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2010 – 2015
Strategic Plan
Table of Contents
Vision..................................................................................................................................................................4
Manzoor Ahmed # 53175
Syed Asif Moiz # 53239
Mohammad Ahmed # 52642
Niranjan Lal # 52653
Irfan
Taqi
Mission................................................................................................................................................................4
Objectives...........................................................................................................................................................4
INPUT STAGE...................................................................................................................................................5
Competitive Profile Matrix (CPM)......................................................................................................................6
External Factor Evaluation Matrix (EFEM)...........................................................................................................7
Internal Factor Evaluation Matrix (IFEM)............................................................................................................8
MATCHING STAGE.............................................................................................................................................10
Space Matrix.....................................................................................................................................................11
The Boston Consulting Group (BCG) Matrix...................................................................................................12
SWOT Analysis...................................................................................................................................................14
Internal Factors.......................................................................................................................................................14
Strengths.............................................................................................................................................................14
Weakness............................................................................................................................................................15
External Factors......................................................................................................................................................15
Opportunities......................................................................................................................................................15
Threats................................................................................................................................................................16
DECISION STAGE................................................................................................................................................21
QSPM................................................................................................................................................................21
Conclusion........................................................................................................................................................24
Refreshing Our Plans for the Future
VisionPAK-KIET will be a leading institution of higher education. Its innovative-comprehensive programs and outstanding academicians will provide dynamic learning environment students.
Mission Providing state of the art education according to the expectations of its students. Broadening and deepening students’ ability to efficiently use business driven technology to
improve quality, productivity, efficiency and overall effectiveness of a business. Assuring institutional leadership through its innovative programs and excellence in teaching.
To attain this mission, we work diligently towards professional and ethical educational environment, which is based on trust and dignity.
Objectives To develop the centre as the premier of its kind in the Pakistan and to provide a high-quality
service to all of its users, reflecting the University's aspirations of excellence and inclusivity.
To make the library resources available in an accessible and open-to-all library, with its own dedicated study space
To disseminate resources to the community at large through celebratory events, conferences, seminars, presentations, publications, workshops and networks.
To manifest the University's commitment to research by maintaining and developing a prestigious online journal.
To work in partnership with the Pakistan Air Force in joint educational projects and ventures.
INPUT STAGE
Input stage deals with the information produced by assessing the existing strengths, weaknesses,
opportunities and threats. The general data obtained through the Company’s assessment process is
transformed into useful data, so as to explore the pitfalls of the Company and to precede towards the next
stage, that is, ‘Matching Stage’.
There three tools available to culminating the raw data in to useful information, these are;
The Competitor’s Profile Matrix (CPM)
External Factor Evaluation (EFE) Matrix
Internal Factor Evaluation (IFE) Matrix
The first two tools are related with external (uncontrollable) factors and the last one is concerned with
internal (controllable) factors.
Competitive Profile Matrix (CPM)
The Competitive Profile Matrix (CPM): It identifies a firm’s major competitors and their
particular strengths and weaknesses in relation to a sample firm’s strategic position.
PAF-KIET MAJU IQRA CBM IBA
Critical Success Factors
Weight
Rating
Weighted
Score
Rating
Weighted
Score
Rating
Weighted
Score
Rating
Weighted
Score
Rating
Weighted
ScoreService Quality
0.25
1 0.25 3 0.75 3 0.75 4 1 3 0.75
Qualified & Experienced Faculty
0.2 2 0.4 2 0.4 4 0.8 3 0.6 4 0.8
Financial Position
0.2 3 0.6 1 0.2 3 0.6 4 0.8 3 0.6
Admission Policies
0.2 2 0.4 3 0.6 3 0.6 3 0.6 4 0.8
Management Experience
0.15
3 0.45 2 0.3 3 0.45 3 0.45 4 0.6
Total 1 2.1 2.25 3.2 3.45 3.55
External Factor Evaluation Matrix (EFEM) External Factors Efficiency (EFE) matrix: EFE matrix provides a summarized view of the impact of
external forces or the perspective opportunities and expected threats being associated with an organization.
