The strategic plan document outlines the history and recent decline in students of Nielsen School of Education (NES), a tourism and hospitality training center founded in 2003. It notes opportunities for growth from South Australia's $94 billion in planned projects and renowned education sector. Key issues identified include the loss of international students and need to train new business leaders. The document performs a PESTEL, SWOT, and stakeholder analyses. It establishes a mission statement, shared values, and key performance indicators centered around rankings, student outcomes, and faculty excellence to guide NES's strategic plan for addressing its challenges and capitalizing on opportunities.

1. Strategic Plan
By Aliomar Galvao

2. Overview
StrategicPlan
• NIELSEN SCHOOL EDUCATION (NES) was founded in 2003,
as a tourism and hospitality training centre.
• At time: the market for vocational education supported in
the tourism industry and wineries.
• A key success: training of mid-level manager.
• Had loss of students in recent years.
2003 2004 2005 2006 2007 2008 2009 2010
2011
2012
180 295 353 427 521 615 689 669 651
615
Students per year
Student
Source: NSE
By Aliomar Galvao

3. StrategicPlan
Loss of international students.
Overview
0
50
100
150
200
250
300
350
400
450
500
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
Domestic
Internacional
Source: NSE
By Aliomar Galvao

4. StrategicPlan
Overview
Scenario of Opportunity
• Adelaide’s renowned education sector.
• The Economist Intelligence Unit: Adelaide is consistently
ranked as one of the 10 most liveable cities in the world.
• Executive School located in Adelaide (South Australia):
- The University of Adelaide Business School ;
- University of South Australia (UniSA) ;
- Flinders Business School (Flinders University).
By Aliomar Galvao

5. StrategicPlan
Overview
Scenario of Opportunity
• South Australia: 304 major projects either underway or in
the pipeline, value of $94 billion (until 2018).
. Minerals & Energy (42%)
. Defence (20%)
. Urban Development (16%)
. Manufacturing & Industrial Development (7%)
. Health, Education & Other Services (5%)
. Infrastructure (5%)
. Water Management (4%)
Source: Department for Manufacturing, Innovation, Trade, Resources and Energy – Government
South Australia (February 2013)
By Aliomar Galvao

6. Overview
StrategicPlan
Questions to think:
1. How many new leaders?
2. Which needs education for leaders?
3. Will the demand be answered only by 3 universities?
Like aging generals, many academic leaders
appear to be planning for the previous war, not
the next one.
Kenneth C. Green
Mark Hopkins and the Digital Log
By Aliomar Galvao

7. Stakeholders
StrategicPlan
Students:
• Attract high-quality ethically diverse students.
• High-quality student promotes :
1. Visibility to business;
2. Higher profitability;
3. Valuation to business.
Allumni as reference: valuation to business
Hight quality employee higher participation in decision-
making, better level management .
High-quality trainner: curriculum / program
excellence, faculty credentials, contacts with business and
industry.
By Aliomar Galvao

8. Stakeholders
StrategicPlan
• Banks: interest in the success as a customer, can generate
incentives.
• Government: can endure Pro-investment programs.
By Aliomar Galvao

9. Mission
Statement
StrategicPlan
• Be a world leader in generating new knowledge in the
emerging global economic and business paradigm, and
providing thought leadership to students, corporate
executives and policy makers so that they can be agents of
both economic prosperity and transformative social change.
• We want to be counted among the top business schools in
this country and the world.
• We want to be known for superb scholarship, excellent
students and flawless operations, not just among those who
know us well, but everyone. By Aliomar Galvao

10. Shared
Values
StrategicPlan
• Excellence
• Student Focus
• Business and Intellectual Leadership
• Innovation / Creativy
• Mutually Supportive Community
• Enterprise-level Engagement
• Social Consciousness
• Ethical Perspectives
By Aliomar Galvao

11. P E S T E LStrategicPlan
Strong Economic Credentials
• Australia has recorded over two decades of uninterrupted
annual growth to 2012.
• In the five years from 2008 to 2012 Australia was the most
resilient economy (on a five year average) according to
Institute for Management Development.
• The IMF estimate that in 2013 the Australian Government’s
net debt will be 12.4 per cent of GDP well below the average
of 79.1 per cent for advanced economies.
By Aliomar Galvao

