final higher education-outlook july, 2012

7/28/2019 Final Higher Education-Outlook July, 2012

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www.technopak.comEducation

a quar ter ly report by technopak | Outlook July, 2012

Creating Opportunities or QualitHigher Education in India

Private Universities


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About the Outlook

Te Indian Higher Education sstem is the largest in the world encompassing 17 million students and approximatel34,000 institutions. However, with the population o India expected to grow to over 1.3 billion b 2020, the capacit

o the higher education needs to nearl double, to meet the targeted Gross Enrolment Ratio, or GER, o 30% orthe higher education segment. Tis would require an investment o USD 180 billion. I the rate at which the highereducation capacit has been developed b the government is an indicator, we will all short o the target b a verlarge measure. Besides, over-regulation and complexit in the sstem creates a ver high entr barrier or privateparticipation, which we eel is one o the imperatives to create capacit with qualit and ecienc. In this outlook wehave tried to highlight some o the ke trends and dnamics that are shaping Indian higher education including theestablishment o private universities.

Education Division Services

Business StrategyAssistance in developing value creating strategies based on consumer insights, competition mapping, internationalbenchmarking, and client capabilities

Corporate strateg

Organic and inorganic growth strateg

Financial and operational modelling

Marketing strateg

ImplementationLeveraging operations and industr expertise to commission the concept on a turnke Project Management basis

Project Management & program co-ordination

Support or setting up the inrastructure

Support or kick-starting business operations

PartnershipsIdentication & creation o national and international partnerships across segments o Education

Partnership structuring

Due diligence o partners

Negotiations or JVs and management contracts

Capital AdvisorySupporting business strateg and execution with comprehensive capital advisor services

Due Diligence Commercial & Financial

Mergers & Acquisitions

Fund Raising

Impact AssessmentAssessment & audit o running programs

Assessment o schemes and policies

Audit o projects. Advisor on course to meet objectives

Enayet Kabir, Associate Director - echnopak Advisors


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INRODUCION

Indias Higher Education Segment | Market Size | Regulator Framework

01

NEED FOR PRIVAE UNIVERSIIES

ABOU ECHNOPAK

BUSINESS OPPORUNIy IN SEING UP PRIVAE UNIVERSIIES

State Private Universities | Conceptualizing a Private Universit | Process o setting up a Private Universit

Financials o Private Universit | Exploring Funding Options | Related Business Opportunities | Conclusion

05

11

07

02EMERGING RENDS

Growing Need or Alliances | New Education Paradigms | Growing Value o Accreditation | Growth o Online Courses

Facult Shortage | Growth o Private Universities

Authors:

Enayet Kabir | Associate DirectorAurobindo Saxena| Principal Consultant

Design & Development:

Bharat Kaushik | Sr. Manager-Design

Arvind Sundriyal |Assistant Manager-Design


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Outlook July, 2012 | Private Universities Creating Opportunities for Quality Higher Education in India

1

Higher education in India is all set or an unprecedentedexpansion, marked b an explosion in student enrolment,a substantial growth in the number o institutions and aquantum leap in the level o investment in education. Teenormous challenge o providing equal opportunities orqualit higher education, to an ever-growing number ostudents, is also a historic opportunit or correctingsocial imbalances, strengthening institutional ramework

sand surpassing international benchmarks o excellence.

India, with hal its population below the age o 25, isall set to either reap the demographic dividend, orplunge to disaster depending on how the outh areeducated. Tis is the challenge and opportunit thatall stakeholders need to address b charting out a pathand, most importantl, implementing it with discipline.Tis discussion attempts to highlight the ke rolewhich Private Universities can pla in tackling currentchallenges.

