Us Uk Marketing Strategies Cases Research PDF Download

An university looks to areas where which can make cuts and achieves efficiencies, an university should start farthest from the core of teaching and research ancillary services. Cutting from the outside in and building from the inside out. Growth in programs and research, increasing faculty and student demands and increasingly compliance requirements have all contributed to the growth of administrative costs. The reasons are often very legitimate. But as new programs are added, old programs often are closed down in some university ancillary services, e.g. unimportant administration internal service . The resulting breadth of campus activities creates too much complex it for staffs to manage with any efficiencies of scale in university. Units don't trust one another or the center to provide ancillary services. Data center management is a good example of fragmentation on campus. At the university, the central information technology group managed fewer than half of the servers on campus in its data center. For the servers located in the colleges, fewer than half were managed by college information technology groups, the rest were considered hidden at the department or faculty level. Despite the internet data and security risk of having too many unmanaged serves on campus in the university's central information technology department. In similar cases, outsourcing data centers would be a good solution. Third party data centers could provide more solutions, higher levels of securing, greater flexibility in capacity and lower cost than internal solution. Redundancy, an university is an many other campuses, it was managed at the department level, there were no product standards and each department negotiated its own vendor contracts. A sample of purchase order showed that the same item was being bought for as much as e.g. 36% more in some departments than in others. By centralizing end, standardizing more if its procurement to expect to save more expenditure. An university hierarchy, most campuses have too many middle managers. Before it reorganized, an university has average spans of control (the number of employment). Campuses engage to save cost. An university campuses engage in too many activities that require to broad a skill set to effectively deliver in house. Take information technology application management for example, not only does it need to support classrooms and research needs across a diverse set of disciplines ( history, music, law, engineering, biomedical science etc. different subjects), it also has to cover functions ( finance, human resource, research, administration, student registrar, libraries and student services etc. functions). It weren't enough, information technology also has to serve industries beyond the core academics, including bookstores, retail food, debt cards, total museums, publishing houses. A single IT group would have a hard time managing all it that well, given the expertise required, leading to either poor service delivery, sub scale and costly delivery.Outsourcing more of non core activities would reduce campus complexity and cost. Third party provides have greater scale capability and skill because the outsourced service is their core business, enabling them to deliver the same or better service at a lower cost. In order to reduce aministrative costs without diminishing service and perhaps even enhancing it's campuses will need to subscale operations by creating shared service or outsourcing improve processes by eliminating low value work and automating much. Better manage university assets to whether it is real estate, physical assets or intellectual property, a number of activities where partnership with third party providers would allow for financial relief and improved performance. Hence, an university can also invest its intellectual property to build its build to raise its market value for long term to raise its sale price for long term.