promotion ................................................................................................................. 41 e. Place ......................................................................................................................... 45 f. Competitive advantages ........................................................................................... 46
g. Sales Plan ................................................................................................................. 50 7. Implementation schedules ............................................................................................ 51
III. Budget .......................................................................................................................... 51 1. Financial analysis ......................................................................................................... 51 2. Costs Forecast .............................................................................................................. 52
IV. Risk analysis ................................................................................................................. 55 V. Future ............................................................................................................................... 56
1. Expending BPODS worldwide ..................................................................................... 56 2. Diversify training ......................................................................................................... 56
3. Make partnership .......................................................................................................... 56 VI. Information‘s gathering ................................................................................................ 57 References ................................................................................................................................ 59
BPODS: BPO Dauphine Seminars
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Summary
Summary Nowadays more and more organizations are implementing themselves in order to increase
their part of the market share.
New concepts are always created to help such firms to find tools which could help them. This
new vision of the company comes from the development of globalization.
A strategy called Outsourcing is one of them. It has been created to support businesses' needs
to face world competition. Outsourcing can be defined as « the strategic use of outside
resources to perform activities traditionally handled by internal staff and resources » (SCM).
It is a strategy by which an organization contracts out majors functions to specialized and
efficient services providers, who become valued business partners. Outsourcing can be done
within a filial of the company or by another company that do not have any link with the firm
but become partner. Most of the firms departments can be outsourced. According to a survey
done by Intel business exchange, the most popular function to outsource was Information
Technology and administration. Logistics, call center and finance functions round out the top
five.
This phenomenon started after the Second World War when American businesses intended to
increase imports to war ruined Europe and Asia for those regions' respective economic
recovery (Handfield, Rob 2006). It was more significant in the 70's and 80's. Nowadays,
companies spend a large budget on this strategy. On average, large companies are spending
$37 million on outsourcing projects already in works, with 15% of them shelling out over
$100 million per project (Intel Business exchange).
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I. Situation Analysis
BPODS offers high-level expertise Seminars in Business Process Outsourcing. It focuses on
providing conferences based on the experience of Dauphine professors, alumni and some
Guru's of Outsourcing.
This year we intend to have different executives from major companies like PSA, SOCGEN,
LVMH... We will also look for partnership in next years with other consulting companies as
CSC and capgemini.
1. Market Needs
Over the past century, many multinational firms have changed their way to work from a
multi-domestic way (each country manage separately) to a global way. Thus, the
implementation of a new strategy is required to attain competitive advantage in the global
economy. Therefore, Outsourcing is an inevitable response to globalization.
Furthermore, the global recession that started in the United States in 2008 had a worldwide
impact and still continues to affect global economies. It causes a decrease of the activity
growth. The current situation encourages the development of such strategy. In this context of
recession it is even more required by the companies to face the decline of worldwide activity.
Organizations engage it as a strategy to lower their costs to keep up with the competition
(Handfield Rob, 2006).
2. The Company
a. BPODS (Business Process Outsourcing Dauphine Seminar)
Business Process Outsourcing Dauphine Seminar (BPODS) has been created 1 year ago. In a
context of globalization and high competition, reduction of cost is one of the main point firm
has to face. In order to help such organizations to keep competitive advantages, our team of
specialists realized how important and beneficial it was to outsource services within a
company. They have to make better use of time or energy. Therefore we decided to invent a
new type of training. The principal theme of the summer school courses in University Paris-
Dauphine will be the Business Process Outsourcing. This solution is the key to recovering
from the downturn. Our courses will train the participants in helping their company realize
benefits.
The Brand name chosen is BPODS. Indeed we are specialist on outsourcing and trainings are
organized by Paris Dauphine University. Therefore we thought BPODS would be the more
obvious and relevant name.
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b. Organization
Our team is constituted by eight specialists in different sectors. Two of us are specialized in
marketing research, two other are researcher in outsourcing, two others are working in well
known financial group and the two other one have been doing training for 9 years. Our
specializations enable us to do an efficient work. We create live experiences that transform
trainee's behavior and consistently add value to give our clients the results they are looking
for.
c. Mission
As an executive seminar provider, our mission is to bring the participants the keys to
understand the added value provided by the business process outsourcing, and how it could
help them to refocus on their core competencies, in order to keep a sustainable development
on the market.
Through research and teaching, University Paris Dauphine provides a high quality education,
always correlated to the needs of the market and the industries.
Ranked as the number one among the French universities, preferred from the large companies,
it will be a perfect environment for them to discover or to complete, all the leverages of the
future economy.
Executive education is a way to learn concrete skills, useful in main activities, which could be
a strategic tool for one‘s career, and also for the growth of a company. The most important
issues will be approached, with some worldwide known experts, working in the most effective
companies in outsourcing.
CEO
ALICE
Communicat
ion
Adriana
Marketing
Amina
IT
Othman
Vice
President
Jonathan
HR /
Training
Caroline
Finance/
Acounting
Nicolas
Sales
Elena
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d. Service Offering
The principal theme of the executive seminar in University Paris-Dauphine will be the
Business Process Outsourcing. Indeed, outsourcing refers to the currents events since
companies need to low costs or make better use of time or energy. Outsourcing is key to
recovering from the downturn. That is why; University Paris-Dauphine's summer school is
unparalleled. In fact, if several prestigious schools offer various executive courses in summer,
only University Paris-Dauphine puts forward executive courses on outsourcing focused in
Finance & Accounting and Information Technologies. For companies outsourcing is a stakes
since it involves the transfer of the management and/or day-to-day execution of an entire
business function to an external service provider.
Among other key findings, 70 percent of executives feel that money saved by outsourcing can
help a company grow, and 60 percent believe outsourcing makes a company more agile and
flexible.
Our courses will train the participants in helping their company realize benefits. Nowadays
companies have many reasons to choose outsourcing. For example, for costs saving,
restructuring, to focus on Core Business, to improve quality, knowledge, contract, operational
expertise, access to talent, capacity management, catalyst for change, enhance capacity for
innovation, reduce time market, commoditization, risk management, venture capital, and tax
benefit.
Our course's schedule will focus on outsourcing in accounting, and Information Technologies.
This is why coming to University-Paris Dauphine seems obvious. In a point of fact, Dauphine
is a leader all over the world in research in Finance and in Information Technologies (I.T).
Dauphine concentrates dynamically its research on few fields all focused on the Sciences of
organizations and decisions, as economics, management, law, mathematics etc. Two major
research centers exist: one is oriented on Finance, and the other focuses on management
research and innovation.
Dauphine's scientific problematic can be defined as several disciplines that all carry out their
own research. As a matter of fact, Dauphine is real leader is those disciplines. That can be
illustrated with Dauphine's contribution in creating the Finance Foundation Institute
Europlace and the Risk Foundation but also by its association with the Mathematics Science's
Foundation of Paris.
Choosing Dauphine for executive summer courses in accounting and IT outsourcing is a
chance to join a dynamic research center in phase with the problematic of the current world
concerning management. It's also a chance to do a training course focused on topics that are
relevant today since Business Process Outsourcing in Accounting and IT can be a significant
challenge for companies in the present context.
BPODS: BPO Dauphine Seminars
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e. Positioning
Since the beginning, as previously said, we decided to focus on Business process outsourcing.
Indeed this is an actual topic that helps companies to face recession.
Essentially big corporations of the European Union are targeted, because most of the
regulations on Business processes outsourcing (BPO) come from the communitarian
legislation. Therefore, national regulations of the members of the European Union on BPO are
quite similar, which enables us to avoid too much differentiation in the seminars offered.
It appears to be the best compromise for a first year of summer school in Dauphine between a
national target and an international one.
The European Union scope is the best level to launch such a project.
i. Target
Our target would be Executives or Senior Managers, working in large companies. Indeed,
those individuals are the one who make the decisions within their company. They know the
market and are aware of its several opportunities. According to Stanford Graduate School of
Business‘ study, 52% of the participants following training courses are General Managers.
Executive education programs need to be led by the CEO and must develop executive capable
of leading change. Training about BPO would enable them to take the right decision for their
company. We do not want to specify on women or men as both can feel concerned about this
training.
We found relevant to target Senior-level Executives and General Managers with more than 5
years of experience. Indeed concerning the age distribution, 80% of the executives that take
executive courses are more than 35 years old (Stanford Graduate School of Business‘ study).
It is appropriate for Executive from organisations of large size and in any industry.
3. Planning & Methodology
Our group is composed of 8 members.
The work first began by brainstorming sessions in order to determine the project. These
sessions leaded us to several questions:
How can we propose an innovative executive course program?
What specialized area should we target in relation to Dauphine research activities?
How can we propose a forward-looking training linked with companies currents
problematic?
How can we be competitive and attractive?
