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Deepthi

The document discusses the strategic direction and vision of NSBM including innovation, providing a real university experience, and developing a 'Green University Town' campus. It also discusses analyzing strengths, modifying the vision to focus on other degrees like computing and engineering, using blue ocean strategy to eliminate costs and raise quality, and the resource implications of expansion.

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Maithri Vidana Kariyakaranage
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51 views15 pages

Deepthi

The document discusses the strategic direction and vision of NSBM including innovation, providing a real university experience, and developing a 'Green University Town' campus. It also discusses analyzing strengths, modifying the vision to focus on other degrees like computing and engineering, using blue ocean strategy to eliminate costs and raise quality, and the resource implications of expansion.

Uploaded by

Maithri Vidana Kariyakaranage
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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Strategic direction of NSBM

• NSBM has been strategically directed through


Innovation.
• Provide “real university experience” for students.
• “Green University Town” concept.
• Modern university complex.
• Innovative degree programmes.
Strategic Thinking of NSBM
• NSBM has identified the exact need of Sri Lankan
higher education sector.
• Government recognition to build the trust.
• Relocation to give a superior facility.
• Human resource management policy to ensure quality
academia.
• Local UGC approved degree programme.
Poter’s Five Forces Analysis
Strength of resources

• Value

• Rarity

• Imitability

• Organizability
Modifying the Vision
• “To be the foremost business school to
create future leaders”

• It has been emphasized only the business


school.
• Focus on the demand for Computing and
Engineering degrees.
• Spread the awareness in every parts of the
county.
Modifying the Vision
• Enhance the awareness internationally.
• Enhancing the facilities to cater to
Computing and engineering students
- Modern laboratory facilities
- High ranked university affiliation
- Varieties of specialization areas
Blue ocean strategy
Blue ocean strategy

Eliminate – Excessive marketing cost.

Reducing – Non value adding events.

Raising – Quality of degree programmes.

Create – Online degree facilities.


Resource implications

• Huge initial investment for building up

laboratory facilities.

• Resource allocation for quality improvements.

• Meeting standards of affiliated universities.


Resource implications

• Expanding space for new intakes of students.

• Adhering to government standards.


Conclusions
• NSBM has gained the competitiveness
through Innovation and building a unique
asset portfolio.
• The Vision should be aligned with the market
demand.
• Blue ocean strategy can be adopted
successfully for NSBM.
References
• Amit, R, Schoemaker, PJH. 1993. Strategic Assets and
Organizational Rent, Strategic Management Journal,
14, 33-46.
• Johnson, G., Scholes, K., & Whittington, R. (2008).
Exploring corporate strategy: text & cases. Pearson
Education.

• Porter, M. E. (1979). How competitive forces shape


strategy(pp. 21-38). Harvard Business Review.

• Thurlby, B. (1998). Competitive forces are also subject


to change. Management decision, 36(1), 19-24.
Bibliography
• Aktouf, O. (2004). The false expectations of Michael
Porter's strategic management framework. Revista
Universidad & Empresa,6(6), 9-41

• Conklin, D. W., & Tapp, L. (2000). The creative web: A


new model for managing innovation. Ivey Business
Journal, 64(5), 60-69.

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