Analysis of UA Sukkur IBA

and
Strategies development
Group members:
Asma Rabail
Aisha Munir
Sumera Kharal
Priya Lund
Sakina Nisar
SWOT, IFE, VRIO, Internal audit, Space by
aisha munir
EFE n CPM by Sumera Kharal
Strategies, Control and evaluation by
Asma Rabail
STRENGTH
Recognized as best UA department by HEC
Support from HEC
Linkages with banking sector
Quality of available talent(current UA manger, siba faculty and students)
support from local FMCG(ENGRO BEVERAGES, UNILEVER,COOK,PEPSI)
Community welfare projects
(education development program, promotion of education in Pakistan,
THP, Community collages)
Pool of scholarships
Signed MOU with sukkur chamber of commerce
HEC support in providing training
GOVERNMENT RELATION


WEAKNESS
No hierarchy
No proper system for UA
Lack of sustainable relationships and trust with industry
less Faculty & Students support
weak alumni relationships
be short of synergy among functional departments with UA
Communication gap
Have not created An Internal Culture Of Annual Giving
Less focus on social media and marketing
Lack of proper budgets and planning
Limited resources for development

Opportunity
Trend toward R&D
Corporate CSR
Trend towards religious donor
Increasing rate of alumni
Expecting to sign MOU with Atlas Honda
Growing demand for consultancy services
Threat
Regional location
Mind set of corporate people
Competition with other business school
Sindh Government budget crises reached up to Rs.
66 billons
Economic uncertainty


Marketing Audit
Internet presence
Marketing, Planning and Budgeting
Financial Audit
Scholarships
Relationships with donors
Corporate partners
Research and Development Audit

Valuable rare Costly to
imitate
Firm
organized to
capture
value
Yes NO NO NO
STEP 1: Identify valuable, rare and costly to imitate
resources:
Finding valuable recourses:
Finding rare recourses:
Finding costly to imitate recourses:
STEP 2: Find out if UA is organized to exploit these
recourses
STEP 3: Protect the recourses
STEP 4: Constantly review VRIO recourses and
capabilities

Financial Position

Ratings
Sindh Government grant is around 61 %

+4
Endowments cover 75% scholarships

+6
Developmental projects along with extension of education
and allied facilities amount to 58% of total projects.

+4

+4.66

Stability Position
fierce Competitive pressure is faced by Lums and IBA
Karachi

-4
continuously updating latest Technological changes in
systems

-2

-3

Competitive Position
Stands as best recognized University advancement
department by HEC

-2
Relations with local industry are maintained as 70
companies are now on board with UA

-3

-2.5

Industrial Position

Financial stability in terms of scholarships is strong

+4
Growth potential is huge as it is currently working on
identifying gaps and fulfilling them

+4
Goodwill is maintained as it is best recognized department
by HEC

+3
Resource are not well utilized

+2
Support from HEC in financial terms is about 34 %

+4

+3.4
Key internal factors Weight Rating Score
Strengths
Recognized as best UA dept: by HEC 0.15 4 0.60
Community welfare programs 0.05 3 0.15
Strong linkages with banking sector 0.10 4 0.40
Sustainable linkages with FMCG 0.09 3 0.27
Scholarships (75%) 0.07 4 0.28
Weaknesses
Student attitude (as a product) 0.07 1 0.07
Less focus telecom sector 0.06 2 0.12
Inappropriate presence on website and social media 0.09 2 0.18
Cross departmental communication 0.09 1 0.09
Lack of long term/succession planning 0.07 1 0.07
Less supportive faculty 0.07 2 0.14
Weak Endowments position 0.09 2 0.18
Total 1.00 2.55
OVER TO
OVER TO
Alumni club:
The idea of alumni club is to have Regional Alumni
Relations Affairs Unit to create link between them via
regional alliances
Implementation:
Establishing alumni clubs in the regions (cities) where
there is substantial strength of alumni
First alumni club will be established in Karachi which will
serve as hub to all other regions
Continuously update the alumni data base