EFE matrix of PAF is presented below:
External Factor Evaluation Matrix for PAF KIET
Key External Factors
Opportunities Weight Rating Weighted ScorePartnerships in support of trust foundations 0.05 2 0.1Diversity of region (students – industry) 0.05 3 0.15External Community and University relationships 0.01 1 0.01Academic program expansion 0.1 4 0.4Expansion of cultural activities 0.01 1 0.01Expansion in infrastructure 0.02 2 0.04Growing demand for graduates 0.1 4 0.4Match between curricular & societal interests 0.01 1 0.01Technological advances 0.04 3 0.12
Threats
University’s budget crisis 0.07 3 0.21High inflation 0.06 2 0.12Economical and political Conditions of Pakistan 0.1 4 0.4Negative public perception 0.02 2 0.04Societal and student perception of education as solely a means to a job
0.01 1 0.01
Risk of losing prominent faculty and staff for genuinely better opportunities at other universities or locally
0.08 4 0.32
Growing competition from nearby public universities 0.15 4 0.6
Declining infrastructure 0.02 2 0.04Rapidly advancing technology 0.04 2 0.08Increased student enrollments without increased resources 0.06 2 0.12
Total 1 3.18
The ratings reveal how well the firm is performing in regards to that factor, where a 4 = the response is superior, 3 = the response is
above average, 2 = the response is average, and 1 = the response is below average.
Internal Factor Evaluation Matrix (IFEM) Internal Factors Efficiency (IFE) matrix: IFE matrix provides a summarized view of the impact of
internal forces or the strengths and weaknesses that exist in a company. IFE matrix of the PAF is presented
below:
Internal Factor Evaluation Matrix for PAF KIET
Key External Factors
Strength Weight Rating Weighted Score
Positive reputation in the external community(Good Ranking) 0.1 4 0.4Positive experience with those who interact with the campus 0.02 1 0.02Affiliation with Pakistan Air Force 0.2 4 0.8Fee discount policy 0.06 2 0.12Affordable fee structure 0.01 3 0.03Easy accessible location 0.03 3 0.09Strong MIS system 0.02 3 0.06Scholarships Programs 0.01 1 0.01
Weakness
Sluggish responsiveness to student and community needs 0.05 4 0.2Weak researches 0.04 2 0.08High and unequal workloads faculty & staff 0.03 1 0.03Low ability to hire & retain good faculty 0.1 3 0.3Low standard entrance system 0.05 2 0.1Lack of strong, pervasive presence in the external community 0.01 1 0.01Limited resources for faculty and staff development 0.01 1 0.01Highly competitive market for diverse faculty and staff 0.03 1 0.03Underfunding in many departments and programs 0.02 2 0.04Lack of financial support for faculty Scholarship 0.01 1 0.01Lack of Infrastructure 0.03 2 0.06Lack of recreational activities 0.01 1 0.01Limited library for research 0.03 3 0.09
Underutilization of and lack of organization for technology -- not taking full advantage of IT potential, e.g., integration in teaching in learning
0.02 2 0.04
Unstable vehicle parking system 0.05 3 0.15Do not have faculty dedicated to all degrees 0.06 4 0.24
Total 1 2.93
MATCHING STAGE
In this stage the input received from the input stage should qualify the subjectivity analysis through
different tools/matrices. By this way, a few subjective and useful strategies are short—listed which are
directly influential upon strategic decisions making. For this purpose, we have the following matrices:
SWOT Matrix
SPACE Matrix
BCG Matrix
IE Matrix
Grand Strategy Matrix
Each of the above matrices works within a particular horizon of analyses. We are going to apply SWOT, SPACE & BCG.
Space Matrix
SPACE Matrix: The ‘Strategic Position and Action Evaluation (SPACE)’ matrix has 04 quadrant plan
measures of which horizontal axis measure; ‘Competitive Advantage (CA)’ and ‘Industry Strength’, and the
vertical axis measure; ‘Financial Strength (FS)’ and ‘Environmental Stability (ES)’. The positive horizontal
and vertical axis are assigned numerical value from +01(worst) to +06 (best); similarly negative horizontal
and vertical axis are assigned numerical value from -06(worst) to -01 (Best). In this way, all the qualitative
and quantitative aspects of a business are translated into quantitative values.
