RANA CONSULTING GROUP PRESENT
Paris Dauphine University study concerning summer seminar
Summary
Executive abstract
I. Situation Analysis
1. The presentation of Rana Consulting Group
2. Mission of the Group
3. Vision of the Group
4. Our objectives
5. Organisation chart
6. Locations
7. Methodology & Planning
II.Market Study
1. Market overview
2. Market trends
3. SWOT: Paris Dauphine University
4.Opportunities & Threats
5. Strenghts & Weaknesses
III.The project
1. The creativity of our idea
a. Main reasons
b.The objectives of participants
c.Target audience
d.Speakers
e.Some topics covered in seminars
2. The mission of Paris Dauphine university
3. The vision of Paris Dauphine university
IV. Marketing strategy
1. SWOT: France & Europe
2. PORTER: forces analysis
3.ANSOFF Matrix Analysis
4.Segmentation
5.MASLOW Hierarchy of Needs
6.The Blue Ocean Strategy
V. Marketing Mix
1. The four P’s
a. Product
b. Place
c. Price
d. Promotions
2. The goal of our product
3. Our promises
4. The reason
5. Other arguments
6. Tone & atmosphere
7. Graphic chart
8. Technical, legal and technical limitations
VI. Financal Forecasts
1. Expenses repartition
2.Calculation of the turnover
a. Market share
b.Package
c.Transfer rate from basic pack to all inclusive pack
d. Unsubscribers
e.Overall turnover
f. Income statement at year 5
g. Break even analysis
h. Contribution margin
Conclusion
Executive Abstract
In a global world, with new challenges to face, Education becomes the strongest answer to adapt ourselves. Leading companies learnt the importance of a skilled workforce. The issue for executives is to be more flexible, efficient, and ready for this constantly changing world.
Effective human capital and talent Management can help organizations develop a more agile workforce and respond to challenges in marketplace. Large and smaller companies all over the world need their executives to update, and push further their knowledge;
Thus, numerous famous schools enter in the new market of executive education programs.
Paris Dauphine University, understood this need, and foresees to develop a program of its own.
In charge of elaborating a marketing plan for our client, our consulting group has been studying dauphine’s opportunities and competitive environment on the executive education market in France and Europe.
From this study we identified an opportunity, our project defined, summer seminars for executives; we had to choose the subject of the first one on sustainable business practices.
To build a strategy, we used several models of market analysis in order to select the best that Paris Dauphine University could use to launch its new product.
This study will prove to your University all its potential in the Executive Education Program market. We propose you a description of the product which will permit you to enter into this market. During 5 days, Paris Dauphine University will set up a seminar focus on sustainable advanced development. As a current topic, sustainable development has still a lot of potential. Your seminar should explain to your target how they can increase their business by integrating new management methods and skills based on discovery about sustainable development. The product price is competitive and the target well-defined.
Paris Dauphine University will have to aim managers and CEO which belong to large European companies for two reasons: European large companies for most part of them already began to adapt their businesses, so that they are your heart target.
The second reason is a logistic one. As it is the first try, we can’t ask to Chinese or American companies to commute from their countries to Paris Dauphine. Dauphine will have to stay focus on European market where Dauphine, it is known as a qualified university.
RANA’s financial analysis forecasts showed that the company should get a high profit from the first year to the fifth year if they communicate more and more about their packages and especially the All Inclusive one.
I.SITUATION ANALYSIS
RANA CONSULTING GROUP’s Success Story
Rana consulting group was founded in 2002 by three individuals Vithushini Pathirana, Madina Guisse and Melanie M’Chich.
Three women who had a dream since University where they met. Students at the prestigious London School of Economics, their goal, was to build a unique consulting group.
After losing contact for several years, they finally gathered in late 2001. Vithushini Pathirana ex ceo in IBM, decided, after years of loyal work in this major consulting company, to quit and follow her dream. Thus she planned to renew her old relations with her schoolmates.
She first contacted Mélanie M’Chich ,who lived since they left university in United states working for Accenture, her career was just starting to blossom but it didn’t stop her from quitting as well for a new perspective. Mélanie was thrilled by the opportunity to create her own company.
Madina was found months later , she had left Europe for Senegal where she became the first woman prime minister , helping out her parents original country, had always been a goal for her. After the loss of the presidential elections, disappointed by politics she finally joined the others for new adventures.
Kawtar Chahad, Aleksandra Batacchi, and Nisma Le boul were hired two months later in February 2002.
Kawtar called “The Brain” by renowned economist all over the world had the great honor to gain the Nobel prize in economy. Her theory “the 2000 New deal” prevented the world from a great global economic crisis. She was still teaching at Harvard when Vithushini approached her, in fact she needed an expert in economic international stakes, and Kawtar’s point of view would open wider the view of the company.
