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BPODS: BPO Dauphine Seminars

BPO Dauphine Seminars To the attention of Investors 28/09/2009

Adriana Bastidas

Alice Cahen

Amina Bencheikh

Caroline Boczulak

Elena Krivtsova

Nicolas Ulmann

Jonathan Lucas

Othman Elboukkouri


Table of contents

Summary .................................................................................................................................... 3 I. Situation Analysis .............................................................................................................. 4

1. Market Needs ................................................................................................................. 4 2. The Company ................................................................................................................. 4

a. BPODS (Business Process Outsourcing Dauphine Seminar) .................................... 4 b. Organization ............................................................................................................... 5 c. Mission ....................................................................................................................... 5 d. Service Offering ......................................................................................................... 6

e. Positioning .................................................................................................................. 7 3. Planning & Methodology ............................................................................................... 7 4. The Market ................................................................................................................... 10

a. Market situation ........................................................................................................ 10 b. Market study ............................................................................................................. 14

II. Marketing Strategy ........................................................................................................... 34 1. Value Proposition ......................................................................................................... 35

2. Critical Issues ............................................................................................................... 35 3. Financial Objectives ..................................................................................................... 35 4. Marketing Objectives ................................................................................................... 35

5. Messaging ..................................................................................................................... 36 a. Slogan ....................................................................................................................... 36

6. Marketing Mix .............................................................................................................. 36

a. Product Marketing .................................................................................................... 37

b. Product ..................................................................................................................... 37 c. Pricing ...................................................................................................................... 41

d. Promotion ................................................................................................................. 41 e. Place ......................................................................................................................... 45 f. Competitive advantages ........................................................................................... 46

g. Sales Plan ................................................................................................................. 50 7. Implementation schedules ............................................................................................ 51

III. Budget .......................................................................................................................... 51 1. Financial analysis ......................................................................................................... 51 2. Costs Forecast .............................................................................................................. 52

IV. Risk analysis ................................................................................................................. 55 V. Future ............................................................................................................................... 56

1. Expending BPODS worldwide ..................................................................................... 56 2. Diversify training ......................................................................................................... 56

3. Make partnership .......................................................................................................... 56 VI. Information‘s gathering ................................................................................................ 57 References ................................................................................................................................ 59


Summary

Summary Nowadays more and more organizations are implementing themselves in order to increase

their part of the market share.

New concepts are always created to help such firms to find tools which could help them. This

new vision of the company comes from the development of globalization.

A strategy called Outsourcing is one of them. It has been created to support businesses' needs

to face world competition. Outsourcing can be defined as « the strategic use of outside

resources to perform activities traditionally handled by internal staff and resources » (SCM).

It is a strategy by which an organization contracts out majors functions to specialized and

efficient services providers, who become valued business partners. Outsourcing can be done

within a filial of the company or by another company that do not have any link with the firm

but become partner. Most of the firms departments can be outsourced. According to a survey

done by Intel business exchange, the most popular function to outsource was Information

Technology and administration. Logistics, call center and finance functions round out the top

five.

This phenomenon started after the Second World War when American businesses intended to

increase imports to war ruined Europe and Asia for those regions' respective economic

recovery (Handfield, Rob 2006). It was more significant in the 70's and 80's. Nowadays,

companies spend a large budget on this strategy. On average, large companies are spending

$37 million on outsourcing projects already in works, with 15% of them shelling out over

$100 million per project (Intel Business exchange).


I. Situation Analysis

BPODS offers high-level expertise Seminars in Business Process Outsourcing. It focuses on

providing conferences based on the experience of Dauphine professors, alumni and some

Guru's of Outsourcing.

This year we intend to have different executives from major companies like PSA, SOCGEN,

LVMH... We will also look for partnership in next years with other consulting companies as

CSC and capgemini.

1. Market Needs

Over the past century, many multinational firms have changed their way to work from a

multi-domestic way (each country manage separately) to a global way. Thus, the

implementation of a new strategy is required to attain competitive advantage in the global

economy. Therefore, Outsourcing is an inevitable response to globalization.

Furthermore, the global recession that started in the United States in 2008 had a worldwide

impact and still continues to affect global economies. It causes a decrease of the activity

growth. The current situation encourages the development of such strategy. In this context of

recession it is even more required by the companies to face the decline of worldwide activity.

Organizations engage it as a strategy to lower their costs to keep up with the competition

(Handfield Rob, 2006).

2. The Company

a. BPODS (Business Process Outsourcing Dauphine Seminar)

Business Process Outsourcing Dauphine Seminar (BPODS) has been created 1 year ago. In a

context of globalization and high competition, reduction of cost is one of the main point firm

has to face. In order to help such organizations to keep competitive advantages, our team of

specialists realized how important and beneficial it was to outsource services within a

company. They have to make better use of time or energy. Therefore we decided to invent a

new type of training. The principal theme of the summer school courses in University Paris-

Dauphine will be the Business Process Outsourcing. This solution is the key to recovering

from the downturn. Our courses will train the participants in helping their company realize

benefits.

The Brand name chosen is BPODS. Indeed we are specialist on outsourcing and trainings are

organized by Paris Dauphine University. Therefore we thought BPODS would be the more

obvious and relevant name.


b. Organization

Our team is constituted by eight specialists in different sectors. Two of us are specialized in

marketing research, two other are researcher in outsourcing, two others are working in well

known financial group and the two other one have been doing training for 9 years. Our

specializations enable us to do an efficient work. We create live experiences that transform

trainee's behavior and consistently add value to give our clients the results they are looking

for.

c. Mission

As an executive seminar provider, our mission is to bring the participants the keys to

understand the added value provided by the business process outsourcing, and how it could

help them to refocus on their core competencies, in order to keep a sustainable development

on the market.

Through research and teaching, University Paris Dauphine provides a high quality education,

always correlated to the needs of the market and the industries.

Ranked as the number one among the French universities, preferred from the large companies,

it will be a perfect environment for them to discover or to complete, all the leverages of the

future economy.

Executive education is a way to learn concrete skills, useful in main activities, which could be

a strategic tool for one‘s career, and also for the growth of a company. The most important

issues will be approached, with some worldwide known experts, working in the most effective

companies in outsourcing.

CEO

ALICE

Communicat

ion

Adriana

Marketing

Amina

IT

Othman

Vice

President

Jonathan

HR /

Training

Caroline

Finance/

Acounting

Nicolas

Sales

Elena


d. Service Offering

The principal theme of the executive seminar in University Paris-Dauphine will be the

Business Process Outsourcing. Indeed, outsourcing refers to the currents events since

companies need to low costs or make better use of time or energy. Outsourcing is key to

recovering from the downturn. That is why; University Paris-Dauphine's summer school is

unparalleled. In fact, if several prestigious schools offer various executive courses in summer,

only University Paris-Dauphine puts forward executive courses on outsourcing focused in

Finance & Accounting and Information Technologies. For companies outsourcing is a stakes

since it involves the transfer of the management and/or day-to-day execution of an entire

business function to an external service provider.

Among other key findings, 70 percent of executives feel that money saved by outsourcing can

help a company grow, and 60 percent believe outsourcing makes a company more agile and

flexible.

Our courses will train the participants in helping their company realize benefits. Nowadays

companies have many reasons to choose outsourcing. For example, for costs saving,

restructuring, to focus on Core Business, to improve quality, knowledge, contract, operational

expertise, access to talent, capacity management, catalyst for change, enhance capacity for

innovation, reduce time market, commoditization, risk management, venture capital, and tax

benefit.

Our course's schedule will focus on outsourcing in accounting, and Information Technologies.

This is why coming to University-Paris Dauphine seems obvious. In a point of fact, Dauphine

is a leader all over the world in research in Finance and in Information Technologies (I.T).

Dauphine concentrates dynamically its research on few fields all focused on the Sciences of

organizations and decisions, as economics, management, law, mathematics etc. Two major

research centers exist: one is oriented on Finance, and the other focuses on management

research and innovation.

Dauphine's scientific problematic can be defined as several disciplines that all carry out their

own research. As a matter of fact, Dauphine is real leader is those disciplines. That can be

illustrated with Dauphine's contribution in creating the Finance Foundation Institute

Europlace and the Risk Foundation but also by its association with the Mathematics Science's

Foundation of Paris.

Choosing Dauphine for executive summer courses in accounting and IT outsourcing is a

chance to join a dynamic research center in phase with the problematic of the current world

concerning management. It's also a chance to do a training course focused on topics that are

relevant today since Business Process Outsourcing in Accounting and IT can be a significant

challenge for companies in the present context.


e. Positioning

Since the beginning, as previously said, we decided to focus on Business process outsourcing.

Indeed this is an actual topic that helps companies to face recession.

Essentially big corporations of the European Union are targeted, because most of the

regulations on Business processes outsourcing (BPO) come from the communitarian

legislation. Therefore, national regulations of the members of the European Union on BPO are

quite similar, which enables us to avoid too much differentiation in the seminars offered.

It appears to be the best compromise for a first year of summer school in Dauphine between a

national target and an international one.

