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Product analysis -SSU

Product analysis -SSU. High quality/design Low quality/design. High Price Low Price. PREMIUM STRATEGY. GOOD VALUE STRATEGY. Masters courses – Non EU students Specialist courses e.g. Maritime Professional courses – CIMA PhD.

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Product analysis -SSU

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  1. Product analysis -SSU High quality/design Low quality/design High Price Low Price PREMIUM STRATEGY GOOD VALUE STRATEGY Masters courses – Non EU students Specialist courses e.g. Maritime Professional courses – CIMA PhD Undergraduate courses Applied research Consultancy EU undergraduate OVER CHARGING STRATEGY ECONOMY STRATEGY DVD/Video Foundation degrees H.N.D.

  2. Market share (relative to largest competitor) High Low Stars Question Marks High Market growth Low Overseas students PG and UG Dogs Funded research BCG Matrix - SSU CashCows

  3. Masters courses UG courses UG courses PG courses Applied research/ consultancy GE Matrix - SSU U.K. Market International Market Product attractiveness High Medium Low High Medium Low Strong CompetitiveadvantageMedium Low

  4. Understanding how SSU adds value to its business and its place within the value system Support Activities Firm’s Infrastructure Open and transparent culture. Maintains ethical stance in its approach to community at large. HR Management Can assume a staff grouping of variable quality and commitment Margin Technology Development Can assume that IT department functions well and services the needs of staff and students in a timely fashion. Procurement Strong buying power – SUPC. Sources ethically produced products. Inbound Logistics Assume effective systems in place as ops, outbound logistics/service run smoothly. Outbound Logistics Can assume that the supply chain is functioning well. No problems encountered with overseas recruitment fairs. Marketing & Sales Brand mgt – need to measure awareness and position the products more memorably in a crowded marketplace Service Customer service levels are variable, Operations Estates, Library and I.T. department services the needs of students and staff Margin Primary Activities

  5. 1 2 3 6 4 Product Perception Grid - WHS Quality High 1 =Specialist courses – maritime. 2 = Masters courses for non EU 3= Masters courses for EU 4 = Consultancy 5 = Funded research Price High Low 6= HND 5 7= Foundation degrees 7 Low

  6. Threat of new entrants - High Crowded marketplace. Barriers to entry are low. Could expect private universities to be established in the near future. French and German universities now teaching in English. Scandinavian countries could follow suit. Buyer power – High Students today have so much choice in which university they wish to attend. Provided that UK students achieve reasonable A level results they can take their pick. The more prestigious universities can demand higher grades. As for overseas non EU students they are sought after by most universities who sometimes compromise high entry levels to secure large numbers of top fee paying students. Supplier power- Medium Suppliers will always try to drive up prices but equally they need to sell their products and membership of the SUPC negates problems. Industry rivalry - Intense Competition in all product commodities is increasing. More established universities have immense pulling power and appeal.. Threat of substitutes – Low Although India and China are trying to set up their own institutions, quality levels lag far behind the UK for the foreseeable future Competitor Analysis:Porter’s Five Forces Map - SSU

  7. Matching Assets and Competencies – SSU’s sustainable competitive advantage • SSU Assets/Competencies • Provides a range of courses that students need • Brand recognition in U.K reasonably high • Product of variable quality • Product range of courses needs to be extended • Variable customer service • Recruitment drives in main overseas markets (assumption) • Growing reputation • Accommodation service is of variable quality • Good awareness of environmental impacts • Socially responsible • Customer Requirements • Large number of students are seeking an advanced education • Brand recognition/brand long- term stability • Quality over competition • Large selection of courses to choose from • Attentive customer service • Good distribution network – widely available in overseas markets • Good reputation • Good choice of accommodation • Environmentally friendly • Socially responsible universities Best Fit Match

  8. Establishing Strategic Direction:Ansoff Matrix - SSU

  9. International Decision making model Business Portfolio Model – Harrell & Kiefer. Selection of Markets and Product/Market development - SSU

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