Financial Strength (FS) Rating Environmental Stability (ES) Rating
Liquidity 5 Rate of inflation -6
Working capital 4 Technological changes -4
Cash Flow 3 Risk Involved in business -3
Leverage 1 Competitive pressure -1
Investment 2 Barriers to entry new markets -3
Average 3 Average -3.4
Y-axis ( ES + FS ) -0.4
Competitive Advantage (CA) Rating Industry Strength (IS) Rating
Market share -4 Growth potential 3
Product Quality -3 Financial stability 5
Customer Loyalty -3 Ease of entry new markets 5
Control over other parties -6 Resources utilization 4
Technological know-how -3 Productivity 5
Average -3.8 Average 4.4
X-axis ( CA +IS ) 0.6
CAA
ES
Conservative Aggressive
CompetitiveDefensive
FS
IS
Directional vector point is :( -0.4, 0.6)
The Boston Consulting Group (BCG) Matrix
BCG Matrix: The ‘The Boston Consulting Group (BCG)’ matrix is specially design to measure the market
captivity in terms of revenues. For this purpose BCG matrix measures ‘Relative market share
position’, that is, the ratio of the market share of a company to the market share of the largest rival
firm. There are 04 quadrants of a BCG matrix, which of which has its own set of strategies. These
quadrants are:
Quadrant I is termed as ‘Question mark’. The companies falling here has low or very low relative
market share in a growing or even rapidly growing industry. Therefore, such companies should either try
to penetrate through product development, market development or market penetration, or quit the market.
Quadrant II is termed as ‘Stars’. The companies falling here has high or very high relative market share
in a growing or even rapidly growing industry. They have resources available therefore, such companies
should go for integration blended with penetration strategies.
Quadrant III is termed as ‘Cash cows’. The companies falling here has high or very high relative market
share in a slowly declining or even rapidly declining industry. They do have resources but market trend
does not allow them to continue with the same products in the similar manner. Therefore, such companies
should try to develop products, diversify their business or retrench or even divest.
Quadrant IV is termed as ‘Dogs’. The companies falling here has low or very low relative market share
in a slowly declining or even rapidly declining industry. Neither have they had resources nor them the
market trend allows them to continue with the same business. Therefore, such companies should opt
retrenchment divestiture or even liquidation.
Mar
ket G
row
th
Market Share
100 % 50% 0%
1 100% 50%
0%
StarMBA - Marketing
Question MarkMBA - Finance
Cash CowsMBA – HR
DogsMBA – Supply Chain & MIS
SWOT Analysis SWOT Matrix: The ‘Strength Weaknesses Opportunities and Threats’ matrix reveals the following four
types of strategies:
SO (Strengths—Opportunities) strategy, which aims at utilizing the internal strength capitalize upon
opportunities available in the external environment.
WO (Weaknesses—Opportunities) strategy, which aims eradicating the existing weaknesses by availing
the available opportunities.
ST (Strategies—Threats) strategy, which aims at utilizing the internal strength to avoid or avert the
threats prevailing in the external environment.
WT (Weaknesses—Threats) strategy, which aims at reducing internal weaknesses and avoid external
threats.