Indias Higher Education SegmentTe Indian Higher Education sstem is largest in theworld in terms o number o institutes (646 Universitiesand 33,023 colleges) and 3rd largest in terms oenrolment (17 million), just behind China and theUSA. Despite this, the Gross Enrolment Ratio (GER)in Higher Education in India is 16% as compared tothe global average o 23%. Te Government has set anaggressive target o achieving a GER o 30% b 2020.As per our estimates, to achieve this target, 15 million

additional seats are required, and at a cost per seat oRs. 0.6 million, the total investment required is aroundUSD 180 billion.

Te Higher Education segment has witnessed atremendous growth since Independence. In the lastsix decades, the number o universities has jumped 23times, whereas the number o colleges has increased b

over 66 times.

Market SizeTe Indian Higher Education segment is currentlestimated at around USD 11 billion. Te ollowingexhibit provides the details o the Higher Educationmarket both in terms o number o students and privatespend. It is evident that though Arts contributes themaximum in terms o number o students (over 36%),its contribution in terms o market size is less than apercent. Engineering on the other hand has less than 9%o the enrolled students, et accounts or over 66% othe Higher Education market size.

Regulatory FrameworkTe Indian Higher Education segment is over-regulatedand et under-governed. Tere are multiple regulatorbodies with overlapping roles and responsibilities.Further, Education comes in the concurrent list o theConstitution, which implies that it is under the purviewo both the Central government as well as individualState Governments.

Introduction

Exhibit 1 Higher Education Market Size

Source: : UGC, Technopak Analysis

0.2% 0.5% 1.9%

36.4%

18.4%15.3%

1.8% 3.4% 8.8%

0.2%

8.1%3.6%

1.4%

0.03% 0.02% 0.1% 0.7% 0.4% 0.3%4.0% 4.0%

66.2%

10.4%

0.2%

13.6%

0.03%0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

VetSc

Agriculture

Law

Arts

Science

Commerce

Management

Education

Engineering

Medicine(M

BBS)

Technology

Medical(NonMBBS)

Others

Share of Students Share of Private Spend


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Tis section highlights some o the trends emerging inthe Indian Higher Education segment.

Growing Need for AlliancesInternational tie-ups broadl help in developingcurriculum, providing aliation to a reputed brand,assisting in transer o knowledge, placements, andstudent and acult exchange. However, or a partnership

to ructi, both the parties need to have a shared vision,shared interests and deep trust in each other.

Quite oten, the partners are in dierent stages o theirlearning ccle; their organizational structures are notaligned, and their cultures dier.

While one partner ma ocus on commercial success,the other ma be keen on widening knowledge andimproving research potential. In the recent ears,Indian institutions are graduall crossing these barriersand aligning themselves with international partnerinstitutions.

Several oreign plaers have established a large numbero collaborations with Indian institutes. Some o therecent collaborations include:

Shiv Nadar Universit and Carnegie MellonUniversit will oer undergraduate programs inEngineering.

O P Jindal Global Universit and Indiana Universithave collaborated on several ronts. However this isa non-degree awarding relationship.

Nottingham rent Universit (UK) and Welingkar

Institute o Management Development & Research(Mumbai) or Bioinormatics program.

International Hotel Management Institute(Switzerland) and Kohinoor IMI KhandalaSchool o Hospitalit Management.

London School o Economics & Political Science(UK) and Cit School o Social and ManagerialSciences (Chennai).

SKIL Education and Strathclde Universit havejoined hands to provide Under Graduate and PostGraduate programs in Management.

Warwick Universit (UK) and IM, Gurgaon areoering engineering courses.

Educomp and Raes, Singapore are oering designcourses.

Emerging rends Core Projects and Oxord Universit have joined

hands to provide teacher training and capacitbuilding courses.

GD Goenka and Lancaster Universit are oeringmanagement programs.

MARG Group and Virginia ech will oercourses in Nano-scale science and engineering,

Nanobiotechnolog, Biotechnolog, Inormationechnolog and Automotive engineering.

Tese tie-ups and partnerships augur well or the IndianHigher Education segment. Te oreign plaers willbring in their Bod o Knowledge, matured processesand proessionalism and thus help impart high qualiteducation in India.