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Then to respond to these questions, we collected data in order to build our project concept. By
collecting data, we also went trough benchmarking in order to establish an overview of the
market, and the competitors. The data collection leaded us to results:
All of the prestigious university over the world, offer executive courses.
BPO courses exist, but are included in training program.
None of these universities offer exclusive executive training program on BPO
Companies outsource more and more as it a solution to face the crisis.
Outsourcing requires knowledge, and specific competencies.
Then, we established the tasks, and assigned them to each of us. It was important to define
deadlines for each step of the accomplishment of our project. We also, scheduled work group
periods in order to share our ideas and feelings concerning the progress of our project, then to
work in sub-teams.
After benchmarking the next step was to analyze the macro environment by using a PESTEL
model which ensures that what we are doing is aligned positively with the powerful forces of
change that are affecting the world. If we take the advantage of change, we are much more
likely to be successful than if our activities oppose it. PESTEL tool helps avoid taking action
that could lead to failure from the outset, for reasons beyond our control. The use of PESTEL
helps break free of unconscious assumptions and adapt to the realities of the new
environment. The SWOT analysis, which is maid through the light of PESTEL model, is
important when formulating strategy. And the interaction of the SWOT elements are one of
the important elements of the analysis, for example the strength can be leveraged to pursue
opportunities and to avoid threats, managers can be alerted to weaknesses that might need to
be overcome in order to successfully pursue opportunities.
We have also used a Porter‘s Five Forces Model in order to know where the power lies in a
business situation, as well as to understand both the strength of our current competitive
position, and the strength of a position we're looking to move into.
With a clear understanding of where power lies, we can take fair advantage of a situation of
strength, improve a situation of weakness, and avoid taking wrong steps.
Another important part of our planning toolkit is the Ansoff Matrix which helped us evaluate
our options and choose the one that suits our situation best, and gives us the best return on the
potentially considerable investment that we‘ll need to make.
You will find bellow a break-down of tasks and a Gantt chart.
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ALLOCATION OF TASKS
PERSON TIME ALLOCATED
LAUNCHING
Data collection ALL 7 DAYS
Creative idea Amina 3 DAYS
Context and background Alice 4 DAYS
Product definition Alice 4 DAYS
Segmentation/ Target Alice and Amina 1 DAYS
Methodology Amina Alice Caroline and Elena 3 DAYS
MARKETING PLAN
Marketing analysis
Macro environment (PESTEL) Elena 4 DAYS
Market growth Caroline 2 DAYS
Marketing mix
Porter Elena and Adriana 4 DAYS
Sales plan Othman 2 DAYS
4P Othman 4 DAYS
Company
mission Nicolas 4 DAYS
segmentation Amina Caroline and Alice 2 DAYS
SWOT Adriana 5 DAYS
Competitive analysis Elena Adriana Nicolas 6 DAYS
Financial part Nicolas 2 DAYS
Future Alice 2 DAYS
Booklet Adriana and Jonathan 5 DAYS
Web site Home page Amina 3 DAYS
Layout All 2 DAYS
PPT All 2 DAYS
BPODS: BPO Dauphine Seminars
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4. The Market
a. Market situation
i. Market Trends
There are more than 100 business schools around the world offering executive MBAs - and
the number are growing fast. New programs are also doing well. London Business School's
new global executive MBA with Columbia costs a whopping £69,000 and attracted 65
candidates in its first year.
So why, with recession all around us, the executive education have so much success?
Columbia University Business School identified top trends they are seeing in executive
education today.
BPODS: BPO Dauphine Seminars
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- Travel - Corporate travel bans have been lifted, making global travel more of a personal
decision. With that, global applications pools are again growing for executive education
programs.
- Credentials - As companies move away from defined perks, executives are beginning to ask
for a new kind of sign-on bonus--executive education. As executives move around more, and
rely less on company executive development programs and mentors, they are beginning to
seek out their own growth opportunities.
- Coaching - How is the executive coaching trend impacting executive education? Can it
replace executive education, or is it an additional tool? Many executive education programs
are incorporating one-on-one coaching.
- Managing Global Work Groups - In most international corporations, work groups are now
dispersed across the globe. What are the best ways to manage these "virtual" teams? New
skills are needed, and these are being addressed by global executive education programs,
often comprised of more than 75 percent international students.
ii. Market Growth
The training of managers and executives, or executive education, is today one of the pillars of
the strategy of business schools. Poorly represented in this sector until the 1980s, they seek to
gain market share relative to private companies, based on their particular research activity,
which constitutes a major competitive advantage. It promotes research both rigorous and
scientifically relevant, business schools have a real effect of the virtuous executive education,
economic gains, cultural and symbolic associated mutually reinforcing.
We can say that this market segment is very open. Indeed, we are the only ones to offer this
type of seminar in France and worldwide. Today, the market for executive education is vast;
almost all major universities and consulting groups offer different seminars.
We decided to focus on BPO, business process outsourcing.
In 2008, the business process outsourcing amounted to 137.7 billion dollars which is
equivalent to an increase of 8.3%.
Below you can see the evolution of outsourcing.
Outsourcing from 2004 to 2009 (in billion $)
Year Turnover of outsourcing
2004 62,0
2005 66,1
2006 70,6
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2007 75,4
2008 80,6
2009 86,1
Source : Gartner, April 2008
Given the forecasts and the growing trend of outsourcing within companies, we can conclude
that it is a booming business.
With all these data, we have concluded that outsourcing was a key issue for enterprises and
especially for large companies. Since is a new market and a new approach to cost cutting,
companies are hesitant and do not know how best to outsource their services.
We therefore intend to launch into these seminars to accompany this change and to be on new market segment.
Our offer is unique and therefore n open market.
iii. Macro environment
The PESTEL analysis gives us an overview of all external factors affecting the project, which
have both positive and negative influence, which we have to take into account while
developing a strategy for Dauphine seminars.
Political Universities being privatized
A government initiative creates the risk that
the university may fail to deliver the policy
or be diverted away from local priorities etc.
Changes to the skills required to be a
professor
Requirement to be self managing
Requirement to be self financing
Economic Central or local government funding
decisions may affect school/ establishment
finances
Closure of a local industry may affect fund
raising plans etc.
The need to run breakfast/ after seminars
activities
Ability to invest 'savings/ surpluses'
Cost of providing resources:
o Staff - teaching & support
o Basics - books/ paper
o Technology solutions laptops etc
Interest rates
Shortages of materials on national/
BPODS: BPO Dauphine Seminars
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international markets
The risk of highly valued, key staff moving
on to more ‗up and coming' schools/
academies
Social
Closure of local firms who uses seminars
Inability to attract staff
Social networking - blogs, facebook, twitter
Changes to qualifications expected
Integration with local community
Enterprise preference - an increase in
‗enterprise power' has allowed enterprises
more freedom of choice over their
employees executive education university
The risk of highly valued, key staff moving
on to more up-and-coming establishments
Information is accessible to staff anywhere in
the world via the Internet
Staff were not given enough training or
access to effectively change their habits and
how they expected information to be made
available
Technological Changes to standards/ equipment required
Risk of selecting the wrong technology at
times of change (i.e. windows versus open
source)
New computer viruses may affect university
operations
Disturbing/ illegal images on the internet
may affect ICT security measures etc.
Move from paper based books to e-book
readers
Computer hardware being out of date
Computer software being out of date
Time to manage IT systems
Legislative New legislation may create risks of non-
compliance with the law, create new
administrative burdens etc.
Changes to university budget legislation
Change to university opening hours
Changes to funding of charity based
organizations
Health & safety legislation
Environmental A new highway layout near the university
may create new dangers for students and
executives
Waste disposal
Reduction of green space available for
activities
BPODS: BPO Dauphine Seminars
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Changes to local bus routes
Using a significant amounts of paper and
photocopier toner to produce printed
information
b. Market study
i. SWOT Summary
STRENGHTS WEAKNESSES
Dauphine: Leader University in finance
and management education
Skilled and efficient professors
Innovative: new study methods applying
new information systems
Program based on market needs and new
business challenges
Strong partnerships with universities and
industries
First promotion in this area
Not affordable for every company
The product is not enough wide
OPPORTUNITIES THREATS
Is the only BPO executive education
Possible international programs with
partnerships
Increasing market
European Network
The executive educational market is
really competitive
Customized executive programs in
other universities
Fast change of the conjuncture
BPODS: BPO Dauphine Seminars
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Strengths
1. Dauphine; Leader University in finance and management education:
The advantage that could have the program in these aspects is that Dauphine is catalogued as the
28th
. University at the world's ranking of the top universities, this is a gained reputation and
marketing plan, because for an executive education, the business people look for the best
education, and they refer to the most known institutions. As well, Dauphine is quoted as the 5th
university in the programs of management and finance.
