A variety of tools and techniques for strategic management analysis and identification of the mission and vision of an entity were applied by the Power Consulting Group Inc. to the environmental and organizational situation of University of Northern British Columbia. Amongst the tools and techniques used, the stakeholder analysis and the macro power techniques yielded the strongest recommendations as to the strategy that the University should adopt in order to align its mission, vision and objectives with a corresponding strategy.
It is possible for us to use the tools and techniques to propose a suitable recommendation - this is possible because of the nature of the analysis. The methodologies applied have been developed over the years by strategists and analysts having great experience in strategic management and the designing of strategic solutions for a wider variety of organizations than the average manager. Thus, keeping into view the factors in the University and its alliances, the Macro branch of the power school can be used as the primary analysis factor in proposing two broad strategies that the University can adopt. The current alliances of the University with governments, alumni endowments and exchange programs with international universities leads to the proposition that the University could work its strategy in two directions:
The two strategies have mer...
A consolidation strategy aimed at no expansion, but improvement of the quality of the students.
The two strategies have merits and demerits of their own. The first strategy warrants newer alliances with local high schools, downtown restaurants, cellular phone companies and even to the extent of replacing Aramack by Starbucks at the campus. This strategy is entirely focused on growth and extension of the name of the University in all four directions - there is also the possibility of an MBA program institutionalized.
The second strategy is geared towards improving the quality of the student life and ensuring that the alliances made for this strategy are purely helping the operational strategy of the University. By this it means that having scholarship alliances, environmental friendly food campaigns and clubs apart from alliances with local farmers and Canadian universities, the UNBC will be aiming to consolidate its existing position in order to trade its expansion strategies with a better exchange program for its students.
Students would be benefiting from the University's alliances in many ways. The expansion strategy would mean that strategic alliances and partnerships would yields benefits for students in the form of discounted meals from restaurants, discounted computers and new packages and offers from cellular companies targeted especially towards the students of the University. The aim here would be to enroll as many students as possible at the University so that the alliance partners would be able to benefit by the quantity of sales and revenues.
On the other hand, the consolidation strategy would mean that students would be open to more exchange programs in more countries and that there will be newer horizons for students to explore with