Alexandra Batacchi was in Japan when she was called, working as a consultant for cap Gemini there , unsatisfied , she was seeking for new challenges , her expertise of the asian world attracted our founders, especially vitushini.
Last but not least arrived Nisma Le Boul, an old friend of vitushini , she was working for united nations implementing development program in so called “developing countries”. Expert in project management in any field she was the last piece of the company.
One day the founders of Rana had a dream it soon came true.
COMPANY PRESENTATION
Rana consulting group, is a Management and consulting company with a turnover of 75K€. Since founded the company’s growth seem to not diminish. Present in 10 European countries, our company culture is highly based on cross cultural values.
“Any idea is good, wherever it comes from” said our CEO Vitushini Pathirana, a quote that illustrates well our corporate spirit.
Why RANA as a name?
Rana is the abbreviation of the European frog latin name Rana aravelis.
The Frog is our symbol , our moto is to “JUMP INTO A NEW ERA”. The world is evolving really fast, we need, especially in business, to adapt ourselves quicker , with agility and flexibility .
MISSION: What drives us?
Rana combines vast client experience, with deep skills in consulting, technology and outsourcing and knowledge of every business function to clearly shed light on how organization can innovate to become and remain High-performance businesses.
We have a highly customized approach, and in order to keep it , we are committed to:
Creating a competitive advantage through original and unique solutions; Providing new abilities that will help our clients; Driving sustainable impactBecoming the partner of choice to transform our clients business.
An Original Vision
Rana is aiming to be the First consulting Group within 5 years; our goal is to be the first consulting group in terms of market share and profitable results. And hope to be successful by keeping our strong cross cultural value.
We seek to be agents of change, for our clients, people, and the society.
Our Objectives
Rana is a young but successful company, who needs to fulfill our clients’ high expectations. We, as consulting group are sensible to give the best work at all costs. Creativity, innovation are our main concerns in any project we get involve in.
The group Objectives:
-To extend Rana’s activity, focused on the European Market, Rana’s goal is to make business on an international scale.
-To give the most personal answer to our client, we do not believe in standard industry answer’s
-To enhance Rana’s image with a large communication campaign.
-Long term objectives , To be the first Consulting group in 5years in France and Europe.
LocationsRana has offices and operations in 10 European countries .
View local office contact, service and activities information:
Austria(German)
Belgium (English)
France (French)
Germany (German)
Hungary (Hungarian)
Luxembourg (English)
Netherlands (Dutch)
Spain (Spanish)
Ireland (English)
Italy (Italian)
Methodology and Planning: How did we work?
Our task was given on the 1st of September, we had three weeks to elaborate our plan, our client Dauphine represented by Mr Jean François David, had a lot of requirements.
Every week a kickoff meeting was organized by Jean-François David, in order to control the evolution of our work.
Each member had a specific task:
Aleksandra, Kawtar and Vitushini took care of the market study and strategy to adopt.
Madina was in charge of the Marketing Mix , Melanie the financial part, Nisma managed the process of collecting data and communication on our project.
II. MARKET STUDY
Market overview
·Study of opportunities on the executive education market in France and Europe
The European Union is a large market, unexploited in some sectors like the executive education segment. As the USA, Asia and other foreign areas are too competitive in this sector, we decided that the scope of the targeted market will be Europe and France.
European policies support executive education of the working population as it is considered as a priority of in the homogenization of the working legislation framework.
Nevertheless, it is important to highlight that there are many differences between the European countries in terms of executive education.
These disparities between the countries have several reasons. The first reason is the cultural divergence between the European countries.
A study held by the Céreq (Centre d’Etudes et de Recherche sur les Qualifications) in 2005, has can classified the European countries in four categories, thanks to two indicators:
-Access rate to courses and training of the people
- Rate of the companies willing to train the staff
The following graph shows therefore the intensity of executive education in each European country:
Also, the same study has shown that the size of the company influences their will to train or not their staff. The results are that the bigger is a company, the more it’s going to invest in executive education and the smaller is a company, the less it is going to spend money on training.
Finally, the following map shows the global implication of the European Union companies in education training.
In the French market, executive education sector represents a share of 5922 million Euros according to a study held by the government in 2005. This share is divided between 13773 bodies in 2005.
This number includes public as well as private bodies. The private sector has collected a share of 68% of the turnover whereas the public sector has gathered only 28% of the returns.
According to the same study, companies contribute to 52% of this turnover. Also, the average duration of an executive education program was 56 hours in 2006, which equals to a five to six day course. But the trend of the duration of the courses tends to lower. Finally, the study says that the most followed course is about general executive program.
Another recent poll held in 2008 by CEGOS and CSA points out that the duration of the courses depends of each country. According to this poll, the average number of days of training in France is 2 to 3 days (19 hours) against 4 days in Italy.