At the same time, we can see the number of students of management and economic sciences,
which show the experience that has the establishment, and the importance that has this sector for
the university organization. Dauphine reputation follows us from the disciplines, and that‘s
something that we can use in our favor
2. Skilled and efficient professors:
In our program, we offer the best quality professors, Dauphine has 400 permanent professors and
more than 160 partnerships with worldwide universities, and it means that we can ensure a high
selection, leading us to the experts in each subject we are going to teach at the program.
A Rigorous selection in terms of CV and professional skills, as well as the recommendations
from our partners, is the guarantee for the participants. This is strength by the fact that,
starting with the best promotion, we are going to have the support of the quality of our
service.
3. Innovative: New study methods applying new information systems: our program is based in 2
steps:
A. the information systems complement the education program, at the base of the program (as we
can see in the chart below) all the process of the program's conception is related with the different
procedures to get to the final result that we are offering, giving to the program solid bases to
present to the "clients". Different software is going to be at the disposition of the participants,
with the goal of maximizing the learning experiences, at the time that they are being coached by
our professors.
B. the courses are designed to have conference from all over the world. For that purpose, we are
giving the participants all the facilities to get to them, video conferences, internet and different
software and other technological material. In this way, the participants do not have the obligation
to go to different parts of the world to have a course with the expert in each area.
BPODS: BPO Dauphine Seminars
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4. Program based of market needs and business challenges: After a specific market study
about the BPO summer executive education, offered by different universities all over the
world, we saw that there is a lack of this kind of program, and that is our strongest strength,
be part of a new generation of specific finance and management programs for executives.
At the same time we saw the large number of businesses around the world that are unable to
quantify accurately the benefits which their outsourcing arrangements bring in for them.
However, companies do acknowledge the positive role played by their respective sourcing
providers in the overall organizational success. And that's the market question that we are
going to field, the know-how executive program about the "new challenges of globalization".
Companies are now increasingly looking towards sourcing to provide tangible business
benefits. The evolution of outsourcing has created immense advantages for businesses that
deploy and manage themselves effectively. We have exanimate the global sourcing
marketplace focused on the current trends in the design, development and management of
sourcing initiatives. And our program is the result of the business challenge of business
nowadays. Here are some numbers that help us encourage the programs because of its
strengths.
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Update
42 percent of organizations believe their sourcing contract has definitely improved
financial performance
27 percent said it has definitely improved their competitiveness.
72 percent of customers reported that they do not have, or share with their service
providers, criteria for measuring the success or failure of their sourcing arrangement.
As many as 59 percent of organizations interviewed either tracked benefits for IT projects at an elementary level, or did not track benefits at all
79 percent of respondents did not accurately know the costs of selecting a service provider
14 percent of respondents said they had a significant misalignment of financial and
commercial expectations with their service provider
5. Strong partnerships with universities and enterprises: We are willing to use all the
university partnerships to increase our scope, and get to all the business people that are
concerned with the new challenge of globalization, and specifically, the outsourcing.
As well, we are working to get the best partnerships at the outsourcing companies, to get the
experts from them, having conferences directed to study cases. Well known companies as
Accenture, Atos origin, Axa, among others are being contacted to get partnerships, in this
way, we can use our innovative method to get the best education system.
Weaknesses
1. First promotion in this area: Working with new education of business methods, is a risk that
we are dealing with, being the first summer executive program is a weakness in the way that,
people is often reluctant to new methods. Even though the recognition of the university,
opening a new market is always a challenge but is a weakness also, we have no statistics that
enforce our proposal for the executives of the world.
2. Not affordable for every company: Our program is very specific, and our target is really
reduced, in terms of the people that have the minimum requirements to get into the program.
In the same time, we are aware of the economic crisis, and the budget reduction in all the
companies, and that's the reason why we keep our prices relatively low, but if people want the
best quality education, we are going on the way to offer quality instead low prices. In this
way, even if the aspirant to the program has the minimum experience required, we know that
the price is going to be a challenge to the number of real candidates that could get into this
program.
3. The product is not enough wide: Launching a specific education is always a weakness in
the way that the market is restricted, and no all the people is interested in specific knowledge,
more the executive that have to deal with different problems along their occupation.
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Opportunities
1. Is the only BPO executive education: after doing an extended analysis of the market, we
concluded that there are not other summer executive educations, this program is a pioneer at
the executive education market. The innovation of the market is always s an opportunity for
business people, and we are leading this new education generation, giving us the chance that
no other school is our direct competitor.
2. Possible international programs with partnerships: the opportunity to enlarge, in the future,
our program in other universities, is a welfare that we could give to other societies, by
increasing the opportunity market in terms of education. Our 160 partnerships all over the
word, is a future plan that could get over the years. The implementation and the improvement
of the quality of the program, taken from experience, is the base of the possible expansion of
it around the world by being useful of our partnerships in the 5 continents.
3. Increasing Market: being the pioneers of anything is always an advantage, in this case, we
are going ahead with the market demands, and that is the reason why, every year the market is
increasing, business people is taking notice of the importance of manage all the outsourcing
process. This means that there is a concerning from managers about the way that outsourcing
should be done and the different steps to take, to get from this new way to make benefit, the
best they can.
We are resolving this concern, and because of that, it can be said that our market increase
yearly.
4. European Network: as said before, we can count with a large network in partnerships all
over the world, and what we expect from this programs is that is gives us the opportunity to
enlarge this network and create a circle of European universities, with two goal to offer the
program in different languages and in this matter, having the opportunity to enlarge our scope.
Threats
1. The executive education market is really competitive: Even though we are opening a new
market, the executive education market is really competitive, the best universities in the world
have good programs for managers, as well, corporations make its own training, this means
that we are not competing only with the institutions specialized in the area, but also with
corporations that prefer doing the training in their establishments, with experts, than sending
its managers to the universities.
2. Customized Education: this could be the greater threat to bear, as customized education is a
form of education that offers almost all the top universities. Universities customize the
program and implement it in their establishment, making the managers training more easily to
the corporations. Obviously that is more expensive and is limited, but a lot of industries are
taking this option to capacitate its managers.
3. Fast change of conjuncture: nowadays, the business scene is changing really fast, and the
needs of enterprises changes year after year, this is one big threat, to continue to improve the
quality and the content of our program, to be adapted to the needs of the client. Outsourcing is
a business option that is being implemented after years, but it is changing in the same way
BPODS: BPO Dauphine Seminars
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that communication systems are changing, companies always find new suppliers and for this
reason, this new ways of outsourcing, this is something that the program has to deal with.
Anticipate the market needs and a change is the key.
ii. Porters
Threat of New Entrants
The easier it is for new companies to enter the industry, the higher competition will be. In this
sector of activity, there are low barriers to entry. Different (As) barriers to entry (that can)
limit the threat of new entrants (there are):
Existing loyalty to Business school in France
Incentives for using a particular university or school (for example, in case of managers being
graduates of a certain business school or university)
Fixed costs are not so high
The resources are not scarce, companies have access to them
Cost of switching are not high
There are no particular government restrictions or legislation concerning seminars and courses
within universities for the companies
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Power of Suppliers
A pressure supplier can place on a business. If one supplier has a strong impact to affect a
company's margins and volumes, then it holds substantial power. Here are a few reasons that
show that suppliers have power in this sector:
There are not so many suppliers (professors) proposing courses in BPO
There are substitutes like crisis management course
Switching to another (competitive) product (course) is not so costly
Buyers (companies) can do without courses in BPO
The buying industry has a higher profitability as a supplying industry
Power of Buyers
This is how much pressure customers can place on a business. If one customer has a large
enough impact to affect a company's margins and volumes, then the customer hold substantial
power. Here are a few reasons showing why customers have power in this sector of activity:
Big number of buyers (companies)
Large enough volumes of this product are purchased
Switching to another (competitive) product is simple, proposing seminars on other themes,
having professors at disposal
The product is not extremely important to buyers; they can do without the product for a period
of time
Customers are price sensitive (more enterprises at the time of crisis cut expenses on
education)
Availability of Substitutes
Competitors switch to a competitive product or service as the cost of switching is low, then
this poses a serious threat. The following factor shows that there is a significant threat of
substitutes:
There are similar substitutes: services proposed by different consulting companies like
Accenture with relevant quality and price
So there are possibilities of new entrants
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Competitive Rivalry
There is an intensive competition between existing firms in our sector of activity. Highly
competitive industries generally earn low returns because the cost of competition is high.
There are different reasons explaining the high competition in our sector of activity:
The main players are the universities of about the same size, as dominant players we could
name HEC, ESSEC, ESCP Europe in France, LBS in London, CEIBS in China.
The little differentiation between competitor's products and services: all courses are divided
by categories (themes) and duration (short term, long term) for the same target.