12. P E S T E LStrategicPlan
Stable Political and Legal Environment
• Australia’s political environment is stable and open
providing investors with a high degree of certainty and
confidence.
• Australia’s legal framework is efficient and transparent
driven by a strong system of checks and balances.
By Aliomar Galvao

13. P E S T E LStrategicPlan
Adelaide: The most liveable city
• The 5th most liveable city in the world by the Economist
Intelligence Unit.
• The most liveable city in Australia by the Property Council
of Australia.
• The cheapest of the Australian mainland capital cities
according to Mercer’s Cost of Living Survey.
• The safest city in Australia by Suncorp Bank’s Family
Friendly City Index.
By Aliomar Galvao

14. P E S T E LStrategicPlan
A Government Open For Business
The South Australian Government is pro
investment, supporting business including:
• Direct access to key government decision-makers.
• A dedicated Invest in South Australia team and renowned
case management service to streamline investors’
establishment and approvals processes.
• An ambitious and successful red tape reduction program.
• A commitment to create 100,000 training places within
broader activity to meet industry demand for skilled workers.
• Pro-investment programs including the Plan for
Accelerating Exploration (PACE), which has resulted in
extraordinary growth in the State’s minerals and energy
sector. By Aliomar Galvao

15. P E S T E LStrategicPlan
Location
• South Australia is located at the centre of Australia’s
road, rail and air logistics networks; with time and cost
advantages for air and sea freight transport to key Asian
markets.
• KPMG ranked Adelaide as having lower business location
costs than Sydney, Melbourne and Brisbane in their 2012
international business location costs study.
By Aliomar Galvao

16. P E S T E LStrategicPlan
Labour Costs – South Australian labour costs are 10% below
the Australian average (including 20% below Western
Australia, and up to 10% below New South Wales,
Queensland and Victoria).
• Property Prices – Adelaide’s residential, commercial and
industrial property prices are amongst the lowest of
Australia’s mainland capital cities.
• Construction Price – Adelaide is competitive in terms of
construction costs for the development of new multi-
residential, commercial and industrial properties.
By Aliomar Galvao

17. P E S T E LStrategicPlan
Natural Advantages of a Pristine Environment
• Food & wine is South Australia’s largest export earner with
high quality grains, wine, seafood, meat, dairy, fruit and
vegetables grown and produced in diverse, pristine, natural
environments across the State.
Forestry
• 188,000 ha of plantations; • Softwood Radiata pine;
Hardwood Tasmanian Blue Gums
By Aliomar Galvao

18. SWOT
AnlysisStrategicPlan
Strenghts
* the cutting edge of curriculum design
and delivery;
* dedicated teachers
* high quality pastoral care;
* quality premises that motivate
students to attend classes and to learn;
* an education provider to which
students will always refer their friends.
Weakness
* Build trainner team for executive
education
• Build programm
By Aliomar Galvao
Opportunity
* All figures presented in PASTEL
Analysis.
Threats
* Competitors get ready for demand
• New competitors
•

19. K P I’ s
Measures of success
StrategicPlan
• Ranking of individual programs
• Student satisfaction
• Retention of top faculty
• Instructional excellence
• Student placement
• Success of students after placement
• Professional development experiences for students.
• Faculty research quality, productivity and impact
By Aliomar Galvao

20. ConclusionStrategicPlan
The current environment demands increasing accountability from
business schools especially those schools seeking AACSB accreditation.
The proposed framework centered on the Balanced Scorecard approach
offers an alternative for developing and implementing a strategic
performance management system in a business school.
The implementation of a strategy based on the mission statement
requires communication and active participation by not only the business
school faculty but the faculty and administrators across the campus.
By Aliomar Galvao

21. ConclusionStrategicPlan
This would lead to consistent messages and sets of priorities throughout
each academic school or division. Through continuous improvement, each
faculty member will gain a thorough understanding and appreciation for
the strategy, implementation of planning, and results achieved.
A successful BSC can provide feedback to the administration and faculty
that can lead to a long-term process that will foster individual and
collective growth resulting in improved organizational performance.
By Aliomar Galvao

22. StrategicPlan
Thank You!
By Aliomar Galvao