New Education ParadigmIndia is seeing an infux o world class educationinrastructure despite several challenges. A new breed oinstitutions are being spawned b large corporate entitiesand educationists that aim to set global benchmarks.Some o the new progressive initiatives with state-o-the-art inrastructure and education programs include:

1. Azim Premji University, Bangalore: A privateuniversit set up in Karnataka with an aim todevelop leaders and acult or the education sector.Te institutions mission is to activel connecthigher education and the betterment o lives o thedisadvantaged in India. Te universit aims to setand encourage exemplar standards o teaching,learning and research; provide such education as to

create better members o societ, and contribute tosocial change and the social impact o education.Te Universit encourages the development o thelearning individual, whether acult or student andseeks to nurture a communit o lielong learners.

2. Lavasa Education Hub, Lavasa City: TisEducation sub cit has tied up with Said BusinessSchool, Oxord, Ecole Hoteliere de Lausanne andIBR, Berlin Universit to create a world class,integrated education destination catering to allsegments o the societ.

3. TeamLease University, Gujarat: eamLeasehas entered into an agreement with the Gujaratgovernment to set up eamLease Universit (LU),comprising 22 communit colleges across the state.Tis will be Indias rst universit or vocational


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3

education. Te universit will ocus on strongemploer connections, learning-b-doing, vertical

mobilit rom diplomas to degrees, and providingqualit at scale. It will oer qualit educationthrough our modes - phsical, satellite, e-learningand on-the-job.

4. Sri Sri University, Orissa: A large multidisciplinaruniversit with research centers in elds likerural economics, entrepreneurship, agribusiness,alternative energ sources, public polic, yoga,perorming arts, and Aurveda. It seeks to providevalue based learning to students.

Growing Value of Accreditation

Accreditation is an outcome o compliance with certainregulator standards b an institution or some o itsprograms and it is a denitive indicator o the qualito education.

Te Association to Advance Collegiate Schools o Business(AACSB) is a US-based international accreditation bodwhose mission is to urther qualit in managementeducation worldwide through accreditation, thoughtleadership, and value-added services.

As o April 2012, there were 648 institutions with

AACSB accreditation across 43 countries. Te IndianSchool o Business, or ISB in Hderabad is the rstbusiness school in India with AACSB accreditation..A. Pai Management Institute is the onl other AACSBaccredited institution in India.

In the context o Indian Higher Education, accreditationshould gain a lot o traction as the landscape is marredb several poor qualit institutions, and accreditationprovides them with an opportunit to dierentiate.

India alread has an accreditation bod in place in theorm o the National Assessment and Accreditation

Council (NAAC), which is an autonomous bodestablished b the Universit Grants Commission(UGC) o India.

As part o the accreditation process or private universities,each universit is required to compl with the rules andregulations prescribed under the UGC (Establishmentand Maintenance o Standards in Private Universities)Regulations, 2003 and urther amendments.

Te National Accreditation Regulator Authorit orHigher Educational Institutions Bill, 2010 is pending

approval o the Parliament. It seeks to establish andmake compulsor - a mechanism to accredit all highereducational institutions. Tis would ensure thatstudents have access to inormation about the qualit oan education institution and courses oered b them.

Growth of Online coursesRecentl, Harvard Universit and MassachusettsInstitute o echnolog joined hands to launch anambitious USD 60 million initiative under which thewill oer ree online courses to students. Te new onlineeducation platorm EdX draws on the acult, research,and institutional backing o both universities to provideHarvard and MI courses to users around the world. It isexpected that over time other universities will join MIand Harvard in oering courses on the EdX platorm.Te accumulation o educational content rom manuniversities on one website would enable learnersworldwide to access either the course content o anparticipating universit or a common set o online

educational tools shared b all participating universities.

Tere are several other reputed universities which oerree online courses and materials, such as CarnegieMellon, Kaplan, Stanord and yale etc.