There is little differentiation competitors products and services
A mature industry, but the growth could be seen in proposing differentiated products, as well
as stealing customers from competitors
Overall overview of the Porter's five forces of competition we could say that the environment
is highly competitive with low barriers to entry, with high power of customers, available
substitutes having similar price and quality and little differentiation between products
proposed by other competitors.
New Forces
We could also complete M.Porter's model by Downes and Mui's New Forces Model by
adding three new forces: globalization, digitalization and deregulation.
Globalization describes the way that businesses using ecommerce as a channel in its various
forms, potentially reach a target. Globalization offers the chance to grow a market beyond the
local barriers of the business. At the same time there are new issues like language and culture
to be managed. Importantly, millions of individuals and firms from around the world become
our potential partners, customers and competitors.
Digitalization describes the way in which storage, processing and transmission of information
impacts processes such as sales and customer service, and we could see the increase in E-
learning, Distance learning and in IT applications usage.
Deregulation represents the opening up of markets that were previously closed by factors such
as monopoly, state owned or controlled production or by restrictive legislation or trade
practices (telecommunications, broadcasting) that could indirectly affect the development of
education.
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iii. Ansoff
1. International network: In executive education, there is a high competitiveness at the
different levels of the universities, and an international network is an advantage for each
program that is offered. Even though this is a well known service that has being implemented
in many universities, to enlarge the scope they are getting to. Also, we know that
communication systems are being used for students and professors to keep in touch.
Our goal is to create a new international network based on the information systems, which
means that we use our contacts to get to each expert of the area we need, and we connected
him to the participants by information systems such as the videoconferences, making easier
the process. By this, we are not only economizing the education system, but also enlarging the
possibilities of having the best people in the area, teaching in our school.
2. Technological education methods: we are using communication and information systems
and putting them in the use of the executive program, we know that this is a product that has
being used in different universities. This is a product that is well known in the market, but we
are going further, we want to use this technology to increase our scope by investing in the best
technological systems and offering to the students.
Software is going to digitalize the course for the posterior use of the student. We are having
videoconferences with all over the world, with interaction of the participants, as if the
professor were in the same classroom.
As well, we are going to use this technology, to increase the quality of the education, by later
checks of the content of the same, and to evaluate the level of the courses.
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3. Outsourcing Executive education: this program is the extension of many other programs
that have being offered in different universities, but is the only one in its kind, is the only
summer executive education that increase the complete knowledge of managers in the
outsourcing area, integrally, from the history of the business method to the posterior
consequences in the business acts and profitability. We offer a week program that is thought
by experts, to an audience of expert managers. Business cases applied to the theory,
conferences and discussions are based on the aim to increase the capacities that have the
managers to affront the new challenge of globalization, specifically the outsourcing economic
method.
iv. Competition
Direct Competition
HEC:
All seminars at HEC are divided to the following themes: Change Management, Coaching,
Financial Management Human Resources, Marketing, Negotiation, Operations Management,
General Management and Strategy, Leadership, Entrepreneurship. The executive education
includes the following programs:
• Advanced Certificate in Aerospace & Aviation Management
• Advanced Management Program in Fashion and Luxury, China
• Corporate Strategy for Growth
• Creating Value through Strategic Financial Management
• Crisis Management
• Develop Yourself as a Leader
• IRSMI Senior Manager‘s Program
• Leading in Challenging Times, Qatar
• Leading Strategies for Outstanding Performance
• Luxury Management Series, Korea
• Managing across Cultures
• Navigating Sino - EU Opportunities
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• Strategic Implementation
• Develop Yourself as a Leader
• Presenting to win
• The Hedge Fund industry at the crossroads: change and opportunities
• Key Account Management
• Strategic Marketing and Customer Orientation
• Negotiating in an International Context
• Managing Operations and Performance
Learning methods: corporate games, situational role plays, case studies, and simulations,
there are also offered presentations and conferences. HEC also actively uses distance learning
(Cross Knowledge self training modules)
Tuition fees and duration: 10 days including meals and accommodation 13,200 - 16,000 $;
5 days excluding meals and accommodation 4900 - 6520 $; 3 days excluding meals and
accommodation 3260-3995 $; 3 modules of two weeks each not including transport 20,000 $.
Participants: mid-career managers with minimum 8 year of experience; executives of large
corporations who are two or three levels from CEO with at least 10 years of experience;
executives with 15 years of experience
The Financial Times has just published the results of its annual ranking of the world‘s best
Business Schools in executive education programs for senior managers and executives.
Language: English.
Location: Jouy-en-Josas (Paris region).
ESSEC:
Short programs are proposed in the following areas:
• Purchasing
• International Relations
• Accounting and Finance
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• Personal development and professional efficiency
• Entrepreneurship
• Real Estate
• Innovation
• Corporate Governance
• Leadership and Management
• Luxury
• Operations Management
• General Management
• Marketing
• Sport marketing
• Media and Entertainment
• HR
• Strategy
• Services
Learning methods: lectures, group work.
Participants: mid-career managers, executives of large corporations, directors of small and
medium enterprises.
Tuition fees and duration: 2 days 2033,2 euros TTC 3 days 2511,6 euros TTC; 9 days
4664,4 euros TTC.
Language: French
Location: La Defence – CNIT or Campus de Cergy (Paris region).
ESCP:
Depending on the participants‘ background and the nature of the program, training sessions
can take several forms:
• Executive development seminars
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• In-house schools of management for high-potential managers
• Specialized courses for experts to reinforce skills or initiate newcomers to the field
Initiation programs:
• Human resources management-Change Management-Personal Development
§ Face to stress
§ Managing conflicts within organization
§ Charisma
§ Efficient management
§ Optimizing your personal influence
• Finance-Accounting
§ Finance for non financiers
§ Accounting methods
§ Financial Communication
• Marketing-Communications
§ Design strategy
§ Brand strategy
§ Advertising strategy
Learning methods: lectures, group work, discussions
Participants: mid-career managers, executives of large corporations, directors of small and
medium enterprises.
Tuition fees and duration: 3 days 20 hours 2,300 euros TTC; 5 days 2,950 euros
Language: French
Location: Not provided
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SBS:
Solvay Brussels School of Economics and Management propose executive education in:
• Business coaching
• IT Management
• Information Security Management
• IT Governance
• ICT Audit & Assurance
As well as having sectorial approach giving courses in:
• Real Estate
• Automotive Industry
• Business Coaching
• Sport Business Management
Learning methods: combination of business cases, workshops and lectures
Tuition fees and duration: 180 hours evening classes with break included 4950 euros; 30
hours 1500 euros; 8 days sessions course material, coffee and refreshment breaks, light meals,
plant visit depending on seminar 5850 euros
Participation: mid-career managers, executives of large corporations, directors of small and
medium enterprises.
Language: English, some courses in French or Dutch
Location: ULB Campus de la Plaine, Brussels
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LBS :
The London Business school provides to the student, a range of options that are divided into
three, the open programmes for individuals, a 2 day executive workout programmes and
custom programmes for organisation, what we are interested to see, about our case, are the
open programmes, wich are:
Corporate finance
Advanced Corporate Finance
Corporate Finance Evening Program
Corporate Finance Modular Program
Financial Seminar for Senior Managers
Investment management
Hedge Funds Program
Investment Management Evening Program
Specialist finance
Private Equity
Financing the Entrepreneurial Business
Carbon Finance and Analytics Program
Learning methods: .A mentor from the community will assist the student in the development
of his business idea. Also, cutting-edge academic research, the highest quality teaching and
input from global business leaders
Tuition fees and duration: 6.857,28EUR for 1 week . Meals and accommodation in the
campus included
Audience: mid-career managers with minimum 8 year of experience; and executives of large
corporations who are two or three levels from CEO.
Language: English.
Location: Campus London business School, London
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OXFORD:
University of Oxford 2009 portfolio of open-enrolment, diploma and custom programs builds
long-term partnerships:
· The Oxford Private Equity Program
· The Oxford Finance for Executives Program
· The Oxford Diploma in Financial Strategy
· The Oxford International Investment Program
· The Oxford University Business Economics Program
.
Learning methods: Cutting-edge research is blended with real-life application throughout
our portfolio of finance programs.
Audience: Senior functional managers in areas such as operations, information technology,
marketing, human resources, or corporate planning and strategy divisions; Chief Executive
Officers, chairmen and general managers at board, divisional, regional or business unit level;
eexecutives responsible for managing specialist finance teams and Entrepreneurs who need to
understand finance in order to run their business effectively, or raise capital for expansion.
.
