MIAMI oxFORD OHIO Evrin GozenerMiami University was founded in 1809 in the small town of Oxford, Ohio. It has enrollment of around 15.000 undergraduates and its located just 35 miles of Cincinnati. The landscape of Miami consists of numerous red brick buildings and it’s considered one of the most beautiful campuses in the nation. The held educated students by developing, maintaining and supporting safe, functional and attractive campuses for Miami University.Man Coins, Drfal, Vision of Mia University; To provide quality, friendly and timely service and to create an atmosphere of shared responsibility in which all employees have the opprtunity to contribute to process of improving the service that to provide the customers.MIS I ND VISION STATEMENT ANALYS Mision of Mianni University; The advancement of learning throught teaching, scholarship and service to society : by offering to outstanding undergraduate and graduate students the best education available; by carrying out scholarly activities judged to be excellent when measured against the highest international standards; in those ways for which are well- studied by virtue of the academic strengths. ae ne ee eel x 2 FEET DS mM . weesMISION AND VISION STATEMENT ANALYSIS Costomers Yes Products or services Yes Markets No Technology Yes Concern for survival, growth and profitability No Philosophy Yes Self = concept No Concern for public image Yes Concern for ernployees NoCPM MATRIX Miami University | University University 7 oF . ; Of Virginia Michigan euucar muceess wl] R | Se sc | R | Sc (Advertisement 0.20| 2 0.4 2 0.4 2 0.4 Servicve Quality 0.10} 4 0.4 3 03 2 0.2 Fee Competition 0.10} 3 0.3 4 0.4 3 0.3 Managemet 0.10} 3 O23) 2 0.2 4 0.4 Financial Position 0.15} 3 [0.45] 2 0.3 1 [0.15 Loyalty 0.10} 2 0.2 3 0.3 3 [0.30 Market Share 0.25| 4 0.1 3 [0.75/ 2 0.5 [TOTAL 1.00 3,05 2,65 2,25EFE MATRIX of MIAMI UNIVERSITY |Key External Factors lWeight|Rating|W. Score |OPPORTUNUTIES |Government support 0.20 4 0.80 [Private endowment and charities 0.15 3 0.45 IHigh employment ratio 0.10 4 0.40 [Student exchange programs 0.10 2 0.20 Online fulltime education system 0.10 3 0.30 [Strong relationships with social societies 0.05 3 0.15 [THREATS Reduce subsidiary due high enrollment (up to 16.000) 0.10 2 0.20 Negative public perception (too white, too rich, too expensive) | 0.10 0.30 Perception of people (only liberal art) 0.10 2 0.20 [TOTAL 1.00 3.00IFE MATRIX of MIAMI UNIVERSITY |Key External Factors ‘Weight W. Score STRENGTH Brand image of university 10 0.4 |Graduate rate 64% per year 05 0.15 [Enrollment raitio increase every year 10 0.4 [Top rank in 24 universities in the USA 05 0.2 75% full time and part time PhD Faculty 15 0.45 [Most frequent class size 20-30 10 0.4 [Decentr 05. 0.15 zed System elololololelolo wlwlalwlalafols Business realted education 05 0.15 WEAKNESS: Expensive 10 0.2 Low ratio of higher education 05: 0.05 [Hamilton and Midtown Campuses aren't residential os. O.1 High fees 05 O.1 Nin|y ele High strength of students from same state 10 0.2 ~|o}o}o]o]o ToTAL 00 > OSSWOT MATRIX SO Strategies * New building required WO Strategies * Built new residential campus ‘T Str: If * Strict admission policy could be implement to control the enrollment ratio WT Strategies * Reduce feeSPACE MATRIX SPACE FACTORSSPACE MATRIX SPACE FACTORSSPACE MATRIX Competetive Strategies + Backward Integration + Horizantal Integration + Forward Integration + Market Penetration + Market Development + Product Development 5THE EFEE TOTRAL WEIGHTED IE MATRIX THE IFE TOTAL WEIGHTED SCORES * Backward Integration ‘Strong Average ‘Weak + Horizantal Integration 3.00-4,00__2.00-2.99 _1.00-1.99 | * Forward Integration High + Market Penetration ae 7 @ ie + Market Development 1 + Product Development Iv v VI 19 1.00- VI VIL xWEAK COMPETITIVE POSITION GRAND STRATEGY MATRIX RAPID MARKET GROWTH QUADRANT II QUADRANT I STRONG COMPETITIVE POSITION * Related Diversification QUADRANT IIL QUADRANTIV_ + Unrelated Diversification SLOW MARKET GROWTH * Joint VenturesStategic Alternatives 1 2 QsPM wes Buildings |Reduce Fee Required ini lad as | tas | as | Tas STRENGTH [Brand image of university o10 | 4 [oao| 4 [0.40 |Graduate rate 64% per year 0.05 | 2 [o.10| 3 [0.15 [Enrollment raitio increase every year 010 [ 1 [orto] 2 [020 ffop rank in 21 universities in the USA 0.05 | 2 [o10| 4 | 0.20 [75% full time and part time PhD Facult 015 | 2 [o30| 4 | 0.60 Most frequent class size 20-30 010 4 [oao| 2 [0.20 [Decentrilized System 0.05 |_4 [o0.20| 2 [0.10 [Business realted education 0.05 | 3 [0.15] 3 [0.15 WEAKNESS lexpensive oi0 | 2 [o20| 2 |o20 lLow ratio of higher education 0.05 | 1 | 0.05| 1 | 0.05 [Hamilton and Midtown Campuses aren't residential 0.05 | 4 [020| 2 | 0.10 High fees 005 3 fois| 3 | ois High strenath of students from same state 0.10 | 3 [0.10] 2 [0.20 TOTAL 1.00QsSPM OPPORTUNUTIES Government support 0.20| 4 |oso| 3 | 060 Private endowment and charities 015] 1 |oss| 3 | 0.45 High employment ratio 0.10] 2 |o20] 2 | 0.20 Student exchange programs 010] 2 |o20] 3 | 0.30 Online fulltime education system 010] 1 [oso] 2 | 0.20 Strong relationships with social societies 0.05 | 2 [oso] 2 |o.10 THREATS Reduce subsidiary due high enrollment (up to 16.000) | 0.10 | 2 [020] 2 | 0.20 Regative public perception (too white, too rich, too 010! 1 loiol 1 |os10 Perception of prople (only liberal art) 0.10] 4 |oao}] 2 | 0.20 TOTAL 1.00 4,70 4,95In Conclusion Our Strategy is; Reduce fee and admit the students of all classes including middle class people so that every talented person can got the education even a poor person who can’t bear the fee of their study.