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8. Interim report – early indications

8. Interim report – early indications. Recommended areas to explore Develop a clear proposition for engaging business community Internally focussed – need to focus on external market & customer needs Prioritise resources and activities based on market needs

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8. Interim report – early indications

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  1. 8. Interim report – early indications • Recommended areas to explore • Develop a clear proposition for engaging business community • Internally focussed – need to focus on external market & customer needs • Prioritise resources and activities based on market needs • Develop brand positioning based on market needs and competitive advantages • Develop multi-disciplinary capability and positioning • Communications – key messages, simply articulated and presented • Process improvements: e.g. easier access and interface with University • Develop sales strategy that supports delivery of University objectives • Embed business thinking and terminology in the University

  2. 1 9a. Strategy Development 10.1 Understand Market 12. Design the offering 10.2 Recognise Environment 10.3 Understand customers 11.2 Identify competitive advantage 11.1 Define competencies 16. Create effective collateral and messages 15. Reach the customer: differentiate by type 13. Develop the Customer Proposition Monitor, review, feedback and iterate 14. Communications

  3. 9b. Strategy Development • Market Demand • “Size of the Opportunity” • Growth & opportunity areas • Government Priorities • Competencies • Recognised domains of expertise • Advantages vs competitive set • “Customers & Audience • Networking to identify & acquire & develop • Mine existing CRM system(s) • What businesses need from HEI • Environment • Structures • Processes NB: The terms B2B (“Business to Business”, UBC (University-Business collaboration) and BUC (Business -University collaboration) are used interchangeably herein,

  4. Current Revenue Streams 2010/11 10a. Market Demand: Size of the Opportunity • All HEIs: £3.3bn NU: £0.011bn (0.335% of all HEI income) • ca. 140 suppliers, tens of thousands of (potential) customers NU Share of National Income 0.335% 0.11% 0.13% 0.11% 0.09% 1.22% 6.10% 0.00% 0.14% Source: HEBCIS & NU data

  5. 10b. Understand market: Gov’t priorities “Britain open for businessGrowth through international trade & investment” • “The Wilson Review on BUC” • Businesses have needs in diverse domains, e.g. • applied research in advanced technologies • in‐company up-skilling of employees • bespoke collaborative degree programmes • science park developments • enterprise education • entrepreneurial support for staff and students • higher‐level apprenticeships • skills development of post doctoral staff • No single HEI can operate in all domains UKTI 2011 • Technology • Low Carbon • www.ukti.gov.uk/download/file/148300.html‎ “These sectors … are underpinned by two cross-cutting areas – Technology and Low Carbon − whose breadth means that they drive, and enable, all the other sectors” • Wilson Review: https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/32383/12-610-wilson-review-business-university-collaboration.pdf

  6. 10c. Market Demand: SMEs generally • What SMEs need from HEIs • Wilson: SMEs seek to grow by: • Up-skilling their workforces; • improving leadership skills • employing more staff • increasing worker productivity (procedures or technology) • the exploitation of new markets; • developing new products • All of these areas offer opportunities to HEIs from SMEs in B2B services • CPD, KTP, Consultancy & workplace training • Business Development, Marketing, Languages • Consultancy, workplace training, R&D; curriculum development, sandwiches • Mentoring, (Business) psychology, CPD, KTP, higher degrees • Fill recruitment gap by consultancy or secondment (as well as graduate placement) • R&D, KTP, IP • NESTA: the defining feature of the fastest growing 7% of businesses from 2002 to 2008, generating half of all new jobs created during this time, was a passion for innovation. In no particular order NESTA: http://www.nesta.org.uk/

  7. 10d Market Demand: SMALL Businesses • What SMALL businesses need from HEIs • BIS: SMALL BUSINESS SURVEY 2010. Small businesses intend to grow by: • Increasing the skills of the workforce: 75% • Increase turnover by exploiting new markets: 75% • Reduce costs by increasing the productivity of workers: 67% • Increase the leadership capability of managers: 60% • Employ more staff: 64% • Develop new products: 52% (Other means: 3% ) • Small businesses do not seek-out HEIs for advice/support: “SMEsdo not see HEIs as sources of advice/expertise – they rely on the traditional sources: accountants, consultants, Business Link local services or solicitors. Business networks, LEAs/LEPs, Chambers of Commerce etcare rarely the first port of call.” • Typical ‘first contacts’ for advice/support by SMALL businesses: Accountant: 37% Consultant: 20% Business Link local: 12% Solicitor/lawyer: 10% Trade assoc: 7% Bank: 6% Other specialists, e.g. HR/Marketing: 4% Businesslink.gov.uk : 6% Business networks: 2% Chamber of Commerce 3%BIS: 3% Enterprise Agency: 3% Other Governmental Organisations: 2% An RDA: 1% Federation of Small Businesses: 1% 99.2% of UK businesses are “small”, they employ 46% of the UK’s workforce and contribute 29.4% of UK plc’s wealth. www.fpb.org Definition of “Small Businesses”: 0 – 49 employees

