Annamalai

UniversityTraining &

Development Centre

Annamalai Nagar.608002

Co-ordinators & Resource Persons:

Selvarasu A MutharasuRajmohan

PannerselvamVenkatesan BArunmozhi R

Is the ability to influence others to voluntarily make day-to-day decision that enhances long-term viability of the organization while maintaining short-term financial stability

Understanding SL as wealth creation tool

Refreshing marketing, information, project lean leadership with its key performance indicators (KPI)

Discussion on Managerial, Visionary and SL

Exercise on Strategic Marketing Leadership

To discuss the concept of Strategic Leadership and its domains

To set goals towards STDUENT LOYALTY

To understand the need for key performance indicators in higher education from institution centric to student centric

Strategic Leadership & Strategic Marketing Leadership by Selvarasu A Mutharasu

Strategic Project Leadership by Dr R Arunmozhi, Asst. Professor

Strategic Lean Leadership by Mr B Venkatesan, Asst. Professor

Strategic Information Leadership by Dr P Rajmohan, Asst. Professor

Top level management team Teaching staff Team Advisory team members Head of the institutions Business /Corporate Association Government planners

Historical perspective of Strategies in Business to Strategic Leadership in Business

Marching towards Higher Education

Winning competitive positionIndustry Profitability Competitive ThinkingInvisible Hands Visible Hands M-FormsDevise strategy with perceived strength and competitors weaknessStrategic Factors – Operational and Organizational

Game Theory Zero sum & Non-Zero sum

Lear

ning

Cur

ve

Army (Manpower) vs Navy (Technical, Engineering skills)

Dis

tinct

ive

Com

pete

nce

Cost LeadershipDifferentiationFocus1985

Relationship with Managerial Leadership and Visionary Leadership

Above Normal PerformanceNormal PerformanceBelow Normal Performance

Michael Treacy & Fred Wiersema (1995)

How Dell can charge out Compaq? How Nike can run past Adidas? How Home Depot challenged by Door

Delivery supply?

Answer is ‘Redefining Value for Customer’

‘More value than competitor’ ‘Raise customers’

expectations’

Making bundle of values Out of three, any two bundle make a

combination Varies customer to customer and

segment to segment

They become ‘Masters of Two’ Nike for Product leader – Leading edge Sports shoe

Johnson & Johnson with optical disposable lens (Acuvue)

Dell reduced friction cost (reduce transaction cost) by avoiding distribution cost and price

Insurer providing both customer intimacy and operational excellence

Speed in Examination result and accuracy in awarding marks

Placement and quick results Future studies and exam marks GE had Direct connect customer demand

and not on inventory

Telephone-Computer system to recognize clients by phone number

Choosing Discipline(or) Choosing customer

Teaching: Gap Analysis, Blueprinting, Fail

points Analysis

Research: Qualitative Tools - Nvivo Bibliography Tools – EndNote

Extension: ???

Students’ satisfaction Students’ equity Students oriented mindset Student network related ties Students efforts and abilities Boundary spanning commitment Brand Students lifetime value

AHP – Priority Analysis – Game Theory

Contents – Words, sentence, story telling

Delivery Methods, Means & Time

Understanding ability & Preparedness

Academic quality Administrative quality Social life Support service Infrastructure facility Satisfaction with self Satisfaction with University Image Loyalty1(Highly Dissatisfied) – to- 10 (Highly

Satisfied)

Internal Marketing Mix Acculturation process No need for Specialized Marketing effort but

all of us do marketing internally and externally

BRAND BUILDING by Re-Positioning Personal branding Knowledge branding Information leadership Project leadership Lean (Continuous Improvement)

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