Recentl, McGraw-Hill Higher Education partneredwith Cleveland State Universit to launch the MobileAccelerated MBA (MAMBA) program. Tis rst-o-its-kind, online MBA program is AACSB-accredited andwill start classes rom August 2012. Students will receivean Apple iPad 4G tablet computers to access course

materials and can stud on their own schedule rom anlocation. All the tests can be taken online. Te course eeis around USD 32,000.

From the Indian perspective, the National Programmeon echnolog Enhanced Learning, or NPEL, isone such example. It is an initiative b seven IndianInstitutes o echnolog (II Bomba, Delhi, Guwahati,Kanpur, Kharagpur, Madras and Roorkee) and theIndian Institute o Science (IISc) or creating coursecontent in engineering and science. As a project,NPEL originated rom man deliberations betweenthe IIs, the IIMs and CMU during the ears 1999-

2003. Te mission o NPEL is to enhance the qualito engineering education in the countr b providingree online courseware.

Faculty ShortageIndia has been acing an acute shortage o acult inHigher Education. Tere is not onl a 30% shortallin the number o acult members but also a hugechallenge in terms o qualit o acult. As can be seenrom the ollowing exhibit, the Indian Higher Educationsstem currentl needs 1.16 million acult members asper UGC norms. However, the current acult strength

is onl 0.81 million.

Considering that we need to attain a GER o 30% b2020, we need to add 0.17 million acult membersever ear.


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Te acult-to-student ratio has also been stagnant oralmost two decades now. Te ollowing exhibit comparesthe prescribed acult-to-student ratio (weighted averageo UG and PG, based on the assumption o 86%enrolment in UG courses and the rest in PG) and theactual ratio.

Te problem o acult shortage is consistentl severeacross premier institutions like the IIs as well assecond- or third -rung colleges. Te government recentlallowed institutions to hire expatriate Indians to makeup or acult shortage. Te IIs, or example, have been

In Millions 2012 2020

No. o Students 16.9 31.9-UG 14.6 27.4

-PG 2.3 4.5

Facult: Student Ratio (As perUGC Guidelines)

-UG 15 15

-PG 12 12

Facult Required

-UG 0.97 1.82

-PG 0.19 0.37

otal 1.16 2.19

Current Facult 0.81

Facult Shortage 0.35 1.38

Annual Facult Requirement(ill 2020)

0.17

Exhibit 2

Source: Technopak Analysis

allowed to appoint non-resident Indians, or NRIs, andpersons o Indian origin, or PIOs, to permanent acult

position. Foreign nationals can also be appointed on acontract basis or a xed tenure not exceeding ve ears.

Growth of Private UniversitiesEstablishment o private universities has beenanother important achievement in the histor o theIndian Higher Education segment. It allows privateparticipation in the expansion o higher education andresearch. Private universities have witnessed tremendousgrowth in the past 5 ears, as illustrated in the ollowingexhibit.

State Private Universities, as the name suggests, are

set up through an enabling Act b State legislatures.Currentl, 18 Indian states provide or establishmento Private Universities. One o the limitations o a StatePrivate Universit is that the cannot grant aliation toother colleges.

Exhibit 3

Source: Technopak Analysis

18.1

21.320.8

14.58 14.58 14.5814

16

18

20

22

1991 2001 2011

Faculty Student Ratio

Actual Faculty Student Ratio Prescribed (Wgt. Avg.)

Exhibit 4 Growth of State Private Universities

Source: : UGC, Technopak Analysis

1 25

1013

19

2830

48

65

89

112

1995 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011


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While adding more institutions to what is alread thelargest higher education sstem in the world might becounter intuitive, this is necessitated b a great demandor higher education and lack o qualit in the currentsstem. As per Webometricss 2012 ranking o globaluniversities (20,300 Universities), onl II Madrasmade it to the list o top 500 Universities in the World.Even in the Asian rankings, onl II Madras (Rankin Asia 66; World Ranking - 454) and II Bomba(Rank in Asia 91; World Ranking - 576) made it to thelist. Tis dismal statistic is repeated across the numerousreports issued b other ranking agencies, and is thereorea cause or concern.