Arrange dinners and tea parties for alumni at
club at weekends monthly or bi annually

Update these events on face book alumni club
(group) page

A committee would be set up to govern the alumni
club in which alumni would be participant with
members of IBA

Best alumni awards, alumni achievements
appreciations, birthday cards

Student who usually go to trips to Karachi Lahore
and Islamabad, arrange those students meeting
with alumni

Alumni association board
Sukkur IBAs Alumni Association help you
to stay connected with University life and
each other no matter where ever you are
Goal & Mission
Alumni Council
Alumni Liaison Committee
Invite Corporate Personnel on Events
Related event and industry
Arrange Tours for Students

Internal Communication:
Utilize CMS system, Official mail and digital notice board
to inform, engage and involve campus community and
students
Alumni Publication Magazine
Alumni achievement
Alumni Club activities
Alumni success stories

Digital Communication Projects
Distant and online learning programs
Workshops, seminars & short term courses
Engaged alumni through LMS And video
conferencing
Publication
A publication center in which students,
staff as well as alumni research proposals,
essays, term papers, and creative works
will be published from the platform of
SIBA.
Home page
Alumni Page
Account Page for Donors
Achievements Page
Publications Page
Distant learning Page
Pay Online
Link:______________________________________________
Alternative Option
Foreign Remittances
Title of Account Sukkur Institute of Business Administration
Bank Name JS bank
Account # 3********-*
Bank Address JS Bank Airport Road,Sukkur
Currency USD
Branch Code 0000
SWIFT Code --------------------------------
Country Pakistan
Phone # XXXXXXXXXXXXXXX
Fax# XXXXXXXXXXXXXXXXXX
Account Title Sukkur IBA
A/c Number 1111111111111111111111
Bank Name HBL
Branch XYZ
Br. Code 0000
SWIFT Code ------------------------------------------
Bank Address _________________________________
Phone # xxxxxxxxxxxxxxxxxxxxxxx
Fax# xxxxxxxxxxxxxxxxxxxxxxxxxx
Associate Manager for Alumni Relations
and Annual Giving
Associate Manager for
Marketing and Media Relations
Associate Manager for
Corporate and Institutional
Partnerships/Advancement
Information Services (AIS)
Associate Manager for Fund Raising and
Grant Generation
Vice President of
University
Advancement
INTERNAL SYSTEM RELATED STRATEGIES
Partner with the corporate sector for middle
level manager and leadership development
programs for their companies
Provide a menu of options to the potential
patron
Organize a Friends of SIBA Committee
consisting of prominent and credible citizens
who have a track record of fund raising
campaigns
The faculty members and the senior students
should carry out contractual research studies
for international donors, domestic business
houses and organizations and also offer
consultancy and advisory services to the
businessman
General Endowment Fund, Alumni fund,
development fund, scholarship fund
Align individual donor preferences with
the different types of needs
Flexibility
It will help to oversight of these funds to
the persons who have made contributions

1.

Increase base of support from alumni and non-alumni individuals by 10% from
current annually.
2.
Increase proportional participation to the annual fund to at least 15% from current
positions.
3.
increase the base of targeted religious donors
4.

Increase online giving of at least 15 donors annually.

Donors

Requiremen
ts

Generated

Difference

Alumni

------

------

-----

Non-alumni

------

-------

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Phase I
24 objectives are set in this phase for 1
year.
These objectives are related with new
defined hierarchy, publication center,
study tours and visits, budget distribution,
events, fund raising, communication
expenses, alumni relations and system
development.


Phase 2
Matching actual performance with our objectives and
standards.
Match performance by asking questions like;

Is the strategy internally consistent?
Is the strategy consistent with the environment?
Is the strategy appropriate in view of available resources?
Does the strategy involve an acceptable degree of risk?
Does the strategy have an appropriate time framework?
Is the strategy workable?


Phase 3
We devise new objectives for next year if
our actual performance is in acceptable
range with expected one.
Otherwise we device action plan for taking
corrective measures.