  8. 10e. Market Demand: Medium Sized Businesses • CBI: What MSBs businesses need from HEIs* “MSBs will struggle to grow beyond £10m turnover without …” • Acquiring new management and leadership skills • Bringing new talent and ideas into the business • Choosing the right finance strategy for growth • Establishing an export strategy • Exploiting opportunities to collaborate on innovation “[growth also relies on] firms having supportive professional networks involving banks, universities, legal and accountancy firms, large companies who are customers of MSBs, as well as the government.” • MSBs punch above their weight • MSBsrepresent less than 1% of companies in the UK – by number • But they employ 16% of all employees and account for 22% of the UK’s total revenue • MSBs more likely to engage with national organisations such as TSB, LEPs, RCUK, UUK, CIHEetc (See Appendix). Note the subtle change of emphasis between Wilson's view of the needs of SMEs and the CBIs view of the needs of MSBs • Up-skilling their workforces; • improving leadership skills • employing more staff • increasing worker productivity • exploitation of new markets; • developing new products UUK: Universities UK (www.universitiesuk.ac.uk). TSB: Technology Strategy Board (www.innovateuk.org). LEP: Local Enterprise Partnerships http://www.lepnetwork.org.uk). CIHE: Council for Industry and Higher Education (www.cihe.co.uk) RCUK: Research Councils UK www.rcuk.ac.uk * CBI “Future champions: Unlocking growth in the UK’s medium-sized businesses” 2011

  9. 10f. Market Demand: Large Businesses • Training & CPD; Consultancy, KTP & R&D CBI/EDI/Pearson education and skills survey 2011 & 2012. • Shortage of STEM Graduates • Concerns about “employability skills” • Growing demand for STEM skills in low carbon, pharmaceuticals and digital media: over 40% of employers have difficulty recruiting in these areas. • Shortage of skills = opportunity for KTP, consultancy, R&D collaboration • What they can’t recruit, they have to buy. • Training opportunities still exist • Despite … pressures 81% plan to maintain or increase training investment • a positive balance of +17% of firms in manufacturing intend to increase their training spend, widespread reductionsplanned in the public sector. • Key Sectors: • Manufacturing, Engineering/HiTech/IT/Science & Professional Services STEM: Science, Technology, engineering & Maths. Employability Skills:: e.g. team working, problem solving, work experience, initiative, time management.

  10. 10g. Market Demand: Large Businesses • Large businesses still have budgets and plans to engage with HEIs in many domains and sectors. £651m See also Part 1 & Appendix.

  11. 10h. Environment: Optimal B2B Performance • Wilson • Optimal B2B performance requires: • Explicit decision about domains of operation (“define your competencies”) • Effective enquiry systems (point of contact for businesses with HEIs) • Referral/ collaborative mechanisms (within and between HEIs) • Improvement in & achievement of UBC is best attained through cultural change (e.g. incentivise academics to engage) • Progress is delivered through belief, commitment and leadership. • S2BMRC*: • ‘Cultural change’ (via “motivation strategies”) is essential to implementation, without which “real progress’ cannot begin to be achieved . • Academics must be engaged with [committed to] UBC for it to be effective “The State of European UBC- Study on the cooperation between Higher Education Institutions and public and private organisations in Europe”: Science-to-Business Marketing Research Centre, MünsterUniversioty of Applied Science , 2011. [S2BMRC] http://www.ub-cooperation.eu/pdf/final_report.pdf. See appendix.

  12. 10i. Environment: Causes of Failure • Common & key causes of failed engagement [Wilson] • Mismatch of aspiration: Business needs do not align with mission & strategy of HEI • Capacity constraints: HEI cannot meet time-scale demanded by business • Capability mismatch: HEI does not have skill-set or facilities required by busies • Bureaucracy: funding or approval cycles are too long to business to tolerate • Financial constraints: Narrowly focussed “Full economic costing” (failure to value intangible benefits of the wider virtuous cycle and benefits of business input) results in unviable pricing. • Sustainability: the project horizon does not have an acceptable payback period for the HEI. • Mismatch of objectives: differential expectations of outcomes from collaboration are not mutually recognised [and accommodated]. • Contractual issues: agreement on matters such as IP, liabilities & indemnities are increasingly problematic issues • Ensure the offering deals with these matters as part of the package or • Avoid engagement where these matters cannot be resolved

  13. 11a: NU key competencies • Currently in the middle of the pack with a 2nd & 3rd quartile offering: Although some ratings can be subject to “gaming”, they are nonetheless valid measures of perception. 2008 RAE Exercise, See Appendix

  14. 4Q 2Q 1Q 3Q 11b: NU key competencies Engineering & Environment Heath & Life Sciences Art, Design & Social Sciences Business & Law Exploit Develop Develop or ignore? CUG Overall, Research and Graduate ProspectsRank 2013 Ignore • Nursing • Drama, Dance, Cinematics • General Engineering • Hospitality etc • Politics • Hist of Art, Arch, Design • Acct & Finance • Bus Stud • Comms & Media • Comp Sci • Education • Food Sci • French • Land & Prop Mgt • Sociology • BioSci • English • Geog & EnvSci • Law • MechEng • Architecture • Sports Science • Allied Medical • Building • German • Psychology • Town & Country Planning • Art & Design • Social Work • Italian • History • Linguistics • Maths • Social Policy • Elec & Electronic Eng • Iberian langs • Library & Info Mgt • Chemistry • Economics Q1 Q2 Q3 Q4 Source: http://www.thecompleteuniversityguide.co.uk/league-tables 14

  15. 11c. Current Brand Attributes • Positive brand Attributes • Combination of academic & theoretical expertise with practical & implementation skills & experience • Partnerships and ‘embedded’ collaborations • Domain expertise – academic, theoretical & practical • Objectivity • Cost advantages

  16. 12. Designing the Offering • Collaboration • Innovation • Objectivity • Large Business • SMEs • Public & 3rd Sector. • Budgets • Open to collaboration • Talk their language • Local & Regional • National • European • International • Large Business • Small & Medium Enterprises • Public & 3rd Sector

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