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Management models & tools
for academic managers
Michael Carrier
Highdale Consulting
LAMSIG @ ELTforum Conference 2019
Outline
1 – What do people need to know?
2 – Organisation & Leadership models
3 – Strategy models
4 – Marketing models
5 – Customer service
6 – Finance
7 – Innovation
8 – Quality management
9 – People & change
10 – Evaluation & KPIs
Why?
• Help staff understand
business imperatives
• Develop Business Literacy
• Build personal &
professional development
• Train academic managers
• Improve service to
customers
• Empower staff to take
better, more informed
decisions
About me…..
Reflection
What is your Aim in attending this workshop?
What do you expect / wish for?
ABCs
SWOT PESTEL
5
2 x 2 matrix
2 x 2 matrix: student vs teacher
satisfaction
Teacher Satisfaction
Happy students,
unhappy teachers
Stu
de
nt
Sa
tis
fac
tio
n
Unhappy students,
Happy teachers
2 – Organisation & Leadership models
Matrix management model
Task Director DOS ADOS Teacher Admin
Marketing xHiring x xPlacement x x xComplaints x x xCoursebook
Selectionx x x
Timetabling x x…..
Leadership models
Theories of
organisation:
• Charismatic
leadership
• Patriarchal
leadership
• Bureaucracy
(Weber)
• Scientific
management
(Taylor)
• Human
relations
approach
“The world is full of managers and desperately short of leaders”
“The old proverb says that leadership is doing the right thing; management is doing things right.”
3 – Strategic models
Porter’s Competitive Strategies
matrix
Building competitive advantage - Porter’s 5
forces
Current
CompetitorsCustomer
power
New entrants
Ease of
substitution
Supplier
power
ReflectionBusiness Model
• What’s your school’s
competitive advantage?
• Are you aiming for Cost
leadership or Differentiation
leadership?
Boston Matrix
Ansoff Matrix
Business model canvas
Write your own….
Kids
Teens
Adults
---
Parents
Companies
ReflectionBusiness Model
• What’s your school’s Value
Proposition?
• What are your customer
segments?
• What are your channels to
market?
4 – Marketing models
“Marketing today is really "message
making" aimed at influencing consumers'
needs and wants. It's heavily steeped in
interpreting the psychology of the
customer and the marketplace, not only
in addressing the customer's needs or
delivering customer satisfaction.”
Regis McKenna
“The aim of marketing is to know and understand the customer so well the product or service fits him and sells itself.” Peter F. Drucker
"We see our customers as invited guests
to a party, and we are the hosts. It's our
job every day to make every important
aspect of the customer experience a
little bit better.“ Jeff Bezos
Positioning
Commodities Goods Services Experiences
Coffee Nescafe McDonalds Starbucks
Value brand Premium brand
Low Margin High Margin
Added Value
Customer Perception model
“The aim of marketing is to know and understand the customer so well the product or service fits him and sells itself.” Peter Drucker
Branding
Branding is about 4 key
principles:
• Differentiation
• Relevance
• Mind-share
• Heart-share
ReflectionUSPs: Unique Selling Points
• Specify what USPs your
school offers the market
• What is your positioning in
the market? Value or
premium brand?
Brand:
• What’s your school’s Brand
Personality?
5 – Customer service
Smith & Wheeler, Managing the customer experience
Task: list the touchpoints your
students have with the school
ReflectionList the Touch Points your
student has with the school:
• 1
• 2
• 3
• 4
• 5
6 – Finance models
Aims:
• Financial literacy
• Basic spreadsheet skills
• Finance terminology
• costing a proposal for a course
• Costing teacher time
• Calculating break-even on a
course
• Reading a P&L
Key terminology:
Benchmarks
KPIs
Fixed & variable costs
Gross margin
Net profit
P&L
Breakeven
ROI
Payback period
Income – Costs = Profit
High fees – low wages = new Porsche
Simple Ratios:
• Gross margin = income less
variable costs of providing sales
• Net profit = income less total costs
• ROI = (y1+y2+y3+y4) / investment
x100
• Payback period = investment /
((y1+y2+y3+y4)/4)
• Revenue per employee =
Turnover/no.employees
• EBITDA = (turnover – fixed &
variable costs) = earnings
School-specific KPIs:
• Teacher cost as % of tuition
income
• Admin staff as % of
teaching FTE staff
• Teacher hours delivered as
% of paid
• Teacher hours lost to
absence as % of paid
• Class average - actual & %
of goal
• Cost per student per lesson
over the school
Finance: ratios & KPIs
Teacher Post Costs
Task:
What’s your teacher post cost?
Per lesson cost?
Per admin day cost?
Task:
What’s the cost of timetable leakage?