Also, this research is more precise about the subjects of the courses. It seems that most of the time companies want to get an expertise on the core-competencies of the companies, quality management, environmental issues, information systems and management. But it is specifically highlighted in this report that all courses regarding sustainable development are very successful among companies.
Moreover, this poll gathers information about the type of courses people prefer. Face-to-face courses are successful in whole Europe. 90% of companies in Spain and 98% of enterprises in Portugal have used this process. E-learning programs are also a growing method of teaching. However, mixed programs, combining face-to-face lectures and the e-learning concept are being very appreciated in countries like United Kingdom or Switzerland.
In the next paragraph, the study of the competitive environment of Paris Dauphine University will be proceeded.
·Study on the competitive environment
“Financial Times- open ranking 2009” was largely used in the following analysis as one of most reliable and accurate criteria to identify competition market of “Dauphine Executive Education”. We naturally concentrated on the European market due to high competition in education sector traditionally presented in USA, and following the statements of many business schools that majority of “companies- clients” come from domestic market.
Therefore there are seven European business schools presenting real competition market to Dauphine, four of them ranked in the first ten of the world business schools providing executive education’ programs and coming outside of France (Switzerland, UK, Spain) and next three based in close domestic market, in the region “Ile de France” just 50 km in surrounding of Dauphine, and taking one of first twenty position in open programs’ ranking.
All of the schools are providing “open programs” – specialized and usually short- terms assessments, previously determined in their structure, duration, and financial costs. Most of them provide, more or less successfully, customized program aimed to participants of one single company, or just one team, whose structure is identified, created and adapted according to special company’s needs. Our competitors market is defined by ranking top business European schools in “open programs”, since Dauphine sustainable development program is determined in his structure, including three institutions coming from the region.
European market competitors
Name / Place / Ranking FT:open programs / Ranking FT:
customized programs
IMD / Lausanne, Switzerland / 2. / 4.
IE Business School / Madrid, Spain / 4. / 28.
IESE Business School / Madrid, Spain / 5. / 6.
London Business School / London, UK / 6. / 25.
Domestic market’ competitors
Name / Place / Ranking FT:open programs / Ranking FT:
customized programs
Essec / 95000, Cergy, FR / 16 / 15
HEC / 78350, Jouy-en-Josas, FR / 17 / 2
Insead / 77300 Fontainebleau, FR / 19 / 5
Market trends
There is a growing tendency to “compress” duration of programs. Many of them are composed in just four or five days, or they are split over the year in few (usually four) modules of several days each.
In geographic terms, European business schools are trying to cover not only needs of domestic market, but also those of new emerging markets like Asian and South American. Some of them spread the lectures over their home country by providing courses in other cities other than headquarter’. So that, IE Business School is providing executive education programs in partnership with Business School of Sao Paolo (Escola Politecnica da Universidade de Sao Paulo), moreover their management senior program is a joint program with Chicago Graduate School of Business. IESE Business School has recently opened a “branch” in Barcelona, providing courses in this city, its Munich program is designated to German market, and Warsaw’s program has for target group central-east European corporations. There are special program designed for CEOs in Middle East and China. London business school is providing a Dubai programs, specialized in the regional development strategy and based in Dubai ESSEC has its pole in Singapore, and HEC is cooperating with Tsinghua University of Beijing.
In terms of program structure all the schools mentioned above are still covering general management and economics’ topics like: Finance General Management, Human Resources, Leadership Marketing Strategy, Entrepreneurship. Afterwards these areas are providing more specialized topics like MasterCard Luxury Brand Management Executive Program in Singapore. Beyond areas, many programs are divided according to the level of management. So that, there are courses for middle management and the most lucrative ones is for senior executive managers with more than 15 years of professional experience.
The fees differ according to the school, the placement (the case when the course is taking place in two different countries), and the level of management. For example 3- 6 days in IMD, Lausanne will cost from 11,500 to 14,500 CHF, 5-7 days courses in HEC, Paris from 4900 till 6250 EUR, or AMP Middle East of IESE, Spain, that consists six modules of 4-7 days will cost 33,500$.
SWOT analysis
Strengths / Weaknesses·High flexibility in program structure
·Accessibility - very center of Paris
·Reasonable fees
·Professors coming from best European schools
·Possibility of choosing the language: English or French
·Program schedule in April – enable correction of mistakes from ”first semester” / ·Funding- investment resources need to be confirmed
·No reference in
“executive education” sector
·Old construction of the building, not comfortable classrooms
Opportunities / Threats
·Possibility of future positioning in Paris business center, called “ La Defense”
·Development of new open programs
·Development of customized programs
·Partnerships with other European and Asia Universities / ·Strong competitive market from nearby (HEC, Essec, Insead)
·Non- existence of publicity campaign
·The only public university providing similar courses
Analyze: Opportunities – Threats