Tuition fees and duration: The 2009 program fee of £5,500+VAT includes all tuition,
teaching materials, lunches and one dinner in an historic Oxford college. Accommodation is
not included in the fee. 1 week
Language: English
Location: Oxford University campus, Oxford
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CEIBS:
CEIBS Executive Education draws upon their experience to offer organizations in China and
the Asia Pacific with world-class executive development programs, such as
· Mergers and acquisitions
· CFO programme
· Finances for non financial executives
· Financial statements interpretation for decision-makers
· Manager accounting for decision-makers
Learning methods: five core modules, and evening talks on some critical issues in the
finance area. Speeches will be given by experienced practitioners
Tuition fees and duration: 10.751 EURO all charges comprises + 2 weeks
Audience: The programme is exclusively tailor-made for CFOs, Finance Directors, and
senior-level Finance Managers with at least 8 years management experience, who are taking
the role of strategic partner to the CEO or other top decision-makers in the corporations. It
will also provide value to board members who are intended to enhance their finance
knowledge so as to make better decisions.
Language: English
Location: Shanghai (CEIBS Campus, 699 Hongfeng Road, Pudong, Shanghai)
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Cheung Kong Graduate School of Business
Cheung Kong Graduate School of Business offers a wide range of Executive Education
programs that draw on real-world expertise and solid research, all programs are focused on
managers program.
Learning methods: courses with lectures and case analysis. The participants connect with
Chinese managers working in Chinese firms as, guest speakers, and company visits. They
organize an industry analysis project.
Tuition fees and duration: 8,564EUR + 1 week
Audience: Top managers of multinational corporations operating in China and Asia Pacific,
including CEOs, presidents and general managers
Language: English
Location: Beijing, Shangai or Sanya
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There are plenty of schools doing executives:
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Indirect Competition
One of the first indirect competitors could be our future associate: Accenture. Ranked as the
first company in outsourcing, according to the ranking of the International Association of
Outsourcing Professionals, April 2009.
Through their seminars, Accenture‘s managers want to relives the main issues about
outsourcing.
Learning methods: discussions, cases
Participants: Executives from the largest companies
Duration & Fees: a half day / unknown
Language: French / English
Location: Chicago, Washington, Paris...
Even if those seminars could be relevant, they are too short, and not frequent enough, to give
you all the keys to answer to all your needs about the business process outsourcing.
Though, others outsourcing companies could provide education through seminars or compete
with our executive education through consulting activities.
The consulting companies, like IBM, Accenture, Capgemini... among the top 5 of the 2008
Global Outsourcing 100 appear like competitors, because through their activities, they can
make obsolete the education about BPO.
To give a concrete example, about a specific issue, knowing the quality of a company, it could
seem more relevant to ask a consulting group to solve the issue, instead of training your
manager to produce a solution, whereas he does not have any experience on the business
process outsourcing.
Method: consulting
Participants: Junior and Senior Consultants
Fees / duration: about 3000 USD per day, min 2months needed
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Location: your office
Even if the result would be the same, with this method, you will not make participate so well
your employees, to the transformation of your company. The fact that an external company
come to implement this business process outsourcing, will create some reluctance to this
process.
Moreover, you will spend a lot of time to coordinate and explain your needs to your
consulting company.
A last competitor could be the books, written on the subject, dealing about the same issues
that you meet, and written by experts on the BPO.
Method: reading
Participants: the reader and the writer?
Duration/Fees: a hundred days / a hundred dollars
Language: English
The main issue is that books will not provide you a concrete and customized answer to your
needs. At first, it will be difficult to find the one, which switch to your issues, and then, it may
be too conceptual, too theoretical, to let you solve your problems or your questions about the
business process that you would like to outsource.
Another issue is to find book really on phase, with the daily economy, because it changes
every day.
II. Marketing Strategy
Our strategy involves focusing on a specific area of expertise in which we are as strong as
any summer school in the world. We are true experts in Outsourcing Process, especially for IT
companies.
BPODS will not focus on markets; but will limit segments on major large companies.
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1. Value Proposition
Providing quality service is critical. Our business and individual clients judge our competence
based on how we teach them. This is their primary - and in many cases their only -
measurement of our capabilities. Our Value Proposition to the client is that we will teach
them how they can manage a BPO better than how they can do it. We will work closely with
our clients to make sure we know what their goals are, where they are financially and where
they want to be in the future so that every seminar we provide is personal and custom-tailored
for our clients. We are not going to only compete on price; we compete on quality that makes
the price more than worth it.
2. Critical Issues
The most critical issue is to make people know our program and trust it. Even thought the
university has world recognition, the way we are entering to the new market is different, and
for that reason, we have no statistic that support the quality and efficacy of the product. The
market is very competitive and stands by the user's recognition, so we have to have a splendid
first program to continue and survive in the first period. We are not only investing money but
also, the tradition of the university.
To step this issue is mandatory to deliver a first quality product from the first day, a good
coordination of all the actors and a good reception from the consumers.
Most of the consumers are guided by the experience that can be quoted, we have to convince
people that this is what they are looking for, and the investment is worth it. We have an only
way to do this and it's by the excellent experience of the first promotion, to quantify the
superiority of our product, in this case we can go on, and enlarge our scope.
3. Financial Objectives
- Gross margin higher than 80%.
- Contribution margin of approximately 50% of sales by the end of the third year.
4. Marketing Objectives
We need to establish ourselves as reference. This means being quoted in major trade
press, speaking at industry events, and gaining recognition. Our measurable and specific
objective is to be introduced as established experts in the field of BPO seminars.
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We need brand-name reference clients. By the end of this year, we need three major
brand names we can cite as clients. We need to be able to reference by name and contact
phone number.
Propose an executive summer school specialized in specifics topics
Respond to current problematic companies face today.
Bring together the most skilled participants in order to respond to the executive's
expectations.
Encourage an interactive experience between participants and executives.
5. Messaging
We do have a strong message, a major part of which is the feeling of confidence and certainty
we create as we deliver that message. We have more detail below, but we can summarize
here: We are experts in this topic.
a. Slogan
The main role of training is to offer the best formation to people. We wanted to make the
potential trainees understand that "BPODS" is there to enable companies to focus on their
core competencies to keep competitive advantages. That is the reason why we decided to
choose the following slogan:
"BPODS
Come back to the source
Outsource"
6. Marketing Mix
Our Marketing Mix is a delivery-intensive, word-of-mouth, repeat-business business.
Obviously we know we need to understand our marketing process -- which is why the
attention to quotes in magazines, speaking engagements, etc. -- but we are really selling more
than marketing.
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a. Product Marketing
The quality of the seminar should be our best advertisement, therefore executive are attracted
by the seminar thanks to the quality. In this case even more so than with many other similar
businesses, because our specialization on channels for international product marketing means
we develop contacts with people who can be our recommender.
We need to fulfill the promise we make: we take a product across national boundaries into
new markets, explore channels, guide our client through the maze, and establish the
relationships the client needs. This is a much focused deliverable. We‘re getting products into
channels.
The service itself is a key to our markets.
b. Product
Our pricing needs to match our positioning. We cannot be cheap or economical; we must be at
the high end of the pricing scale, job for job, project for project. We aim to be 25% more
expensive than the more generic bid for the same project.
Two possibilities:
One week (7 days) -all inclusive- Program Five days program
Designed for Foreign executives.
local executives
Seminar Yes Yes
Hotel rooms
Yes
No
Meal All meals All meals
Visiting Paris Yes No
To offers the best services we have selected the best hotels and restaurants
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i. Accommodation
Hotel Garden Elysée
A private
address with a warm and friendly personal welcome
and top class services: welcome to the Garden Elysée.
The hotel, tucked away in a delightful tree-shaded
courtyard, is a veritable haven of peace where the art of
living is combined with the art of hospitality. The decor
gives pride of place to sophisticated warm tones, with shades of plum and orange. It is
sophisticated and relaxed, modern and hospitable, light and spacious.
Classic Room
A comfortable and quiet room that can accommodate 2 people in a double bed. The
contemporary decoration is sober with little touches of orange or purple.
For your well being : air contionning, FREE WIFI access, Minibar, Flat screen TV, private
safe, Pay TV, Room service at your disposal.
12, rue Saint Didier, 75016 Paris -
Metro station : Boissière
Price: around 150€ per night
900€ per week
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ii. Lunch
We decided to include the lunch every day in the price. We will provide French tray meals,
hot or cold.
L’affiche is a professional which have a rigorous selection of quality products, an
irreproachable know-how, original and delicious menus, the collaboration of a big boss Jean-
Pierre Vigato, restoring Apicius, two stars to the Guide Michelin, here is the ingredients of
The Poster to create for you of delicious tray meals chills delivered directly to the
office(desk).