The European Union scope is the best level to launch such a project.

i. Target

Our target would be Executives or Senior Managers, working in large companies. Indeed,

those individuals are the one who make the decisions within their company. They know the

market and are aware of its several opportunities. According to Stanford Graduate School of

Business‘ study, 52% of the participants following training courses are General Managers.

Executive education programs need to be led by the CEO and must develop executive capable

of leading change. Training about BPO would enable them to take the right decision for their

company. We do not want to specify on women or men as both can feel concerned about this

training.

We found relevant to target Senior-level Executives and General Managers with more than 5

years of experience. Indeed concerning the age distribution, 80% of the executives that take

executive courses are more than 35 years old (Stanford Graduate School of Business‘ study).

It is appropriate for Executive from organisations of large size and in any industry.

3. Planning & Methodology

Our group is composed of 8 members.

The work first began by brainstorming sessions in order to determine the project. These

sessions leaded us to several questions:

How can we propose an innovative executive course program?

What specialized area should we target in relation to Dauphine research activities?

How can we propose a forward-looking training linked with companies currents

problematic?

How can we be competitive and attractive?


Then to respond to these questions, we collected data in order to build our project concept. By

collecting data, we also went trough benchmarking in order to establish an overview of the

market, and the competitors. The data collection leaded us to results:

All of the prestigious university over the world, offer executive courses.

BPO courses exist, but are included in training program.

None of these universities offer exclusive executive training program on BPO

Companies outsource more and more as it a solution to face the crisis.

Outsourcing requires knowledge, and specific competencies.

Then, we established the tasks, and assigned them to each of us. It was important to define

deadlines for each step of the accomplishment of our project. We also, scheduled work group

periods in order to share our ideas and feelings concerning the progress of our project, then to

work in sub-teams.

After benchmarking the next step was to analyze the macro environment by using a PESTEL

model which ensures that what we are doing is aligned positively with the powerful forces of

change that are affecting the world. If we take the advantage of change, we are much more

likely to be successful than if our activities oppose it. PESTEL tool helps avoid taking action

that could lead to failure from the outset, for reasons beyond our control. The use of PESTEL

helps break free of unconscious assumptions and adapt to the realities of the new

environment. The SWOT analysis, which is maid through the light of PESTEL model, is

important when formulating strategy. And the interaction of the SWOT elements are one of

the important elements of the analysis, for example the strength can be leveraged to pursue

opportunities and to avoid threats, managers can be alerted to weaknesses that might need to

be overcome in order to successfully pursue opportunities.

We have also used a Porter‘s Five Forces Model in order to know where the power lies in a

business situation, as well as to understand both the strength of our current competitive

position, and the strength of a position we're looking to move into.

With a clear understanding of where power lies, we can take fair advantage of a situation of

strength, improve a situation of weakness, and avoid taking wrong steps.

Another important part of our planning toolkit is the Ansoff Matrix which helped us evaluate

our options and choose the one that suits our situation best, and gives us the best return on the

potentially considerable investment that we‘ll need to make.

You will find bellow a break-down of tasks and a Gantt chart.


ALLOCATION OF TASKS

PERSON TIME ALLOCATED

LAUNCHING

Data collection ALL 7 DAYS

Creative idea Amina 3 DAYS

Context and background Alice 4 DAYS

Product definition Alice 4 DAYS

Segmentation/ Target Alice and Amina 1 DAYS

Methodology Amina Alice Caroline and Elena 3 DAYS

MARKETING PLAN

Marketing analysis

Macro environment (PESTEL) Elena 4 DAYS

Market growth Caroline 2 DAYS

Marketing mix

Porter Elena and Adriana 4 DAYS

Sales plan Othman 2 DAYS

4P Othman 4 DAYS

Company

mission Nicolas 4 DAYS

segmentation Amina Caroline and Alice 2 DAYS

SWOT Adriana 5 DAYS

Competitive analysis Elena Adriana Nicolas 6 DAYS

Financial part Nicolas 2 DAYS

Future Alice 2 DAYS

Booklet Adriana and Jonathan 5 DAYS

Web site Home page Amina 3 DAYS

Layout All 2 DAYS

PPT All 2 DAYS


4. The Market

a. Market situation

i. Market Trends

There are more than 100 business schools around the world offering executive MBAs - and

the number are growing fast. New programs are also doing well. London Business School's

new global executive MBA with Columbia costs a whopping £69,000 and attracted 65

candidates in its first year.

So why, with recession all around us, the executive education have so much success?

Columbia University Business School identified top trends they are seeing in executive

education today.


- Travel - Corporate travel bans have been lifted, making global travel more of a personal

decision. With that, global applications pools are again growing for executive education

programs.

- Credentials - As companies move away from defined perks, executives are beginning to ask

for a new kind of sign-on bonus--executive education. As executives move around more, and

rely less on company executive development programs and mentors, they are beginning to

seek out their own growth opportunities.

- Coaching - How is the executive coaching trend impacting executive education? Can it

replace executive education, or is it an additional tool? Many executive education programs

are incorporating one-on-one coaching.

- Managing Global Work Groups - In most international corporations, work groups are now

dispersed across the globe. What are the best ways to manage these "virtual" teams? New

skills are needed, and these are being addressed by global executive education programs,

often comprised of more than 75 percent international students.

ii. Market Growth

The training of managers and executives, or executive education, is today one of the pillars of

the strategy of business schools. Poorly represented in this sector until the 1980s, they seek to

gain market share relative to private companies, based on their particular research activity,

which constitutes a major competitive advantage. It promotes research both rigorous and

scientifically relevant, business schools have a real effect of the virtuous executive education,

economic gains, cultural and symbolic associated mutually reinforcing.

We can say that this market segment is very open. Indeed, we are the only ones to offer this

type of seminar in France and worldwide. Today, the market for executive education is vast;

almost all major universities and consulting groups offer different seminars.

We decided to focus on BPO, business process outsourcing.

In 2008, the business process outsourcing amounted to 137.7 billion dollars which is

equivalent to an increase of 8.3%.

Below you can see the evolution of outsourcing.

Outsourcing from 2004 to 2009 (in billion $)

Year Turnover of outsourcing

2004 62,0

2005 66,1

2006 70,6


2007 75,4

2008 80,6

2009 86,1

Source : Gartner, April 2008

Given the forecasts and the growing trend of outsourcing within companies, we can conclude

that it is a booming business.

With all these data, we have concluded that outsourcing was a key issue for enterprises and

especially for large companies. Since is a new market and a new approach to cost cutting,

companies are hesitant and do not know how best to outsource their services.

We therefore intend to launch into these seminars to accompany this change and to be on new market segment.

Our offer is unique and therefore n open market.

iii. Macro environment

The PESTEL analysis gives us an overview of all external factors affecting the project, which

have both positive and negative influence, which we have to take into account while

developing a strategy for Dauphine seminars.

Political Universities being privatized

A government initiative creates the risk that

the university may fail to deliver the policy

or be diverted away from local priorities etc.

Changes to the skills required to be a

professor

Requirement to be self managing

Requirement to be self financing

Economic Central or local government funding

decisions may affect school/ establishment

finances

Closure of a local industry may affect fund

raising plans etc.

The need to run breakfast/ after seminars

activities

Ability to invest 'savings/ surpluses'

Cost of providing resources:

o Staff - teaching & support

o Basics - books/ paper

o Technology solutions laptops etc

Interest rates

Shortages of materials on national/


international markets

The risk of highly valued, key staff moving

on to more ‗up and coming' schools/

academies

Social

Closure of local firms who uses seminars

Inability to attract staff

Social networking - blogs, facebook, twitter

Changes to qualifications expected

Integration with local community

Enterprise preference - an increase in

‗enterprise power' has allowed enterprises

more freedom of choice over their

employees executive education university

The risk of highly valued, key staff moving

on to more up-and-coming establishments

Information is accessible to staff anywhere in

the world via the Internet

Staff were not given enough training or

access to effectively change their habits and

how they expected information to be made

available

Technological Changes to standards/ equipment required

Risk of selecting the wrong technology at

times of change (i.e. windows versus open

source)

New computer viruses may affect university

operations

Disturbing/ illegal images on the internet

may affect ICT security measures etc.

Move from paper based books to e-book

readers

Computer hardware being out of date

Computer software being out of date

Time to manage IT systems

Legislative New legislation may create risks of non-

compliance with the law, create new

administrative burdens etc.

Changes to university budget legislation

Change to university opening hours

Changes to funding of charity based

organizations

Health & safety legislation

Environmental A new highway layout near the university

may create new dangers for students and

executives

Waste disposal

Reduction of green space available for

activities


Changes to local bus routes

Using a significant amounts of paper and

photocopier toner to produce printed

information

b. Market study

i. SWOT Summary

STRENGHTS WEAKNESSES

Dauphine: Leader University in finance

and management education

Skilled and efficient professors

Innovative: new study methods applying

new information systems

Program based on market needs and new

business challenges

Strong partnerships with universities and

industries

First promotion in this area

Not affordable for every company

The product is not enough wide

OPPORTUNITIES THREATS

Is the only BPO executive education

Possible international programs with

partnerships

Increasing market

European Network

The executive educational market is

really competitive

Customized executive programs in

other universities

Fast change of the conjuncture


Strengths

1. Dauphine; Leader University in finance and management education:

The advantage that could have the program in these aspects is that Dauphine is catalogued as the

28th

. University at the world's ranking of the top universities, this is a gained reputation and

marketing plan, because for an executive education, the business people look for the best

education, and they refer to the most known institutions. As well, Dauphine is quoted as the 5th

university in the programs of management and finance.