Another question that arises rom the above analsis ishow countries like the US are able to put in place an

eective higher education sstem and what we can learnrom them.

Need or PrivateUniversitiesOne o the reasons is the average age o these educationsstems. It is understood that creating education sstemso excellence is a time-consuming and continuous process- it takes anwhere between 50 to 100 ears to make auniversit a world class educational institution. Most othe top universit sstems across the world have existedor a centur or more. For example, Oxord Universit,UK was ounded in 1096, Universit o Cambridge, UKin 1209 and Harvard Universit, US in 1636.

Onl one lndian institutioneatures in the list o top500 universities in the

world


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Tere is also a remarkable dierence in the revenuestream o these universities vis--vis Indian universities:a large proportion o their revenues is made up bendowment and research grants which help these

institutions undertake cutting edge research. Each o thetop 10 universities holds anwhere rom 500 to 4000patents. Remarkabl, 68% o all patents led worldwidetill date have come rom the US. In absolute numbers,patents led b the US amounts to 4.5 million, whilethe corresponding number or India is around 7,000.

Another telling statistic is the number o Nobel Prizes:853 Nobel Prizes have been given rom 1901 to 2011out o which onl 9 have come to people born in India.Universit o Calcutta stands alone in producing a NobelLaureate rom India; it was while working here Sir C.V.

Raman was awarded the Nobel Prize in Phsics in 1930.

Also as discussed earlier, the government alone ma notbe able to deliver the massive investment required tobuild capacit in the Higher Education segment, peggedat USD 180 billion.

Private participation in education is an accepted andsuccessul phenomenon abroad. Tis can be seen romthe ollowing exhibit, which highlights the act thatmost countries allow the operation o or prot highereducational institutions.

With the aim o becoming a global super powerin knowledge, India has embarked on a journe to

Exhibit 6

Country Higher Education Regulations

USHighl developed or-prot higher education marketwith large listed plaers like Apollo Group, DeVr

etc.

UKHigher Education Act o 2004 allows or protdegree-granting institutes.

SingaporeFor-prot private universities allowed. Foreignuniversities have also been allowed to set-up inSingapore.

KoreaPrivate universities are strictl restricted rommaking prots. Te also have limited autonom inselecting students.

Australia For-prot private universities/colleges allowed.

Brazil

No restrictions on prot-making in highereducation. wo big listed companies in the space,Estacio Participacoes and Anhanguera Educacional

Part.India Higher Education in India is not or prot.

Source: UGC, Technopak Analysis

Exhibit 5

Source: Webometrics 2012, Technopak Analysis

Top 500 Universities

US, 155

Germany,44

Canada, 23UK, 30

Taiwan, 14

China, 14

Italy, 16

Brazil, 12

Netherlands, 11

Others(36 Countries),

128

Australia, 17

Spain, 24

Japan, 12

revolutionize and modernize its age-old plans andpolicies. However, it is lagging in the execution o thesenovel policies and needs to look beond conventionalmethods and incorporate multiple models to cater toexisting demand. More ocus is needed in providingqualit teaching and improved learning methodologies.

With the private sector taking root in dierent aspects ohigher education, public-private partnerships need to be

strengthened urther.


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State Private UniversitiesAs per Sec 2( ) o the UGC Act, 1956, the termUniversit reers to a Universit established orincorporated b or under a Central Act, a ProvincialAct or a State Act, and includes an such institution asma, in consultation with the Universit concerned, berecognized b the Commission in accordance with theregulations made in this behal under this Act.

Each State Private Universit, or SPU, tpicallhas an underling State act which denes theestablishment and operations o the Universit.

Some states have enacted umbrella legislations orsetting up State Private Universities (e.g. Harana).Other states pass specic legislations or theormation o SPUs.