Two hot meals:
Pressed Veal with Asparagus Terrine of veal shank with green asparagus, light cream found at Meaux mustard
Chicken fillet roasted and glazed carrots Chicken fillet roast, glazed carrots with honey and cumin crumble
Selection of ripened cheese Crunchy homemade bread & butter AOC Charentes-Poitou
Creamy tart red fruit Almond paste, device creamy pulp of strawberries, blueberries, blackberries and blackcurrant
Cherry Tomato and Mozzarella with Basil Cherry tomatoes, mozzarella with olive oil and basil leaf
Seared Salmon Steak with Mediterranean flavors Seared salmon fillet, assorted summer vegetables in olive oil
Selection of ripened cheese Crunchy homemade bread & butter AOC Charentes-Poitou
Tart yellow peaches Almond paste, almond cream, peach
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THREE COLD MEALS:
Greek Summer Vegetables Assorted cauliflower, artichokes, broccoli tops, carrot and radish roses cooked Greek
Interlocking rumsteack and eggplant confit with marjoram Interlocking rumsteack roasted confit of eggplant, tomatoes and marjoram
Selection of ripened cheese Crunchy homemade bread & butter AOC Charentes-Poitou
Vanilla cream caramel nougat Cream vanilla creme brulee way, nougatine
Salad of green beans and tomatoes virgin Green beans, tomatoes, olive oil and Parmesan shavings
Skewer chicken paprika and Bio caponata Skewer chicken sprinkled with paprika, stewed eggplant, zucchini, tomato and peppers, grapes "Sultana", pine nuts, balsamic vinegar
Selection of ripened cheese Crunchy homemade bread & butter AOC Charentes-Poitou
Tart yellow peaches Almond paste, almond cream, peach
Pressed Veal with Asparagus Terrine of veal shank with green asparagus, cream slightly raised mustard of Meaux
Scorpion fish fillet, crushed tomatoes and fennel in olive oil Redfish fillet topped with crushed tomatoes and black olive tapenade, accompanied a fennel fondue
Selection of ripened cheese Crunchy homemade bread & butter AOC Charentes-Poitou
Duo Flash Eclair cafe lunch, lightning chocolate lunch
Price: 135,50€ per week
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c. Pricing
Item Description Per Unit Price
1 week all inclusive Program per person $12 000
5 days seminar per person $8 000
d. Promotion
Our promotion strategy focuses heavily on Public Relations, with very little or no emphasis
on advertising or direct marketing.
We will use the Dauphine alumni to spread the news by sending those mails and brochures;
we know that dauphine alumni and executive who already assists are good advertisement
for Dauphine.
i. Advertising
Concerning ads, we depend first on quality delivery and word-of-mouth recommendations.
Furthermore we will create a special web page in Dauphine website to promote the new
seminar, and we will put some ads in newspaper like (l'economiste, les echos...)
Another way to promote our seminar is to send mails to some executives on
professional networking site like LinkedIn.
Our objective is to be visible to all the executives of large companies.
Milestones
Advertising Start Date End Date Budget Manager
of the
creation
Department
Ad agency (Newspaper,
mailing,...)
1/1/2010 12/31/2010 $25 000 Amina Marketing
Total Advertising Budget $25 000
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ii. Public Relations
Public relations are an important part of our marketing mix. The right PR can get us quoted as
experts in publications and on websites frequented by our target market. We want to launch
with a retainer relationship and a detailed plan for press releases and events, press tours and
interviews. The underlying objective of the PR program is to establish our expertise in the
media and on the Web so that the potential clients who need our services can find us.
Milestones
PR Start Date End Date Budget Manager Department
PR agency 10/1/2009 12/31/2010 $10 000 Amina Marketing
Total PR Budget $10 000
iii. Direct Marketing
Our direct marketing will be handled by our marketing department. We will select targeted
list of corporate companies or executives and send them information about BPODS.
Milestones
Direct Marketing Start Date End Date Budget Manager Department
Direct mail lists to
purchase/prepare
1/1/2010 12/31/2010 $5 000 Amina Marketing
PR agency 1/1/2010 12/31/2010 $5 000 Amina Marketing
Total Direct Marketing Budget $10 000
iv. BPODS Website
The BPODS website will be the virtual business card and portfolio for the company, as well
as its online "home."
It will showcase the important background of our professors and guru's guests.
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The BPODS website needs to be a simple yet classy and well designed website that, at the
same time, is in keeping with the latest trends in user interface design. A site that is too flashy,
or tries to use too much of the latest Shockwave or Flash technology can be over done, and
cause potential clients to look elsewhere for online distribution expertise.
To further show off its expertise, the BPODS website should create a resources area, offering
articles, research and regular newsletters to interested parties.
After initial implementation of the BPODS website, future development will be based on
resources and business needs.
Website Goals
The website has four specific goals:
1. Support specific sales efforts like collateral have traditionally done, providing
background and credibility.
2. Generate leads through the Web publishing of related articles and possibly even
surveys of interest to potential customers who are part of the target market.
3. To serve as an information hub for participants in the various programs. The site will
be used to communicate seminar times, locations.... In addition, site users will be able
to sign up for the BPODS email newsletter to receive Monthly program updates and
general BPODS announcements.
4. To reduce administrative costs by automating portions of the program sign-up process.
The BPODS web site will allow students and parents to sign-up for various programs.
By collecting this information electronically, BPODS will reduce the amount of
double-data-entry and facilitate the process of managing a large number of
applications.
Website Marketing Strategy
Marketing in Seminar business depends on recognition for expertise. It starts with our known
contacts in positions to recommend us, and continues with long-term efforts to develop
recognition in professional forums.
We will use some limited pay-per-click expenses to push very carefully targeted traffic. With
the help of conferral with partners and outside experts (budgeted in expenses), is to establish
the right keyword strategies. At the outset, keywords like "Business process outsourcing" and
"executive‘s seminar" seem like targets.
Keyword strategy will be set in the initial website plan due at the end of December.
We will develop and maintain a database of people in the right positions. It starts with the
contacts we bring in as we start the business. We use the database to make regular contact
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with email notices for additional forums and seminars, possibly group studies and market
research reports.
Development Requirements
BPODS website will be initially developed with appropriate resources. The website is
obviously critical sales collateral in today's world. Othman will be responsible and has the
experience to make this happen, particularly with the back-up budget of more than $30K for
outside contracting and resources. Othman plans to use a simple hosting provider, Yahoo!
Web services or equivalent, to host the site and provide the technical back end.
Othman will work with a contracted Web designer to develop the simple, elegant, content-rich
site. The maintenance of the site will be done by Othman with content support by the partners
themselves. As the website rolls out future development such as newsletters and
downloadable market research reports, a technical resource may need to be contracted to build
the trackable download and the newsletter capabilities. Acme can also look into pre-packaged
solutions through hosting providers.
Pay-Per-Click ROAS
Network Monthly
Cost
Clicks Leads
Generated
Orders Monthly
Revenue
ROAS Cost-
per-
click
Cost-
per-
lead
Google $2 000 4000 100 30 $3 000 150% $0,50 $20,00
Yahoo! $1 300 2000 45 14 $1 500 115% $0,65 $28,89
Total 3300 6000 145 44 4500 88% $0,38 $16,30
v. CRM Plans
Our best seminars in the future will come from our current customer base. In order to build
this customer base, we need to provide exceptional customer service when they came to the
seminar and have regular follow-up correspondence to thank them for coming (as well as to
notify them of new programs, etc.).
In order to keep track of these activities, we will need to create a spreadsheet showing follow-
up correspondence with customers and what, if any, feedback we have received from them. At
least quarterly, we will plan to meet and discuss if we are, in fact, helping them and whether
that base has grown, or what changes may need to be made.
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e. Place
For the potential participant different places to know about our product and to be able to apply
will be accessible:
The Program of Dauphine seminars could be found on the internet site, where the customers
could also make online submissions for a one-day course, get all
necessary information about the program. For the longer course we
offer a personal welcome at the administration office in Dauphine on
demand of the companies. We also plan to attend different trade and
education fairs in order to get in contact with potential clients and
give them the full information, as well as send our leaflets to target
companies by mail and post.
We should particularly notice the place where the course itself is held: the University Paris-
Dauphine or La Defense. Having accomplished the full analysis of the competitors, we could
make the conclusion that we have a definite competitive advantage in the location of our
courses which is easy accessible by public transport, being only 15 minutes from Champs
Elysées, having many restaurants, shopping centers and cinemas. International Markets
International markets are the key to BPODS. Our expertise applies equally to
a French executive or to a US, European and Asian executive. We are already known as
a prestigious university with excellent professors and a lot of partnership
with foreign companies and universities, so we are sure that we will have
strategic position in front of the other seminar companies.
i. Classroom
The NCI Center - Com'Square in the middle of the "Défense" quarter in Paris is the ideal
place for promoting our products. This center has 9 comfortable and modern equipped rooms
accommodating from 20 to 200 people for meetings, seminars, symposiums, general
assemblies and the launching of products. It also has a multimedia training centre with
permanent fast transmission access to internet and a 600 square meter terrace overlooking the
"Arc de Triomphe".