At the same time, we can see the number of students of management and economic sciences,

which show the experience that has the establishment, and the importance that has this sector for

the university organization. Dauphine reputation follows us from the disciplines, and that‘s

something that we can use in our favor

2. Skilled and efficient professors:

In our program, we offer the best quality professors, Dauphine has 400 permanent professors and

more than 160 partnerships with worldwide universities, and it means that we can ensure a high

selection, leading us to the experts in each subject we are going to teach at the program.

A Rigorous selection in terms of CV and professional skills, as well as the recommendations

from our partners, is the guarantee for the participants. This is strength by the fact that,

starting with the best promotion, we are going to have the support of the quality of our

service.

3. Innovative: New study methods applying new information systems: our program is based in 2

steps:

A. the information systems complement the education program, at the base of the program (as we

can see in the chart below) all the process of the program's conception is related with the different

procedures to get to the final result that we are offering, giving to the program solid bases to

present to the "clients". Different software is going to be at the disposition of the participants,

with the goal of maximizing the learning experiences, at the time that they are being coached by

our professors.

B. the courses are designed to have conference from all over the world. For that purpose, we are

giving the participants all the facilities to get to them, video conferences, internet and different

software and other technological material. In this way, the participants do not have the obligation

to go to different parts of the world to have a course with the expert in each area.


4. Program based of market needs and business challenges: After a specific market study

about the BPO summer executive education, offered by different universities all over the

world, we saw that there is a lack of this kind of program, and that is our strongest strength,

be part of a new generation of specific finance and management programs for executives.

At the same time we saw the large number of businesses around the world that are unable to

quantify accurately the benefits which their outsourcing arrangements bring in for them.

However, companies do acknowledge the positive role played by their respective sourcing

providers in the overall organizational success. And that's the market question that we are

going to field, the know-how executive program about the "new challenges of globalization".

Companies are now increasingly looking towards sourcing to provide tangible business

benefits. The evolution of outsourcing has created immense advantages for businesses that

deploy and manage themselves effectively. We have exanimate the global sourcing

marketplace focused on the current trends in the design, development and management of

sourcing initiatives. And our program is the result of the business challenge of business

nowadays. Here are some numbers that help us encourage the programs because of its

strengths.


Update

42 percent of organizations believe their sourcing contract has definitely improved

financial performance

27 percent said it has definitely improved their competitiveness.

72 percent of customers reported that they do not have, or share with their service

providers, criteria for measuring the success or failure of their sourcing arrangement.

As many as 59 percent of organizations interviewed either tracked benefits for IT projects at an elementary level, or did not track benefits at all

79 percent of respondents did not accurately know the costs of selecting a service provider

14 percent of respondents said they had a significant misalignment of financial and

commercial expectations with their service provider

5. Strong partnerships with universities and enterprises: We are willing to use all the

university partnerships to increase our scope, and get to all the business people that are

concerned with the new challenge of globalization, and specifically, the outsourcing.

As well, we are working to get the best partnerships at the outsourcing companies, to get the

experts from them, having conferences directed to study cases. Well known companies as

Accenture, Atos origin, Axa, among others are being contacted to get partnerships, in this

way, we can use our innovative method to get the best education system.

Weaknesses

1. First promotion in this area: Working with new education of business methods, is a risk that

we are dealing with, being the first summer executive program is a weakness in the way that,

people is often reluctant to new methods. Even though the recognition of the university,

opening a new market is always a challenge but is a weakness also, we have no statistics that

enforce our proposal for the executives of the world.

2. Not affordable for every company: Our program is very specific, and our target is really

reduced, in terms of the people that have the minimum requirements to get into the program.

In the same time, we are aware of the economic crisis, and the budget reduction in all the

companies, and that's the reason why we keep our prices relatively low, but if people want the

best quality education, we are going on the way to offer quality instead low prices. In this

way, even if the aspirant to the program has the minimum experience required, we know that

the price is going to be a challenge to the number of real candidates that could get into this

program.

3. The product is not enough wide: Launching a specific education is always a weakness in

the way that the market is restricted, and no all the people is interested in specific knowledge,

more the executive that have to deal with different problems along their occupation.


Opportunities

1. Is the only BPO executive education: after doing an extended analysis of the market, we

concluded that there are not other summer executive educations, this program is a pioneer at

the executive education market. The innovation of the market is always s an opportunity for

business people, and we are leading this new education generation, giving us the chance that

no other school is our direct competitor.

2. Possible international programs with partnerships: the opportunity to enlarge, in the future,

our program in other universities, is a welfare that we could give to other societies, by

increasing the opportunity market in terms of education. Our 160 partnerships all over the

word, is a future plan that could get over the years. The implementation and the improvement

of the quality of the program, taken from experience, is the base of the possible expansion of

it around the world by being useful of our partnerships in the 5 continents.

3. Increasing Market: being the pioneers of anything is always an advantage, in this case, we

are going ahead with the market demands, and that is the reason why, every year the market is

increasing, business people is taking notice of the importance of manage all the outsourcing

process. This means that there is a concerning from managers about the way that outsourcing

should be done and the different steps to take, to get from this new way to make benefit, the

best they can.

We are resolving this concern, and because of that, it can be said that our market increase

yearly.

4. European Network: as said before, we can count with a large network in partnerships all

over the world, and what we expect from this programs is that is gives us the opportunity to

enlarge this network and create a circle of European universities, with two goal to offer the

program in different languages and in this matter, having the opportunity to enlarge our scope.

Threats

1. The executive education market is really competitive: Even though we are opening a new

market, the executive education market is really competitive, the best universities in the world

have good programs for managers, as well, corporations make its own training, this means

that we are not competing only with the institutions specialized in the area, but also with

corporations that prefer doing the training in their establishments, with experts, than sending

its managers to the universities.

2. Customized Education: this could be the greater threat to bear, as customized education is a

form of education that offers almost all the top universities. Universities customize the

program and implement it in their establishment, making the managers training more easily to

the corporations. Obviously that is more expensive and is limited, but a lot of industries are

taking this option to capacitate its managers.

3. Fast change of conjuncture: nowadays, the business scene is changing really fast, and the

needs of enterprises changes year after year, this is one big threat, to continue to improve the

quality and the content of our program, to be adapted to the needs of the client. Outsourcing is

a business option that is being implemented after years, but it is changing in the same way


that communication systems are changing, companies always find new suppliers and for this

reason, this new ways of outsourcing, this is something that the program has to deal with.

Anticipate the market needs and a change is the key.

ii. Porters

Threat of New Entrants

The easier it is for new companies to enter the industry, the higher competition will be. In this

sector of activity, there are low barriers to entry. Different (As) barriers to entry (that can)

limit the threat of new entrants (there are):

Existing loyalty to Business school in France

Incentives for using a particular university or school (for example, in case of managers being

graduates of a certain business school or university)

Fixed costs are not so high

The resources are not scarce, companies have access to them

Cost of switching are not high

There are no particular government restrictions or legislation concerning seminars and courses

within universities for the companies


Power of Suppliers

A pressure supplier can place on a business. If one supplier has a strong impact to affect a

company's margins and volumes, then it holds substantial power. Here are a few reasons that

show that suppliers have power in this sector:

There are not so many suppliers (professors) proposing courses in BPO

There are substitutes like crisis management course

Switching to another (competitive) product (course) is not so costly

Buyers (companies) can do without courses in BPO

The buying industry has a higher profitability as a supplying industry

Power of Buyers

This is how much pressure customers can place on a business. If one customer has a large

enough impact to affect a company's margins and volumes, then the customer hold substantial

power. Here are a few reasons showing why customers have power in this sector of activity:

Big number of buyers (companies)

Large enough volumes of this product are purchased

Switching to another (competitive) product is simple, proposing seminars on other themes,

having professors at disposal

The product is not extremely important to buyers; they can do without the product for a period

of time

Customers are price sensitive (more enterprises at the time of crisis cut expenses on

education)

Availability of Substitutes

Competitors switch to a competitive product or service as the cost of switching is low, then

this poses a serious threat. The following factor shows that there is a significant threat of

substitutes:

There are similar substitutes: services proposed by different consulting companies like

Accenture with relevant quality and price

So there are possibilities of new entrants


Competitive Rivalry

There is an intensive competition between existing firms in our sector of activity. Highly

competitive industries generally earn low returns because the cost of competition is high.

There are different reasons explaining the high competition in our sector of activity:

The main players are the universities of about the same size, as dominant players we could

name HEC, ESSEC, ESCP Europe in France, LBS in London, CEIBS in China.

The little differentiation between competitor's products and services: all courses are divided

by categories (themes) and duration (short term, long term) for the same target.

There is little differentiation competitors products and services

A mature industry, but the growth could be seen in proposing differentiated products, as well

as stealing customers from competitors

Overall overview of the Porter's five forces of competition we could say that the environment

is highly competitive with low barriers to entry, with high power of customers, available

substitutes having similar price and quality and little differentiation between products

proposed by other competitors.