20 teachers x 1 hour/wkunder-scheduled x 40 weeks = 800 hours
=800/1075 = 75% of a teacher
Annual salary: £25,000
On-costs:
– National insurance 13.8% = £3450
– Pension contribution 8% = £2000
Actual annual post cost = £30,450
If Workload=25x60m lessons per week
52 weeks - 8 weeks holiday - 1 week public holidays
= 43 working weeks
43 weeks x 25 lessons
= 1075 lessons capacity
Post cost of £30,450 divided by 1075 lessons
= £28.32 per lesson
Admin cost: divide by 215 working days
= £141.63 per day
•
Costing a course programme
Task - Getting to
breakeven:
• Raise tuition fees to
match current costs
• Lower costs to
match current fees
• Include more
students in group
size
Course Costing
Fixed costhours in course 100 100 100 100
teacher post cost/hour $20.00 $20.00 $20.00 $20.00
fixed cost of teaching $2,000.00 $2,000.00 $2,000.00 $2,000.00
overhead share 75% 75% 75% 75%
Total F $3,500 $3,500 $3,500 $3,500
Variable Costsnumber of students enrolled 8 10 12 12
coursebook per student $15 $15 $15 $15
photocopying per student $5 $5 $5 $5
pad, binder pen per stud. $5 $5 $5 $5
Total V $200 $250 $300 $300
Total Costs (F+V)=C $3,700 $3,750 $3,800 $3,800
Incometuition fee per student $500 $500 $500 $600
Total Income=I $4,000 $5,000 $6,000 $7,200
Profit/Loss (I-C) $300 $1,250 $2,200 $3,400
KPIsCost per student $463 $375 $317 $317
Net Income per student $38 $125 $183 $283
Teacher cost as % of tuition
income 88% 70% 58% 49%
Breakeven no. of students 7.4 7.5 7.6 6.3
Students' hourly cost of lesson $5.00 $5.00 $5.00 $6.00
7 - Innovation models
• A new product
• A new way of producing the product
• A new feature for an existing product
• The opening of a new market
• A new course type
• A new way of teaching
• A new way of supporting learning
• A new service quality for students
• An attitude…..
• A competitive advantage…..
“Innovation is about adding
value
to the product or service”
“Innovation is the commercial
exploitation of ideas”
“Innovation is the process that
translates knowledge into
economic growth”
“Innovation is the creation of a
viable new offering”
The hopper
http://www.m1creativity.co.uk
Stage-gates: Iterative process:
Disruptive Innovation model
• Kodak’s film business died
• The DVD rental business died
• Travel agents dying
• Insurance brokers dying
• The CD business is dying
• The newspaper revenue
model is dying
• Terrestrial TV is under threat
• The textbook business looks
like the next to collapse
Variations:
• Disrupt from the bottom of the
market
(Intel Celeron)
• Disintermediate
(travel, PayPal, Spotify)
• Move from Commodity to
Experience
(Starbucks, Netflix)
• Emotional branding
(Apple, Prius, Whole Foods,
Dyson, Gucci etc)
Disrupt yourselfHow?
• establish as management priority
• Set up innovation teams
• Evaluate & learn from new competition
Who?
• Identify fundamental customer needs
• Put yourself in customers’ shoes- what benefits
do
they want?
• Construct a list of adjacent possibilities
What?
• Build a digital bridge into standard
products/service
• Use free digital tools
Reflection:
Where do you
think ‘disruptive
innovation’ will
come from in your
market?
How can you
protect yourself?
Innovation generation models
Cover Headlines
Sidebars Quotes
Cover story activity
The Sailboat activity
The Sailboat activity
ReflectionHow innovative are your
staff?
How do you try to make your
staff more creative and
innovative?
8 - Quality management
Quality areas:
• quality of classroom lessons
• quality of academic infrastructure (curriculum, tests, resources etc)
• quality of teacher development
• quality of student feedback scores
• quality of self-study/e-learning opportunities
• quality of teaching material
• quality of customer service
• quality of accommodation
• quality of social & cultural programme
PLAN: plan ahead for change
DO: execute the plan, taking small steps
CHECK: check, study the results
ACT: take action to improve the process.
Deming cycle - TQM
Ishikawa fishbone model
9 –People: RACI model
Teacher DOS Director
Concept R A C
Design R A C
Budget I I A
Writing R A I
Belbin team-building model
Free variant at:
www.123test.com/
team-roles-test/
Change Management models
Lewin’s Model:
• Concept:
• Unfreezing
• Moving
• Re-freezing
Change Management – Kotter’s
model
Change Resistance model
Traditionalists Resistors
Bystanders Change Agents
Passive Active
Energy of response
Negative
Impact
of
change
Positive
ReflectionHow resistant to change are
your staff?
How do you try to make your
staff more open to change?
10 – Evaluation: RAG analysis
Balanced scorecard
Contacts:
Comments:
If you would like copy of the
presentation & references:
www.michaelcarrier.com
Bs & Cs
• What were the Benefits of this workshop?
• Any Concerns or questions left unanswered?
Thank you!
Comments:
If you would like copy of the presentation
www.michaelcarrier.com