As well as basic office material (fax, photocopier, etc), the NCI Business Centers Group is in
partnership with France Telecom and benefits from the latest tested and reliable technical
innovations.
They put these at our disposal and ensure their care and maintenance. Each center also has a
powerful fast internet access network. To further meet your needs, specialized lines and
rented links can be installed simply at your request.
Price: 530€ per day, 280€ half a day
2400 € per week
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f. Competitive advantages
To better understand the activities through which our firm develops a competitive advantage
and creates shareholder value, it is useful to separate the business system into a series of
value-generating activities referred to as the value chain.
i. Support activity
Human Resources management Selection of participants:
The potential participant must apply directly on the website. The application form will be
studied by the pedagogical responsible. The candidate will be informed of his admission and
be contacted by the director of the program
Selection of intervening
Our organisation will have to find the right trainers. Indeed as the training will be available
for senior managers, it is crucial to have brilliant intervening. Therefore, we have to ensure a
high selection, leading us to the experts in each subject we are going to teach at the program.
Research and development Continual research of new training must be done by our team. Improvement must be realized
to keep competitive advantages. Our team of professionals has to aanticipate the market needs
and follow change. It is the key of success
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ii. Primary activity
Logistic:
Organise the day:
Find the location: We decided to do the training in Paris la Defense.
Choose the hotel: We have partnership with hotels Garden elysee. Therefore,
participants who choose formula all inclusive will be sleeping in this hotel located near the
training site.
Choose the lunch provider: When we started our organisation, we signed a contract
with l‘affiche. It provides us fresh elegant lunch bag for participant.
Marketing and sales: First of all we though about doing advertising on TV and radio, but the cost of such ad are
very high and therefore it would add useless cost to our project.
- As said previously we decided to focus on doing a Website that would be update regularly.
-In addition we decided to create a Booklet that would be given to the participants but also
that would be sent to large companies. This mailing will be done thanks to the yearbook of
Dauphine University Alumni‘s. A Booklet will be send to all the companies where work
former students.
-Finally we will also do Mailing to all the main organisations. Indeed that would enable them
to be aware of our training.
Operations As said previously, we decided to organise training about outsourcing (and IT) in different
sectors such as finance IT and HR.
The training would last 5 days. Nevertheless people would arrive on Sunday night (to prevent
from plane delays). The training would finish on Friday night but it would have an optional
visit of Paris on Saturday.
DAYS PLANNING TIME
Sunday -Arrival in Paris Depending on the
departure location
Monday -Global presentation of outsourcing
-lunch with the group of participant
9h30-12h30
12h30-14h
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- Overview of learning methods
14h-17h
Tuesday -Outsourcing in HR
-Lunch
-Practical cases of Outsourcing in HR
9h30-12h30
12h30-14h
14h-17h
Wednesday -Outsourcing in Finance an accounting
-Lunch
-Practical cases of outsourcing in Finance
and accounting
9h30-12h30
12h30-14h
14h-17h
Thursday -Outsourcing in Information Technology
-Lunch
-Practical cases of Outsourcing in
Information Technology
9h30-12h30
12h30-14h
14h-17h
Friday - Debate with intervening
-Lunch
- experiences sharing
-Cruise and Dinner on a fish boat on the
Seine
9h30-12h30
12h30-14h
14h-17h
20h
Saturday Free day, possibility to participate to a tour
of Paris 11h-14h
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Services
For companies who are looking to outsource processes, BPODS offers a unique team of
experienced managers and professors with proven expertise, on a temporary contract basis.
In addition to the training we propose 2 different extra activities:
-Fishboat cruise on the Seine on Friday night.
-A visit of Paris by Bus on Saturday afternoon.
iii. Excursions
Diner Cruise
The boat glides gently close to the monuments seen through the glass canopy—two and a half
hours of magic with entertainment by a female singer and three musicians.
Refined décor and tableware, the intimacy of small tables by the windows and the liveliness
of the dance floor form the
ingredients for a wonderful
evening. The menu combines
tradition and creativeness and
the dishes are prepared on board
under the supervision of our
Chef and his teams.
Select Service
Seat close to the glass canopy. Choice of aperitifs.
Wynes : Mâcon-Solutré, Puysseguin Saint-Emilion
Mineral water and Coffee
135 eur per Person
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Site seeing of Paris:
Departure: 8.15 am & from 1.30 pm every day, except May 1st and July
14th in the morning.
This excursion will give you an insight into the history of Paris, with its
major monuments and historical sites:
Madeleine, Opera, Vendôme Square, Concorde,
Arch of Triumph and Champs-Elysees,
Invalides, Louvre, Notre-Dame.
The excursion ends with a walking tour of
Montmartre: the Sacre Coeur, Place du Tertre and Moulin de la
Galette.
Price: 62€ per person
Total for the week: 1097,50 € (except courses)
g. Sales Plan
We don't really "sell," in the classic pejorative sense. Instead, we listen and adapt. We offer
our services to clients who have the needs we can fill, and we listen well enough to establish
whether or not we do. The most powerful long-term sales pitch is to tell somebody "I'm sorry,
that's not what we do. We are not the best answer to your problem." That unusual "pitch"
establishes credibility and positions us well for the future time when that company does need
our services.
Selling doesn't work well in this area except honest expertise well delivered. We don't
overpromise, we don't embellish, and we don't even attempt to sell to anybody who isn't
buying it. We are offering true expertise and we sell only to those who already know they
want it.
The key is repeat business: never lose a client.
i. Sales Strategy
BPODS will focus on three geographical markets, the United States, Europe, and Asia, and in
limited product segments: personal computers, software, networks, telecommunications,
personal organizers, and technology integration products.
The target customer is usually a manager in a larger corporation, and occasionally an owner
or president of a medium-sized corporation in a high-growth period.
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7. Implementation schedules
III. Budget
1. Financial analysis
To forecast our costs and sales, we will make each time three scenario, in order to have a
more objective idea of our capacities:
Pessimistic, with around 20 executive ―students‖
Optimistic, with around 50 executive ―students‖
In between, around 35 participants
About our sales forecast, we can see three kind of product, as said before, a one-day offer, a 5
day offer, not including the Paris trip on the week end, and an all inclusive formula, with
some extras.
All inclusive will be sold 12.000 $
5 days 8.000 $
One day formula, 2.000 $
For the shares, we suppose that a major part of our participants will be interested in the all
inclusive formula (60%), a less large part in the 5 day formula (35%), and to finish, a small
part on the one day seminar formula (15%).
We can also conclude some associations with companies working on BPO, to broadcast their
brand and their activities, against a participation of 2.500 $ a day.
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The results are all listed on the worksheet above:
SALES Forecast
pessimistic (20) average (35) optimistic (50)
1day 40 000 70 000 100 000
5day 160 000 280 000 400 000
all inclusive 240 000 420 000 600 000
Total Sales 206 000 360 500 515 000
added income pub on site for outsourcing activities 2500$ / day
Total 12 500
Sales Forecast
2. Costs Forecast
Dealing about the costs, we could differentiate two kinds of costs: variable and fixed costs.
The fixed costs will be composed by the marketing and communication costs, to diffuse the
product, and by the administrative costs, to pay teachers and participative executives.
As top executive managers, we could make join us Mr Fabrice Dersy, CEO of the
Outsourcing activity in Accenture France, and Mrs Bouchra Carlier, manager of the research
about Outsourcing in Accenture France. Their knowledge and their experiences could be a
real leverage for the education and the cases studies.
Known as leaders on business strategy, Douglas Brown and Scott Wilson, authors of the
Black Book of Outsourcing, could be our figures to attract more people.
And eminent professors, like J. Barthelemy (ESSEC), or Omar Aktouf (HEC Montreal),
concerned by research on outsourcing, could be main actors too.
So we can resume these costs on the worksheet below:
COSTS Forecast
Fixed Costs 1 seminar
Pub, Marketing 45 000 45 000
Guru (1day) 30 000 30 000
Guru (Visio) 13 000
Top Executive (per day) 3 000 9 000
Fixed Costs
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Professor, Research
(per day) 2 000 21 000
TOTAL FIXED COSTS 105 000
For all the variables costs, we can resume it:
Hotel (300$ per night) 33 600 58 800 84 000
Food 13 400 23 450 33 500
Conference Room 10 000 17 500 25 000
Others 2 000 3 500 5 000
TOTAL VARIABLE COSTS 59 000 103 250 147 500
In order to estimate our needs to launch the executive education, we will synthesize all these
data in one worksheet, more explicit.
According to the forecast of costs, we should take a lease of 300,000 $ to launch the activity.