New Forces

We could also complete M.Porter's model by Downes and Mui's New Forces Model by

adding three new forces: globalization, digitalization and deregulation.

Globalization describes the way that businesses using ecommerce as a channel in its various

forms, potentially reach a target. Globalization offers the chance to grow a market beyond the

local barriers of the business. At the same time there are new issues like language and culture

to be managed. Importantly, millions of individuals and firms from around the world become

our potential partners, customers and competitors.

Digitalization describes the way in which storage, processing and transmission of information

impacts processes such as sales and customer service, and we could see the increase in E-

learning, Distance learning and in IT applications usage.

Deregulation represents the opening up of markets that were previously closed by factors such

as monopoly, state owned or controlled production or by restrictive legislation or trade

practices (telecommunications, broadcasting) that could indirectly affect the development of

education.


iii. Ansoff

1. International network: In executive education, there is a high competitiveness at the

different levels of the universities, and an international network is an advantage for each

program that is offered. Even though this is a well known service that has being implemented

in many universities, to enlarge the scope they are getting to. Also, we know that

communication systems are being used for students and professors to keep in touch.

Our goal is to create a new international network based on the information systems, which

means that we use our contacts to get to each expert of the area we need, and we connected

him to the participants by information systems such as the videoconferences, making easier

the process. By this, we are not only economizing the education system, but also enlarging the

possibilities of having the best people in the area, teaching in our school.

2. Technological education methods: we are using communication and information systems

and putting them in the use of the executive program, we know that this is a product that has

being used in different universities. This is a product that is well known in the market, but we

are going further, we want to use this technology to increase our scope by investing in the best

technological systems and offering to the students.

Software is going to digitalize the course for the posterior use of the student. We are having

videoconferences with all over the world, with interaction of the participants, as if the

professor were in the same classroom.

As well, we are going to use this technology, to increase the quality of the education, by later

checks of the content of the same, and to evaluate the level of the courses.


3. Outsourcing Executive education: this program is the extension of many other programs

that have being offered in different universities, but is the only one in its kind, is the only

summer executive education that increase the complete knowledge of managers in the

outsourcing area, integrally, from the history of the business method to the posterior

consequences in the business acts and profitability. We offer a week program that is thought

by experts, to an audience of expert managers. Business cases applied to the theory,

conferences and discussions are based on the aim to increase the capacities that have the

managers to affront the new challenge of globalization, specifically the outsourcing economic

method.

iv. Competition

Direct Competition

HEC:

All seminars at HEC are divided to the following themes: Change Management, Coaching,

Financial Management Human Resources, Marketing, Negotiation, Operations Management,

General Management and Strategy, Leadership, Entrepreneurship. The executive education

includes the following programs:

• Advanced Certificate in Aerospace & Aviation Management

• Advanced Management Program in Fashion and Luxury, China

• Corporate Strategy for Growth

• Creating Value through Strategic Financial Management

• Crisis Management

• Develop Yourself as a Leader

• IRSMI Senior Manager‘s Program

• Leading in Challenging Times, Qatar

• Leading Strategies for Outstanding Performance

• Luxury Management Series, Korea

• Managing across Cultures

• Navigating Sino - EU Opportunities


• Strategic Implementation

• Develop Yourself as a Leader

• Presenting to win

• The Hedge Fund industry at the crossroads: change and opportunities

• Key Account Management

• Strategic Marketing and Customer Orientation

• Negotiating in an International Context

• Managing Operations and Performance

Learning methods: corporate games, situational role plays, case studies, and simulations,

there are also offered presentations and conferences. HEC also actively uses distance learning

(Cross Knowledge self training modules)

Tuition fees and duration: 10 days including meals and accommodation 13,200 - 16,000 $;

5 days excluding meals and accommodation 4900 - 6520 $; 3 days excluding meals and

accommodation 3260-3995 $; 3 modules of two weeks each not including transport 20,000 $.

Participants: mid-career managers with minimum 8 year of experience; executives of large

corporations who are two or three levels from CEO with at least 10 years of experience;

executives with 15 years of experience

The Financial Times has just published the results of its annual ranking of the world‘s best

Business Schools in executive education programs for senior managers and executives.

Language: English.

Location: Jouy-en-Josas (Paris region).

ESSEC:

Short programs are proposed in the following areas:

• Purchasing

• International Relations

• Accounting and Finance


• Personal development and professional efficiency

• Entrepreneurship

• Real Estate

• Innovation

• Corporate Governance

• Leadership and Management

• Luxury

• Operations Management

• General Management

• Marketing

• Sport marketing

• Media and Entertainment

• HR

• Strategy

• Services

Learning methods: lectures, group work.

Participants: mid-career managers, executives of large corporations, directors of small and

medium enterprises.

Tuition fees and duration: 2 days 2033,2 euros TTC 3 days 2511,6 euros TTC; 9 days

4664,4 euros TTC.

Language: French

Location: La Defence – CNIT or Campus de Cergy (Paris region).

ESCP:

Depending on the participants‘ background and the nature of the program, training sessions

can take several forms:

• Executive development seminars


• In-house schools of management for high-potential managers

• Specialized courses for experts to reinforce skills or initiate newcomers to the field

Initiation programs:

• Human resources management-Change Management-Personal Development

§ Face to stress

§ Managing conflicts within organization

§ Charisma

§ Efficient management

§ Optimizing your personal influence

• Finance-Accounting

§ Finance for non financiers

§ Accounting methods

§ Financial Communication

• Marketing-Communications

§ Design strategy

§ Brand strategy

§ Advertising strategy

Learning methods: lectures, group work, discussions

Participants: mid-career managers, executives of large corporations, directors of small and

medium enterprises.

Tuition fees and duration: 3 days 20 hours 2,300 euros TTC; 5 days 2,950 euros

Language: French

Location: Not provided


SBS:

Solvay Brussels School of Economics and Management propose executive education in:

• Business coaching

• IT Management

• Information Security Management

• IT Governance

• ICT Audit & Assurance

As well as having sectorial approach giving courses in:

• Real Estate

• Automotive Industry

• Business Coaching

• Sport Business Management

Learning methods: combination of business cases, workshops and lectures

Tuition fees and duration: 180 hours evening classes with break included 4950 euros; 30

hours 1500 euros; 8 days sessions course material, coffee and refreshment breaks, light meals,

plant visit depending on seminar 5850 euros

Participation: mid-career managers, executives of large corporations, directors of small and

medium enterprises.

Language: English, some courses in French or Dutch

Location: ULB Campus de la Plaine, Brussels


LBS :

The London Business school provides to the student, a range of options that are divided into

three, the open programmes for individuals, a 2 day executive workout programmes and

custom programmes for organisation, what we are interested to see, about our case, are the

open programmes, wich are:

Corporate finance

Advanced Corporate Finance

Corporate Finance Evening Program

Corporate Finance Modular Program

Financial Seminar for Senior Managers

Investment management

Hedge Funds Program

Investment Management Evening Program

Specialist finance

Private Equity

Financing the Entrepreneurial Business

Carbon Finance and Analytics Program

Learning methods: .A mentor from the community will assist the student in the development

of his business idea. Also, cutting-edge academic research, the highest quality teaching and

input from global business leaders

Tuition fees and duration: 6.857,28EUR for 1 week . Meals and accommodation in the

campus included

Audience: mid-career managers with minimum 8 year of experience; and executives of large

corporations who are two or three levels from CEO.

Language: English.

Location: Campus London business School, London


OXFORD:

University of Oxford 2009 portfolio of open-enrolment, diploma and custom programs builds

long-term partnerships:

· The Oxford Private Equity Program

· The Oxford Finance for Executives Program

· The Oxford Diploma in Financial Strategy

· The Oxford International Investment Program

· The Oxford University Business Economics Program

.

Learning methods: Cutting-edge research is blended with real-life application throughout

our portfolio of finance programs.

Audience: Senior functional managers in areas such as operations, information technology,

marketing, human resources, or corporate planning and strategy divisions; Chief Executive

Officers, chairmen and general managers at board, divisional, regional or business unit level;

eexecutives responsible for managing specialist finance teams and Entrepreneurs who need to

understand finance in order to run their business effectively, or raise capital for expansion.

.

Tuition fees and duration: The 2009 program fee of £5,500+VAT includes all tuition,

teaching materials, lunches and one dinner in an historic Oxford college. Accommodation is

not included in the fee. 1 week

Language: English

Location: Oxford University campus, Oxford


CEIBS:

CEIBS Executive Education draws upon their experience to offer organizations in China and

the Asia Pacific with world-class executive development programs, such as

· Mergers and acquisitions

· CFO programme

· Finances for non financial executives

· Financial statements interpretation for decision-makers

· Manager accounting for decision-makers

Learning methods: five core modules, and evening talks on some critical issues in the

finance area. Speeches will be given by experienced practitioners

Tuition fees and duration: 10.751 EURO all charges comprises + 2 weeks

Audience: The programme is exclusively tailor-made for CFOs, Finance Directors, and

senior-level Finance Managers with at least 8 years management experience, who are taking

the role of strategic partner to the CEO or other top decision-makers in the corporations. It

will also provide value to board members who are intended to enhance their finance

knowledge so as to make better decisions.