SWOT matrix of PAF is discussed as follows:
Internal Factors
Strengths
Positive reputation in the market(Good Rank by HEC) Positive experience with those who interact with the campus Affiliation with Pakistan Air Force Fee discount policy Affordable fee structure Easy accessible location Strong MIS system Scholarships Programs Financially Sound
Weakness
Sluggish responsiveness to student and community needs Weak researches High and unequal workloads faculty & staff Low ability to hire & retain good faculty Low standard entrance system Lack of strong, pervasive presence in the external community Limited resources for faculty and staff development
Underfunding in many departments and programs
Lack of financial support for faculty Scholarship Lack of Infrastructure Lack of recreational activities Limited library for research Underutilization of and lack of organization for technology -- not taking full advantage of IT
potential, e.g., integration in teaching in learning Unstable vehicle parking system Do not have faculty dedicated to all degrees
External Factors
Opportunities
Partnerships in support of trust foundations Diversity of region (students – industry) External Community and University relationships Academic program expansion Expansion of cultural activities Expansion in infrastructure Growing demand for graduates Match between curricular & societal interests Technological advances
Hiring of Staff
Threats
University’s budget crisis High inflation Economical and political Conditions of Pakistan Negative public perception Societal and student perception of education as solely a means to a job Risk of losing prominent faculty and staff for genuinely better opportunities at other
universities or locally Growing competition from nearby public universities Declining infrastructure Rapidly advancing technology Increased student enrollments without increased resources
Strengths Weakness 1 Positive reputation in the
external community (Good Ranking)
1 Sluggish responsiveness to student and community needs
2 Positive experience with those who interact with the campus
2 Weak researches
3 Affiliation with Pakistan Air Force
3 High and unequal workloads faculty & staff
4 Fee discount policy 4 Low ability to hire & retain good faculty
5 Affordable fee structure 5 Low standard entrance system 6 Easy accessible location 6 Lack of strong, pervasive
presence in the external community
7 Strong MIS system 7 Limited resources for faculty and staff development
8 Scholarships Programs 8 Highly competitive market for diverse faculty and staff
9 Financially sound 9 Underfunding in many departments and programs
10 Lack of financial support for faculty Scholarship
11 Lack of Infrastructure12 Lack of recreational activities13 Limited library for research 14 Underutilization of and lack of
organization for technology -- not taking full advantage of IT potential, e.g., integration in teaching in learning
Opportunities SO Strategies WO Strategies1 Partnerships in support of
trust foundations 1 Launch new management
sciences programs ( S1,O2,O4,O7)
1 New hiring in staff (W1,O10)
2 Diversity of region (students – industry)
2 Launch new engineering programs (S3, S4,O4,O9,O7,O2)
2 Expansion of Library (W2,W13,O6,O7)
3 External Community and University relationships
3 Expand the building (S9,O2,O5,O6)
4 Academic program expansion
5 Expansion of cultural activities
6 Expansion in infrastructure 7 Growing demand for
graduates 8 Match between curricular &
societal interests 9 Technological advances
10 Hiring in Staff
Strengths Weakness
1 Positive reputation in the external community (Good Ranking)
1 Sluggish responsiveness to student and community needs
2 Positive experience with those who interact with the campus
2 Weak researches
3 Affiliation with Pakistan Air Force
3 High and unequal workloads faculty & staff
4 Fee discount policy 4 Low ability to hire & retain good faculty
5 Affordable fee structure 5 Low standard entrance system
6 Easy accessible location 6 Lack of strong, pervasive presence in the external community
7 Strong MIS system 7 Limited resources for faculty and staff development
8 Scholarships Programs 8 Highly competitive market for diverse faculty and staff
9 Financially sound 9 Underfunding in many departments and programs
10 Lack of financial support for faculty Scholarship
11 Lack of Infrastructure
12 Lack of recreational activities
13 Limited library for research
14 Underutilization of and lack of organization for technology -- not taking full advantage of IT potential, e.g., integration in teaching in learning
Threats ST Strategies WT Strategies
1 University’s budget crisis 1 Formation of Strong Partnership (S3,T1,T6,T7)
1 Hire qualified faculty(W4,W7,W8,W3,T6)
2 High inflation
3 Economical and political Conditions of Pakistan
4 Negative public perception
5 Societal and student perception of education as solely a means to a job
6 Risk of losing prominent faculty and staff for genuinely better opportunities at other universities or locally
7 Growing competition from nearby public universities
8 Declining infrastructure
9 Rapidly advancing technology
10 Increased student enrollments without increased resources
DECISION STAGE
Two alternative strategy were extract from university’s SWOT
1. Hire qualified faculty and start new academic Programs2. Expand and improve current programs and faculty
QSPMThis is the final stage of strategy formulation process. Whatever we have done so far in the previous two
stages gives us a broad spectrum of ideas regarding the possible options/strategies within given
circumstances. At this stage all the quantitative information received from the first two stages is blended
with intuition, to generate the most suitable alternate strategies to be opted within the given circumstances.