We make the hypothesis that the equity will require 20% of share, and the bank 10%, and we
can determine the break-even point.
pessimistic
(20) average (35)
optimistic
(50)
Total Sales 206 000 360 500 515 000
TOTAL VARIABLE COSTS 59 000 103 250 147 500
Contribution Margin 147 000 257 250 367 500
TOTAL FIXED COSTS 105 000 105 000 105 000
Income 42 000 152 250 262 500
Net Income 29 400 106 575 183 750
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pessimistic (20) average (35) optimistic (50)
Net Income 29 400 106 575 183 750
Y1 20 580 74 603 128 625
Y2 41 160 149 205 257 250
Y3 61 740 223 808 385 875
Y4 82 320 298 410 514 500
Y5 102 900 373 013 643 125
Y6 123 480 447 615 771 750
Y7 144 060 522 218
Y8 164 640 596 820
Y9 185 220 671 423
Y10 205 800
Y11 226 380
Y12 246 960
Y13 267 540
Y14 288 120
Y15 308 700
With an optimistic scenario, the breakeven point should be reached in 3 years, and about 4
years in an average scenario. A pessimist scenario shows a breakeven point in 15 years…
NB: we make the hypothesis that the number of participants does not change, but in truth, a
satisfying executive education will attract more and more people, so the breakeven point
could be reached sooner.
To conclude, we can see that the financial analysis shows us, the sustainability of this project,
from a budget point of view. Moreover, the incomes won in a few years, according to the
average and optimistic scenarios, could let hope a strong development, thanks to the growth
of the Business Process Outsourcing in all the industries.
It could represent leverage, financial and strategic, for the Paris Dauphine University.
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IV. Risk analysis
Despite the intense involvement of all team members, we are not immune to problems, so we
have listed below the factors that could cause the failure of the project.
Lack of a speaker during the seminar.
This case seems to us the one which is most likely to happen, therefore, to avoid such
situation; we decided to fix the rule that if a professor is absent, he is obliged to inform
management at least one week before the seminar date.
It may happen that a professor is stuck in an airport or be sick. If this event happened,
1 - We will call for a replacement in Dauphine.
2 - We can arrange a video conference with speaker
3 - Try the best to modify the schedule to move from one conference to another.
Lack of budget Dauphine
It is true that we are an independent company, but we are part of the University of Dauphine.
So our budget is set by the university, so if we do not get any budget from the university it
will be difficult to settle the project. The only alternative would be to find funding from
companies such as Accenture and CSC, and thus become associated.
Problem of the conference room.
In case you have a problem with the seminar room, we can always use the conference rooms
at Dauphine. The rooms are quite luxurious and large enough to accommodate all guests.
Little success first year.
If unfortunately we do not have the expected success the first year, I mean that we do not have
a lot of executives in the first year we try to turn this small number of people to our advantage
organizing a seminar more personalized. Then we can do more interesting thing in the
seminars (group workshop, more time with the speaker ...).
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V. Future
In the following years, due to the forecasted success of this first edition of Dauphine summer
school, the scope should be much wider.
Geographically, it will be oriented toward all the multinational firms in the world.
Furthermore, the topics of these summer schools will be also more and more variated and
differentiated.
1. Expending BPODS worldwide
During the first years, the training will be done in Paris. In the future, we plan to create new
sites abroad. The first one would be at the University of San Francisco. Indeed it is a strategic
position thanks to its proximity with the Silicon Valley.
2. Diversify training
Creating our company, we decided to focus on outsourcing. Indeed, as said previously,
currently, it is the right period to develop this strategy within companies. In addition, we are a
team of specialists in this sector. Nevertheless, in three year time, other companies will start
doing this type of training. We will start to be in red ocean period. Thus, it is important to
keep these training but also to start other kind of trainings to keep competitive advantage on
the market and remain in Blue Ocean.
3. Make partnership
As we said before, in about three year time, this type of training may be well known. Others
firms and Business Schools such as HEC, ESSEC, Accenture, CSC may be willing to start to
organize the same type of topic. It is important to keep our part of market-share. Therefore
before their entry on the market, it would be relevant to create partnership with them. They
would not be competitors and we would remain "the reference" on this training.
Create association with such groups would enable us but also them to focus on our core
competencies and be complementary.
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VI. Information’s gathering The guru of financial activities outsourcing:
Since the outsourcing of financial activities is quite a precise subject and recently considered
as real profitable alternative to the crisis, there are not many authors who wrote on the subject.
The experts in this industry are mainly professionals rather than professors.
The « guru » of the finance business processing outsourcing is Stewart Clements, president of
Accenture Finance Solutions, runs the largest of Accenture‘s eight business process
outsourcing divisions. He manages 4,000 employees, who conduct business in 35 languages
in 40 countries for the division, which were started couple years ago.
BPO de la fonction logistique financière:
Astonishing advances in technology and communications have enabled companies to operate
in an increasingly global marketplace. As a result, conventional business operating models
have been re-evaluated as organizations seek to improve performance, productivity and
shareholder value.
Traditional wisdom about retaining finance and accounting functions within an organization‘s
own 'gene pool' has been challenged. Although these functions were once viewed as part of
the core skills set organizations retained, there is a growing awareness that outsourcing could
deliver cost savings, without compromising quality or security.
Confidence to outsource the finance function looks set to increase as more organizations
choose this option and its benefits - as well as risks - are better known. Some companies yet to
outsource cite 'not considering the options' as their main reason for not pursuing this avenue.
However, the underlying drivers for not outsourcing vary, and for the more skilled functions
the sensitivity of information is an important factor. Successful outsourcing also requires
robust governance, control and risk management.
A KPMG paper on 'outsourcing the finance function' (2005) concluded that 52% of
respondents continue or plan to outsource the finance function. One respondent wrote, 'there
will be more confidence by finance directors that outsourcing is risk free, economical and
great value to the service they offer as Chief Value Officer rather than as pure accountants
processing data and information.'
This response highlights the likely future of financial activities outsourcing. Currently, many
companies contract suppliers to process data, but outsourcing to add value is generally
accepted as the 'way forward.' The payroll function is currently the most popular to outsource,
but A/R and A/P management is increasingly viewed as suitable for outsourcing. At present,
27% of respondents outsource the tax compliance and tax planning function and 31% plan to
outsource tax compliance. It is likely that the next few years will see a significant increase in
the outsourcing of these functions.
The most popular destination for outsourcing the finance function is Britain, but India and
Eastern Europe are also favored destinations. Some suppliers have operations in both Britain
and India. Companies look for suppliers that can deliver cost savings, better quality of
information, improved productivity and better control.
Another emerging trend is multi-process outsourcing so companies can take advantages of
economies of scale. The only finance functions which seem likely to remain exempt from
outsourcing are budgeting and forecasting. It seems possible that companies will retain and
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develop these core functions. As conventional wisdom regarding traditional organizational
and geographical boundaries changes, finance outsourcing looks set to be regarded as a
standard process using added value skills rather than a one-off option.
Standing still is not a viable option for businesses who wish to thrive in an increasingly
competitive marketplace.
SCOPE:
Essentially big corporations of the European Union are targeted, because most of the
regulations on Business processes outsourcing (BPO) come from the communitarian
legislation. Therefore, national regulations of the members of the European Union on BPO are
quite similar, which enables us to avoid too much differentiation in the seminars offered.
It appears to be the best compromise for a first year of summer school in Dauphine between a
national target and an international one.
The Regional scope is the best level to launch such a project.
Nevertheless, in the following years, due to the forecasted success of this first edition of
Dauphine summer school, the scope should be much wider.
Geographically, it will be oriented toward all the multinational firms in the world.
Furthermore, the topics of these summer schools will be also more and more variated and
differentiated.
These summer schools will be opened to every senior manager, but the campaign of
advertisement will merely have the international companies for target, because they have the
greatest needs for skillful managers and are more willing to pay for their training.
Our leverage to make the Dauphine summer school known will be the Dauphine Alumni
itself. A presentation of the summer school will be sent to every ancient student of Dauphine
working in international firms as senior manager in finance, member of the financial
direction, or member of the board of directors
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References
Accenture revoit ses prévisions à la baisse, by Reynald Fléchaux, 27 mars 2009,
Lemagit.fr [Online], available from
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bpo/2874/1/accenture-revoit-ses-previsions-baisse/> [Accessed 8 september 2009]
BT groups reinvents finance and accounting outsourcing, Accenture, 2007 [Online],
available from :
<http://www.accenture.com/NR/rdonlyres/44BA444C-B2DF-4146-B75A-
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Handfield, Rob. ―A Brief History of Outsourcing‖. 31 May 2006. Supply Chain
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<http://www.kpmg.com.sg/services/outsourcingfinancefn2006.pdf>[Accessed 6
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AppendixAppendix
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