Language: English

Location: Shanghai (CEIBS Campus, 699 Hongfeng Road, Pudong, Shanghai)


Cheung Kong Graduate School of Business

Cheung Kong Graduate School of Business offers a wide range of Executive Education

programs that draw on real-world expertise and solid research, all programs are focused on

managers program.

Learning methods: courses with lectures and case analysis. The participants connect with

Chinese managers working in Chinese firms as, guest speakers, and company visits. They

organize an industry analysis project.

Tuition fees and duration: 8,564EUR + 1 week

Audience: Top managers of multinational corporations operating in China and Asia Pacific,

including CEOs, presidents and general managers

Language: English

Location: Beijing, Shangai or Sanya


There are plenty of schools doing executives:


Indirect Competition

One of the first indirect competitors could be our future associate: Accenture. Ranked as the

first company in outsourcing, according to the ranking of the International Association of

Outsourcing Professionals, April 2009.

Through their seminars, Accenture‘s managers want to relives the main issues about

outsourcing.

Learning methods: discussions, cases

Participants: Executives from the largest companies

Duration & Fees: a half day / unknown

Language: French / English

Location: Chicago, Washington, Paris...

Even if those seminars could be relevant, they are too short, and not frequent enough, to give

you all the keys to answer to all your needs about the business process outsourcing.

Though, others outsourcing companies could provide education through seminars or compete

with our executive education through consulting activities.

The consulting companies, like IBM, Accenture, Capgemini... among the top 5 of the 2008

Global Outsourcing 100 appear like competitors, because through their activities, they can

make obsolete the education about BPO.

To give a concrete example, about a specific issue, knowing the quality of a company, it could

seem more relevant to ask a consulting group to solve the issue, instead of training your

manager to produce a solution, whereas he does not have any experience on the business

process outsourcing.

Method: consulting

Participants: Junior and Senior Consultants

Fees / duration: about 3000 USD per day, min 2months needed


Location: your office

Even if the result would be the same, with this method, you will not make participate so well

your employees, to the transformation of your company. The fact that an external company

come to implement this business process outsourcing, will create some reluctance to this

process.

Moreover, you will spend a lot of time to coordinate and explain your needs to your

consulting company.

A last competitor could be the books, written on the subject, dealing about the same issues

that you meet, and written by experts on the BPO.

Method: reading

Participants: the reader and the writer?

Duration/Fees: a hundred days / a hundred dollars

Language: English

The main issue is that books will not provide you a concrete and customized answer to your

needs. At first, it will be difficult to find the one, which switch to your issues, and then, it may

be too conceptual, too theoretical, to let you solve your problems or your questions about the

business process that you would like to outsource.

Another issue is to find book really on phase, with the daily economy, because it changes

every day.

II. Marketing Strategy

Our strategy involves focusing on a specific area of expertise in which we are as strong as

any summer school in the world. We are true experts in Outsourcing Process, especially for IT

companies.

BPODS will not focus on markets; but will limit segments on major large companies.


1. Value Proposition

Providing quality service is critical. Our business and individual clients judge our competence

based on how we teach them. This is their primary - and in many cases their only -

measurement of our capabilities. Our Value Proposition to the client is that we will teach

them how they can manage a BPO better than how they can do it. We will work closely with

our clients to make sure we know what their goals are, where they are financially and where

they want to be in the future so that every seminar we provide is personal and custom-tailored

for our clients. We are not going to only compete on price; we compete on quality that makes

the price more than worth it.

2. Critical Issues

The most critical issue is to make people know our program and trust it. Even thought the

university has world recognition, the way we are entering to the new market is different, and

for that reason, we have no statistic that support the quality and efficacy of the product. The

market is very competitive and stands by the user's recognition, so we have to have a splendid

first program to continue and survive in the first period. We are not only investing money but

also, the tradition of the university.

To step this issue is mandatory to deliver a first quality product from the first day, a good

coordination of all the actors and a good reception from the consumers.

Most of the consumers are guided by the experience that can be quoted, we have to convince

people that this is what they are looking for, and the investment is worth it. We have an only

way to do this and it's by the excellent experience of the first promotion, to quantify the

superiority of our product, in this case we can go on, and enlarge our scope.

3. Financial Objectives

- Gross margin higher than 80%.

- Contribution margin of approximately 50% of sales by the end of the third year.

4. Marketing Objectives

We need to establish ourselves as reference. This means being quoted in major trade

press, speaking at industry events, and gaining recognition. Our measurable and specific

objective is to be introduced as established experts in the field of BPO seminars.


We need brand-name reference clients. By the end of this year, we need three major

brand names we can cite as clients. We need to be able to reference by name and contact

phone number.

Propose an executive summer school specialized in specifics topics

Respond to current problematic companies face today.

Bring together the most skilled participants in order to respond to the executive's

expectations.

Encourage an interactive experience between participants and executives.

5. Messaging

We do have a strong message, a major part of which is the feeling of confidence and certainty

we create as we deliver that message. We have more detail below, but we can summarize

here: We are experts in this topic.

a. Slogan

The main role of training is to offer the best formation to people. We wanted to make the

potential trainees understand that "BPODS" is there to enable companies to focus on their

core competencies to keep competitive advantages. That is the reason why we decided to

choose the following slogan:

"BPODS

Come back to the source

Outsource"

6. Marketing Mix

Our Marketing Mix is a delivery-intensive, word-of-mouth, repeat-business business.

Obviously we know we need to understand our marketing process -- which is why the

attention to quotes in magazines, speaking engagements, etc. -- but we are really selling more

than marketing.


a. Product Marketing

The quality of the seminar should be our best advertisement, therefore executive are attracted

by the seminar thanks to the quality. In this case even more so than with many other similar

businesses, because our specialization on channels for international product marketing means

we develop contacts with people who can be our recommender.

We need to fulfill the promise we make: we take a product across national boundaries into

new markets, explore channels, guide our client through the maze, and establish the

relationships the client needs. This is a much focused deliverable. We‘re getting products into

channels.

The service itself is a key to our markets.

b. Product

Our pricing needs to match our positioning. We cannot be cheap or economical; we must be at

the high end of the pricing scale, job for job, project for project. We aim to be 25% more

expensive than the more generic bid for the same project.

Two possibilities:

One week (7 days) -all inclusive- Program Five days program

Designed for Foreign executives.

local executives

Seminar Yes Yes

Hotel rooms

Yes

No

Meal All meals All meals

Visiting Paris Yes No

To offers the best services we have selected the best hotels and restaurants


i. Accommodation

Hotel Garden Elysée

A private

address with a warm and friendly personal welcome

and top class services: welcome to the Garden Elysée.

The hotel, tucked away in a delightful tree-shaded

courtyard, is a veritable haven of peace where the art of

living is combined with the art of hospitality. The decor

gives pride of place to sophisticated warm tones, with shades of plum and orange. It is

sophisticated and relaxed, modern and hospitable, light and spacious.

Classic Room

A comfortable and quiet room that can accommodate 2 people in a double bed. The

contemporary decoration is sober with little touches of orange or purple.

For your well being : air contionning, FREE WIFI access, Minibar, Flat screen TV, private

safe, Pay TV, Room service at your disposal.

12, rue Saint Didier, 75016 Paris -

Metro station : Boissière

Price: around 150€ per night

900€ per week


ii. Lunch

We decided to include the lunch every day in the price. We will provide French tray meals,

hot or cold.

L’affiche is a professional which have a rigorous selection of quality products, an

irreproachable know-how, original and delicious menus, the collaboration of a big boss Jean-

Pierre Vigato, restoring Apicius, two stars to the Guide Michelin, here is the ingredients of

The Poster to create for you of delicious tray meals chills delivered directly to the

office(desk).

Two hot meals:

Pressed Veal with Asparagus Terrine of veal shank with green asparagus, light cream found at Meaux mustard

Chicken fillet roasted and glazed carrots Chicken fillet roast, glazed carrots with honey and cumin crumble

Selection of ripened cheese Crunchy homemade bread & butter AOC Charentes-Poitou

Creamy tart red fruit Almond paste, device creamy pulp of strawberries, blueberries, blackberries and blackcurrant

Cherry Tomato and Mozzarella with Basil Cherry tomatoes, mozzarella with olive oil and basil leaf

Seared Salmon Steak with Mediterranean flavors Seared salmon fillet, assorted summer vegetables in olive oil


Tart yellow peaches Almond paste, almond cream, peach


THREE COLD MEALS:

Greek Summer Vegetables Assorted cauliflower, artichokes, broccoli tops, carrot and radish roses cooked Greek

Interlocking rumsteack and eggplant confit with marjoram Interlocking rumsteack roasted confit of eggplant, tomatoes and marjoram


Vanilla cream caramel nougat Cream vanilla creme brulee way, nougatine

Salad of green beans and tomatoes virgin Green beans, tomatoes, olive oil and Parmesan shavings

Skewer chicken paprika and Bio caponata Skewer chicken sprinkled with paprika, stewed eggplant, zucchini, tomato and peppers, grapes "Sultana", pine nuts, balsamic vinegar


Tart yellow peaches Almond paste, almond cream, peach

Pressed Veal with Asparagus Terrine of veal shank with green asparagus, cream slightly raised mustard of Meaux

Scorpion fish fillet, crushed tomatoes and fennel in olive oil Redfish fillet topped with crushed tomatoes and black olive tapenade, accompanied a fennel fondue


Duo Flash Eclair cafe lunch, lightning chocolate lunch

Price: 135,50€ per week


c. Pricing

Item Description Per Unit Price

1 week all inclusive Program per person $12 000

5 days seminar per person $8 000

d. Promotion

Our promotion strategy focuses heavily on Public Relations, with very little or no emphasis

on advertising or direct marketing.