For this purpose, we have a tool called ‘The Quantitative Strategic Planning Matrix’ (QSPM) discussed
ahead.
Quantitative Strategic Planning Matrix (QSPM): It is a ranking strategy that reveals the most
appropriate alternative strategies. It is now depends upon the intuitive power along with analytical skills of
an individual which leads towards the best possible strategy within the given circumstances. At this stage,
we would list down the highly influential internal and external factors. Then we would weight them
according to their importance. Thereafter, we would select two alternative strategies that have highest
emphasis (frequency of repetition) among all the strategies suggested by the matrices in the input stage.
1. Hire qualified faculty and start new academic
Programs
2. Expand and improve current
programs and faculty
Opportunities Weight AS TAS AS TAS1 Partnerships in support of trust foundations 0.05 - -
2 Diversity of region (students – industry) 0.05 - -
3 External Community and University relationships
0.01 -
4 Academic program expansion 0.1 2 0.2 1 0.15 Expansion of cultural activities 0.01 -6 Expansion in infrastructure 0.02 -7 Growing demand for graduates 0.1 2 0.2 3 0.38 Match between curricular & societal interests 0.01 - -
9 Technological advances 0.04 1 0.04 1 0.04
Threats
1 University’s budget crisis 0.07 -2 High inflation 0.06 -3 Economical and political Conditions of
Pakistan 0.1 3 0.3 2 0.2
4 Negative public perception 0.02 2 0.04 2 0.045 Societal and student perception of education
as solely a means to a job0.01 - -
6 Risk of losing prominent faculty and staff for genuinely better opportunities at other universities or locally
0.08 -
7 Growing competition from nearby public universities
0.15 2 0.3 3 0.45
8 Declining infrastructure 0.02 - -9 Rapidly advancing technology 0.04 - -
10 Increased student enrollments without increased resources
0.06 -
1
Strength Weight
1 Positive reputation in the external community(Good Rank by HEC)
0.1 2 0.2 2 0.2
2 Positive experience with those who interact with the campus
0.02 -
3 Affiliation with Pakistan Air Force 0.2 3 0.6 4 0.8
4 Fee discount policy 0.06 3 0.18 2 0.125 Affordable fee structure 0.01 3 0.03 2 0.02
6 Easy accessible location 0.03 3 0.09 2 0.067 Strong MIS system 0.02 2 0.04 2 0.048 Scholarships Programs 0.01 1 0.01 -
Weakness
1 Sluggish responsiveness to student and community needs
0.05 1 0.05 2 0.1
2 Weak researches 0.04 2 0.08 2 0.083 High and unequal workloads faculty & staff 0.03 - -
4 Low ability to hire & retain good faculty 0.13 -
5 Low standard entrance system 0.05 2 0.1 2 0.16 Lack of strong, pervasive presence in the
external community 0.01 - -
7 Limited resources for faculty and staff development
0.01 -
9 Underfunding in many departments and programs
0.02 - -
10 Lack of financial support for faculty Scholarship
0.01 1 0.01 2 0.02
11 Lack of Infrastructure 0.03 - -12 Lack of recreational activities 0.01 -13 Limited library for research 0.03 2 0.06 1 0.0314 Underutilization of and lack of organization for
technology -- not taking full advantage of IT potential, e.g., integration in teaching in learning
0.02 2 0.04 2 0.04
15 Unstable vehicle parking system 0.05 2 0.1 2 0.116 Do not have faculty dedicated to all degrees 0.06 3 0.18 3 0.18
1 2.85 3.02
Conclusion
Developing a QSPM makes it less likely that key external/internal factors will be overlooked or weighted inappropriately in deciding which alternative strategies to pursue.
Although developing a QSPM requires a number of subjective decisions, making small decisions along the way enhances the probability that the final strategic decisions will be best for the firm.
As evidenced for the PAF KIET examined in this study, the QSPM can be a useful strategic planning tool even. The university analyzed herein should “Expand and improve current programs and faculty”.