We will use the Dauphine alumni to spread the news by sending those mails and brochures;

we know that dauphine alumni and executive who already assists are good advertisement

for Dauphine.

i. Advertising

Concerning ads, we depend first on quality delivery and word-of-mouth recommendations.

Furthermore we will create a special web page in Dauphine website to promote the new

seminar, and we will put some ads in newspaper like (l'economiste, les echos...)

Another way to promote our seminar is to send mails to some executives on

professional networking site like LinkedIn.

Our objective is to be visible to all the executives of large companies.

Milestones

Advertising Start Date End Date Budget Manager

of the

creation

Department

Ad agency (Newspaper,

mailing,...)

1/1/2010 12/31/2010 $25 000 Amina Marketing

Total Advertising Budget $25 000


ii. Public Relations

Public relations are an important part of our marketing mix. The right PR can get us quoted as

experts in publications and on websites frequented by our target market. We want to launch

with a retainer relationship and a detailed plan for press releases and events, press tours and

interviews. The underlying objective of the PR program is to establish our expertise in the

media and on the Web so that the potential clients who need our services can find us.

Milestones

PR Start Date End Date Budget Manager Department

PR agency 10/1/2009 12/31/2010 $10 000 Amina Marketing

Total PR Budget $10 000

iii. Direct Marketing

Our direct marketing will be handled by our marketing department. We will select targeted

list of corporate companies or executives and send them information about BPODS.

Milestones

Direct Marketing Start Date End Date Budget Manager Department

Direct mail lists to

purchase/prepare

1/1/2010 12/31/2010 $5 000 Amina Marketing

PR agency 1/1/2010 12/31/2010 $5 000 Amina Marketing

Total Direct Marketing Budget $10 000

iv. BPODS Website

The BPODS website will be the virtual business card and portfolio for the company, as well

as its online "home."

It will showcase the important background of our professors and guru's guests.


The BPODS website needs to be a simple yet classy and well designed website that, at the

same time, is in keeping with the latest trends in user interface design. A site that is too flashy,

or tries to use too much of the latest Shockwave or Flash technology can be over done, and

cause potential clients to look elsewhere for online distribution expertise.

To further show off its expertise, the BPODS website should create a resources area, offering

articles, research and regular newsletters to interested parties.

After initial implementation of the BPODS website, future development will be based on

resources and business needs.

Website Goals

The website has four specific goals:

1. Support specific sales efforts like collateral have traditionally done, providing

background and credibility.

2. Generate leads through the Web publishing of related articles and possibly even

surveys of interest to potential customers who are part of the target market.

3. To serve as an information hub for participants in the various programs. The site will

be used to communicate seminar times, locations.... In addition, site users will be able

to sign up for the BPODS email newsletter to receive Monthly program updates and

general BPODS announcements.

4. To reduce administrative costs by automating portions of the program sign-up process.

The BPODS web site will allow students and parents to sign-up for various programs.

By collecting this information electronically, BPODS will reduce the amount of

double-data-entry and facilitate the process of managing a large number of

applications.

Website Marketing Strategy

Marketing in Seminar business depends on recognition for expertise. It starts with our known

contacts in positions to recommend us, and continues with long-term efforts to develop

recognition in professional forums.

We will use some limited pay-per-click expenses to push very carefully targeted traffic. With

the help of conferral with partners and outside experts (budgeted in expenses), is to establish

the right keyword strategies. At the outset, keywords like "Business process outsourcing" and

"executive‘s seminar" seem like targets.

Keyword strategy will be set in the initial website plan due at the end of December.

We will develop and maintain a database of people in the right positions. It starts with the

contacts we bring in as we start the business. We use the database to make regular contact


with email notices for additional forums and seminars, possibly group studies and market

research reports.

Development Requirements

BPODS website will be initially developed with appropriate resources. The website is

obviously critical sales collateral in today's world. Othman will be responsible and has the

experience to make this happen, particularly with the back-up budget of more than $30K for

outside contracting and resources. Othman plans to use a simple hosting provider, Yahoo!

Web services or equivalent, to host the site and provide the technical back end.

Othman will work with a contracted Web designer to develop the simple, elegant, content-rich

site. The maintenance of the site will be done by Othman with content support by the partners

themselves. As the website rolls out future development such as newsletters and

downloadable market research reports, a technical resource may need to be contracted to build

the trackable download and the newsletter capabilities. Acme can also look into pre-packaged

solutions through hosting providers.

Pay-Per-Click ROAS

Network Monthly

Cost

Clicks Leads

Generated

Orders Monthly

Revenue

ROAS Cost-

per-

click

Cost-

per-

lead

Google $2 000 4000 100 30 $3 000 150% $0,50 $20,00

Yahoo! $1 300 2000 45 14 $1 500 115% $0,65 $28,89

Total 3300 6000 145 44 4500 88% $0,38 $16,30

v. CRM Plans

Our best seminars in the future will come from our current customer base. In order to build

this customer base, we need to provide exceptional customer service when they came to the

seminar and have regular follow-up correspondence to thank them for coming (as well as to

notify them of new programs, etc.).

In order to keep track of these activities, we will need to create a spreadsheet showing follow-

up correspondence with customers and what, if any, feedback we have received from them. At

least quarterly, we will plan to meet and discuss if we are, in fact, helping them and whether

that base has grown, or what changes may need to be made.


e. Place

For the potential participant different places to know about our product and to be able to apply

will be accessible:

The Program of Dauphine seminars could be found on the internet site, where the customers

could also make online submissions for a one-day course, get all

necessary information about the program. For the longer course we

offer a personal welcome at the administration office in Dauphine on

demand of the companies. We also plan to attend different trade and

education fairs in order to get in contact with potential clients and

give them the full information, as well as send our leaflets to target

companies by mail and post.

We should particularly notice the place where the course itself is held: the University Paris-

Dauphine or La Defense. Having accomplished the full analysis of the competitors, we could

make the conclusion that we have a definite competitive advantage in the location of our

courses which is easy accessible by public transport, being only 15 minutes from Champs

Elysées, having many restaurants, shopping centers and cinemas. International Markets

International markets are the key to BPODS. Our expertise applies equally to

a French executive or to a US, European and Asian executive. We are already known as

a prestigious university with excellent professors and a lot of partnership

with foreign companies and universities, so we are sure that we will have

strategic position in front of the other seminar companies.

i. Classroom

The NCI Center - Com'Square in the middle of the "Défense" quarter in Paris is the ideal

place for promoting our products. This center has 9 comfortable and modern equipped rooms

accommodating from 20 to 200 people for meetings, seminars, symposiums, general

assemblies and the launching of products. It also has a multimedia training centre with

permanent fast transmission access to internet and a 600 square meter terrace overlooking the

"Arc de Triomphe".

As well as basic office material (fax, photocopier, etc), the NCI Business Centers Group is in

partnership with France Telecom and benefits from the latest tested and reliable technical

innovations.

They put these at our disposal and ensure their care and maintenance. Each center also has a

powerful fast internet access network. To further meet your needs, specialized lines and

rented links can be installed simply at your request.

Price: 530€ per day, 280€ half a day

2400 € per week


f. Competitive advantages

To better understand the activities through which our firm develops a competitive advantage

and creates shareholder value, it is useful to separate the business system into a series of

value-generating activities referred to as the value chain.

i. Support activity

Human Resources management Selection of participants:

The potential participant must apply directly on the website. The application form will be

studied by the pedagogical responsible. The candidate will be informed of his admission and

be contacted by the director of the program

Selection of intervening

Our organisation will have to find the right trainers. Indeed as the training will be available

for senior managers, it is crucial to have brilliant intervening. Therefore, we have to ensure a

high selection, leading us to the experts in each subject we are going to teach at the program.

Research and development Continual research of new training must be done by our team. Improvement must be realized

to keep competitive advantages. Our team of professionals has to aanticipate the market needs

and follow change. It is the key of success


ii. Primary activity

Logistic:

Organise the day:

Find the location: We decided to do the training in Paris la Defense.

Choose the hotel: We have partnership with hotels Garden elysee. Therefore,

participants who choose formula all inclusive will be sleeping in this hotel located near the

training site.

Choose the lunch provider: When we started our organisation, we signed a contract

with l‘affiche. It provides us fresh elegant lunch bag for participant.

Marketing and sales: First of all we though about doing advertising on TV and radio, but the cost of such ad are

very high and therefore it would add useless cost to our project.

- As said previously we decided to focus on doing a Website that would be update regularly.

-In addition we decided to create a Booklet that would be given to the participants but also

that would be sent to large companies. This mailing will be done thanks to the yearbook of

Dauphine University Alumni‘s. A Booklet will be send to all the companies where work

former students.

-Finally we will also do Mailing to all the main organisations. Indeed that would enable them

to be aware of our training.

Operations As said previously, we decided to organise training about outsourcing (and IT) in different

sectors such as finance IT and HR.

The training would last 5 days. Nevertheless people would arrive on Sunday night (to prevent

from plane delays). The training would finish on Friday night but it would have an optional

visit of Paris on Saturday.

DAYS PLANNING TIME

Sunday -Arrival in Paris Depending on the

departure location

Monday -Global presentation of outsourcing

-lunch with the group of participant

9h30-12h30

12h30-14h


- Overview of learning methods

14h-17h

Tuesday -Outsourcing in HR

-Lunch

-Practical cases of Outsourcing in HR

9h30-12h30

12h30-14h

14h-17h

Wednesday -Outsourcing in Finance an accounting

-Lunch

-Practical cases of outsourcing in Finance

and accounting

9h30-12h30

12h30-14h

14h-17h

Thursday -Outsourcing in Information Technology

-Lunch

-Practical cases of Outsourcing in

Information Technology

9h30-12h30

12h30-14h

14h-17h

Friday - Debate with intervening

-Lunch

- experiences sharing

-Cruise and Dinner on a fish boat on the

Seine

9h30-12h30

12h30-14h

14h-17h

20h

Saturday Free day, possibility to participate to a tour

of Paris 11h-14h


Services

For companies who are looking to outsource processes, BPODS offers a unique team of

experienced managers and professors with proven expertise, on a temporary contract basis.

In addition to the training we propose 2 different extra activities:

-Fishboat cruise on the Seine on Friday night.

-A visit of Paris by Bus on Saturday afternoon.

iii. Excursions

Diner Cruise

The boat glides gently close to the monuments seen through the glass canopy—two and a half

hours of magic with entertainment by a female singer and three musicians.

Refined décor and tableware, the intimacy of small tables by the windows and the liveliness

of the dance floor form the

ingredients for a wonderful

evening. The menu combines

tradition and creativeness and

the dishes are prepared on board

under the supervision of our

Chef and his teams.

Select Service

Seat close to the glass canopy. Choice of aperitifs.

Wynes : Mâcon-Solutré, Puysseguin Saint-Emilion

Mineral water and Coffee

135 eur per Person


Site seeing of Paris:

Departure: 8.15 am & from 1.30 pm every day, except May 1st and July

14th in the morning.

This excursion will give you an insight into the history of Paris, with its

major monuments and historical sites:

Madeleine, Opera, Vendôme Square, Concorde,

Arch of Triumph and Champs-Elysees,

Invalides, Louvre, Notre-Dame.

The excursion ends with a walking tour of

Montmartre: the Sacre Coeur, Place du Tertre and Moulin de la

Galette.

Price: 62€ per person

Total for the week: 1097,50 € (except courses)

g. Sales Plan

We don't really "sell," in the classic pejorative sense. Instead, we listen and adapt. We offer

our services to clients who have the needs we can fill, and we listen well enough to establish

whether or not we do. The most powerful long-term sales pitch is to tell somebody "I'm sorry,

that's not what we do. We are not the best answer to your problem." That unusual "pitch"

establishes credibility and positions us well for the future time when that company does need

our services.

Selling doesn't work well in this area except honest expertise well delivered. We don't

overpromise, we don't embellish, and we don't even attempt to sell to anybody who isn't

buying it. We are offering true expertise and we sell only to those who already know they

want it.

The key is repeat business: never lose a client.

i. Sales Strategy

BPODS will focus on three geographical markets, the United States, Europe, and Asia, and in

limited product segments: personal computers, software, networks, telecommunications,

personal organizers, and technology integration products.

The target customer is usually a manager in a larger corporation, and occasionally an owner

or president of a medium-sized corporation in a high-growth period.


7. Implementation schedules

III. Budget

1. Financial analysis

To forecast our costs and sales, we will make each time three scenario, in order to have a

more objective idea of our capacities:

Pessimistic, with around 20 executive ―students‖

Optimistic, with around 50 executive ―students‖

In between, around 35 participants

About our sales forecast, we can see three kind of product, as said before, a one-day offer, a 5

day offer, not including the Paris trip on the week end, and an all inclusive formula, with

some extras.

All inclusive will be sold 12.000 $

5 days 8.000 $

One day formula, 2.000 $

For the shares, we suppose that a major part of our participants will be interested in the all

inclusive formula (60%), a less large part in the 5 day formula (35%), and to finish, a small

part on the one day seminar formula (15%).

We can also conclude some associations with companies working on BPO, to broadcast their

brand and their activities, against a participation of 2.500 $ a day.


The results are all listed on the worksheet above:

SALES Forecast

pessimistic (20) average (35) optimistic (50)

1day 40 000 70 000 100 000

5day 160 000 280 000 400 000

all inclusive 240 000 420 000 600 000

Total Sales 206 000 360 500 515 000

added income pub on site for outsourcing activities 2500$ / day

Total 12 500

Sales Forecast

2. Costs Forecast

Dealing about the costs, we could differentiate two kinds of costs: variable and fixed costs.

The fixed costs will be composed by the marketing and communication costs, to diffuse the

product, and by the administrative costs, to pay teachers and participative executives.

As top executive managers, we could make join us Mr Fabrice Dersy, CEO of the

Outsourcing activity in Accenture France, and Mrs Bouchra Carlier, manager of the research

about Outsourcing in Accenture France. Their knowledge and their experiences could be a

real leverage for the education and the cases studies.

Known as leaders on business strategy, Douglas Brown and Scott Wilson, authors of the

Black Book of Outsourcing, could be our figures to attract more people.

And eminent professors, like J. Barthelemy (ESSEC), or Omar Aktouf (HEC Montreal),

concerned by research on outsourcing, could be main actors too.

So we can resume these costs on the worksheet below:

COSTS Forecast

Fixed Costs 1 seminar

Pub, Marketing 45 000 45 000

Guru (1day) 30 000 30 000

Guru (Visio) 13 000

Top Executive (per day) 3 000 9 000

Fixed Costs


Professor, Research

(per day) 2 000 21 000

TOTAL FIXED COSTS 105 000

For all the variables costs, we can resume it:

Hotel (300$ per night) 33 600 58 800 84 000

Food 13 400 23 450 33 500

Conference Room 10 000 17 500 25 000

Others 2 000 3 500 5 000

TOTAL VARIABLE COSTS 59 000 103 250 147 500

In order to estimate our needs to launch the executive education, we will synthesize all these

data in one worksheet, more explicit.

According to the forecast of costs, we should take a lease of 300,000 $ to launch the activity.

We make the hypothesis that the equity will require 20% of share, and the bank 10%, and we

can determine the break-even point.

pessimistic

(20) average (35)

optimistic

(50)

Total Sales 206 000 360 500 515 000

TOTAL VARIABLE COSTS 59 000 103 250 147 500

Contribution Margin 147 000 257 250 367 500

TOTAL FIXED COSTS 105 000 105 000 105 000

Income 42 000 152 250 262 500

Net Income 29 400 106 575 183 750


pessimistic (20) average (35) optimistic (50)

Net Income 29 400 106 575 183 750

Y1 20 580 74 603 128 625

Y2 41 160 149 205 257 250

Y3 61 740 223 808 385 875

Y4 82 320 298 410 514 500

Y5 102 900 373 013 643 125

Y6 123 480 447 615 771 750

Y7 144 060 522 218

Y8 164 640 596 820

Y9 185 220 671 423

Y10 205 800

Y11 226 380

Y12 246 960

Y13 267 540

Y14 288 120

Y15 308 700

With an optimistic scenario, the breakeven point should be reached in 3 years, and about 4

years in an average scenario. A pessimist scenario shows a breakeven point in 15 years…

NB: we make the hypothesis that the number of participants does not change, but in truth, a

satisfying executive education will attract more and more people, so the breakeven point

could be reached sooner.

To conclude, we can see that the financial analysis shows us, the sustainability of this project,

from a budget point of view. Moreover, the incomes won in a few years, according to the

average and optimistic scenarios, could let hope a strong development, thanks to the growth

of the Business Process Outsourcing in all the industries.

It could represent leverage, financial and strategic, for the Paris Dauphine University.


IV. Risk analysis

Despite the intense involvement of all team members, we are not immune to problems, so we

have listed below the factors that could cause the failure of the project.

Lack of a speaker during the seminar.

This case seems to us the one which is most likely to happen, therefore, to avoid such

situation; we decided to fix the rule that if a professor is absent, he is obliged to inform

management at least one week before the seminar date.

It may happen that a professor is stuck in an airport or be sick. If this event happened,

1 - We will call for a replacement in Dauphine.

2 - We can arrange a video conference with speaker

3 - Try the best to modify the schedule to move from one conference to another.

Lack of budget Dauphine

It is true that we are an independent company, but we are part of the University of Dauphine.

So our budget is set by the university, so if we do not get any budget from the university it

will be difficult to settle the project. The only alternative would be to find funding from

companies such as Accenture and CSC, and thus become associated.

Problem of the conference room.

In case you have a problem with the seminar room, we can always use the conference rooms

at Dauphine. The rooms are quite luxurious and large enough to accommodate all guests.

Little success first year.

If unfortunately we do not have the expected success the first year, I mean that we do not have

a lot of executives in the first year we try to turn this small number of people to our advantage

organizing a seminar more personalized. Then we can do more interesting thing in the

seminars (group workshop, more time with the speaker ...).


V. Future

In the following years, due to the forecasted success of this first edition of Dauphine summer

school, the scope should be much wider.

Geographically, it will be oriented toward all the multinational firms in the world.

Furthermore, the topics of these summer schools will be also more and more variated and

differentiated.

1. Expending BPODS worldwide

During the first years, the training will be done in Paris. In the future, we plan to create new

sites abroad. The first one would be at the University of San Francisco. Indeed it is a strategic

position thanks to its proximity with the Silicon Valley.

2. Diversify training

Creating our company, we decided to focus on outsourcing. Indeed, as said previously,

currently, it is the right period to develop this strategy within companies. In addition, we are a

team of specialists in this sector. Nevertheless, in three year time, other companies will start

doing this type of training. We will start to be in red ocean period. Thus, it is important to

keep these training but also to start other kind of trainings to keep competitive advantage on

the market and remain in Blue Ocean.

3. Make partnership

As we said before, in about three year time, this type of training may be well known. Others

firms and Business Schools such as HEC, ESSEC, Accenture, CSC may be willing to start to

organize the same type of topic. It is important to keep our part of market-share. Therefore

before their entry on the market, it would be relevant to create partnership with them. They

would not be competitors and we would remain "the reference" on this training.

Create association with such groups would enable us but also them to focus on our core

competencies and be complementary.


VI. Information’s gathering The guru of financial activities outsourcing:

Since the outsourcing of financial activities is quite a precise subject and recently considered

as real profitable alternative to the crisis, there are not many authors who wrote on the subject.

The experts in this industry are mainly professionals rather than professors.

The « guru » of the finance business processing outsourcing is Stewart Clements, president of

Accenture Finance Solutions, runs the largest of Accenture‘s eight business process

outsourcing divisions. He manages 4,000 employees, who conduct business in 35 languages

in 40 countries for the division, which were started couple years ago.

BPO de la fonction logistique financière:

Astonishing advances in technology and communications have enabled companies to operate

in an increasingly global marketplace. As a result, conventional business operating models

have been re-evaluated as organizations seek to improve performance, productivity and

shareholder value.

Traditional wisdom about retaining finance and accounting functions within an organization‘s

own 'gene pool' has been challenged. Although these functions were once viewed as part of

the core skills set organizations retained, there is a growing awareness that outsourcing could

deliver cost savings, without compromising quality or security.

Confidence to outsource the finance function looks set to increase as more organizations

choose this option and its benefits - as well as risks - are better known. Some companies yet to

outsource cite 'not considering the options' as their main reason for not pursuing this avenue.

However, the underlying drivers for not outsourcing vary, and for the more skilled functions

the sensitivity of information is an important factor. Successful outsourcing also requires

robust governance, control and risk management.

A KPMG paper on 'outsourcing the finance function' (2005) concluded that 52% of

respondents continue or plan to outsource the finance function. One respondent wrote, 'there

will be more confidence by finance directors that outsourcing is risk free, economical and

great value to the service they offer as Chief Value Officer rather than as pure accountants

processing data and information.'

This response highlights the likely future of financial activities outsourcing. Currently, many

companies contract suppliers to process data, but outsourcing to add value is generally

accepted as the 'way forward.' The payroll function is currently the most popular to outsource,

but A/R and A/P management is increasingly viewed as suitable for outsourcing. At present,

27% of respondents outsource the tax compliance and tax planning function and 31% plan to

outsource tax compliance. It is likely that the next few years will see a significant increase in

the outsourcing of these functions.

The most popular destination for outsourcing the finance function is Britain, but India and

Eastern Europe are also favored destinations. Some suppliers have operations in both Britain

and India. Companies look for suppliers that can deliver cost savings, better quality of

information, improved productivity and better control.

Another emerging trend is multi-process outsourcing so companies can take advantages of

economies of scale. The only finance functions which seem likely to remain exempt from

outsourcing are budgeting and forecasting. It seems possible that companies will retain and


develop these core functions. As conventional wisdom regarding traditional organizational

and geographical boundaries changes, finance outsourcing looks set to be regarded as a

standard process using added value skills rather than a one-off option.

Standing still is not a viable option for businesses who wish to thrive in an increasingly

competitive marketplace.

SCOPE:

Essentially big corporations of the European Union are targeted, because most of the

regulations on Business processes outsourcing (BPO) come from the communitarian

legislation. Therefore, national regulations of the members of the European Union on BPO are

quite similar, which enables us to avoid too much differentiation in the seminars offered.

It appears to be the best compromise for a first year of summer school in Dauphine between a

national target and an international one.

The Regional scope is the best level to launch such a project.

Nevertheless, in the following years, due to the forecasted success of this first edition of

Dauphine summer school, the scope should be much wider.

Geographically, it will be oriented toward all the multinational firms in the world.

Furthermore, the topics of these summer schools will be also more and more variated and

differentiated.

These summer schools will be opened to every senior manager, but the campaign of

advertisement will merely have the international companies for target, because they have the

greatest needs for skillful managers and are more willing to pay for their training.

Our leverage to make the Dauphine summer school known will be the Dauphine Alumni

itself. A presentation of the summer school will be sent to every ancient student of Dauphine

working in international firms as senior manager in finance, member of the financial

direction, or member of the board of directors


References

Accenture revoit ses prévisions à la baisse, by Reynald Fléchaux, 27 mars 2009,

Lemagit.fr [Online], available from

<http://www.lemagit.fr/article/infogerance-accenture-resultats-conseil-

bpo/2874/1/accenture-revoit-ses-previsions-baisse/> [Accessed 8 september 2009]

BT groups reinvents finance and accounting outsourcing, Accenture, 2007 [Online],

available from :

<http://www.accenture.com/NR/rdonlyres/44BA444C-B2DF-4146-B75A-

5B5EBF5031AC/0/33BTFinanceBPOcredentialfinal.pdf> [Accessed 13 september 2009]

Externalisation des processus métier, Journal du net [Online], available from :

<http://www.journaldunet.com/solutions/dossiers/chiffres/externalisation.shtml>

[Accessed 12 september 2009]

Handfield, Rob. ―A Brief History of Outsourcing‖. 31 May 2006. Supply Chain

Management Resource, North Carolina State University.

Handfield, Rob, A brief history of outsourcing, Supply Chain Management, an

information digest for the SCM professional, [Online], available from :

<http://scm.ncsu.edu/public/facts/facs060531.html>, [Accessed 6 September 2009]

Outsourcing- What is Outsourcing ?, [Online], available from :

<http://www.sourcingmag.com/content/what_is_outsourcing.asp>, [Accessed 7

September 2009]

http://www.lemagit.fr/article/infogerance-accenture-resultats-conseil-bpo/2874/1/accenture-revoit-ses-previsions-baisse/

http://www.lemagit.fr/article/infogerance-accenture-resultats-conseil-bpo/2874/1/accenture-revoit-ses-previsions-baisse/

http://www.accenture.com/NR/rdonlyres/44BA444C-B2DF-4146-B75A-5B5EBF5031AC/0/33BTFinanceBPOcredentialfinal.pdf

http://www.accenture.com/NR/rdonlyres/44BA444C-B2DF-4146-B75A-5B5EBF5031AC/0/33BTFinanceBPOcredentialfinal.pdf

http://www.journaldunet.com/solutions/dossiers/chiffres/externalisation.shtml

http://scm.ncsu.edu/public/facts/facs060531.html

http://www.sourcingmag.com/content/what_is_outsourcing.asp


Outsourcingcenter, an Everest Group Company, What is Outsourcing?, [Online],

available from:

<http://www.outsourcing-faq.com/1.html>, [Accessed 9 September 2009]

Saving money is good too, Outsourcing essentials, VOl. 1 No. 4 Winter ( 2003),

[Online], available from:

<http://www.outsourcing.com/content/02i/other/oe/q403/saving-money_2.html>,

[Accessed 7 September 2009]

Outsourcing the finance function, KPMG, april 2006 [Online], available from :

<http://www.kpmg.com.sg/services/outsourcingfinancefn2006.pdf>[Accessed 6

september 2009]

Stanford graduate school of business, Interpersonal dynamics for high- performance

executives, [Online], available from:

<http://www.gsb.stanford.edu/exed/ipd/participants.html> [Accessed 8 september 2009]

http://www.outsourcing-faq.com/1.html

http://www.outsourcing.com/content/02i/other/oe/q403/saving-money_2.html

http://www.kpmg.com.sg/services/outsourcingfinancefn2006.pdf

http://www.gsb.stanford.edu/exed/ipd/participants.html


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