Te legislations tpicall regulate SPUs onparameters like application ee, land requirement,endowment und etc.

Tere are currentl around 112 SPUs across 18

Indian States.

Despite the regulator hurdles and long lead time,setting up a private universit presents a lucrativebusiness opportunit.

While the business requires high uprontinvestment, it can prove to be highl protable onceit achieves a critical mass.

Higher Education segment is more scalable ascompared to other segments o education rom asingle location perspective. Tese institutions can

also provide distance and vocational educationcourses.

Negative working capital and anti-recessionarnature o the segment are the other highlights.

Business Opportunitin setting up Private

UniversitiesConceptualizing a Private UniversityTe vision to set up a world class private universitin India should encompass having the best-in-classacult, administration, curriculum, and phsicalinrastructure. Such aspirations will also requireunfinching commitment rom the promoters to staon course and constantl engage high qualit associates,advisors, consultants, contractors, and other partners in

implementation. Te USP could be providing industrread graduates who can ocus on the economies o theuture, which ma include high-growth countries otherthan the BRICS nations.

Process of Setting up a Private UniversityEstablishing a private universit tpicall takes at least3 to 4 ears. Te ollowing exhibit examines the processo setting up private universities, which ma var romstate to state.

Private Universitiesshould be set up notjust or commercialreasons but also orcreating knowledge

and researchpotential.


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Financials of a Private UniversityIt is important that new private universities create a niche or themselves and oer innovative and multidisciplinarcourses to students. Te ollowing exhibit provides a choice o educational disciplines which a new private universit

ma plan to oer, based on the investment required and nature o the course.

Exhibit 7

Source: : Technopak Analysis

An application along with Detailed Project Report (providing information about the owner, University location, numberof courses etc.) and processing fee to be submitted to the concerned State authority.

After obtaining the LoI, the promoters have to comply with the terms and conditions set in the LoI within a stipulatedperiod (typically 1 year or more). Post submission of the Compliance Report the appropriate authority shall constitute acommittee to verify the Compliance Report.

Once the verication of the compliance report is received a separate Act for incorporating the Private University needs tobe passed in the State Legislature. Alternatively, the Umbrella Act in the State needs to be amended to include the name ofthe new university. e State of Haryana follows the latter approach. Once the Act is passed, the University can start thehiring and admission process. e University may also submit a proposal to get its name included with the UGC/AIU.

After obtaining the detailed project report, a committee is set up to review the same. e committee submits its report tothe Govt., based on which the Letter of Intent, or LoI, is granted to the promoters.

Initial Application forOpening a Private University

Letter of Intent

Compliance Report

Passing of the specicAct / Amendment in the

Umbrella Act

Exhibit 8

Source: : Technopak Analysis

Specialty

Generic

Investment High

Science

Arts

Architecture

Commerce

Law

Medicine

Management

Engineering

Low


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9

On average, the cost per seat in a multi-disciplinarprivate universit ma range rom USD 10,000 to USD12,000, while the land area occupied b such universitiesis tpicall between 50 and 100 acres.

Te cost o setting up a world class private universit,which depends on the student intake and choice ocourse oerings, can be in the range o USD 30 millionto USD 300 million.

Based on the ramp-up and choice o courses, privateuniversities can tpicall provide returns o 15-20% over

a 10 ear horizon.

Exploring the Funding OptionsFunding educational ventures is a challenging task, withthe unding o higher education institutions involvingurther complications. Available unding options usuallcombine the ollowing:

Personal equit rom the promoters

Private Equit

Bridge equit rom riends o the promoters.

HNIs approached through Private Banks and other

institutions. Long-term debt rom banking institutions.

Industr support b wa o sponsored chairs incertain specializations (10-15 chairs, with eachcosting between USD 300,000 and USD 500,000)

Sponsor supported sub-schools, e.g. Dr. ReddSchool o Healthcare Management, ICICI Schoolo Banking, Investment, Financial Services, etc.

Hostel and other Inrastructure acilities developedb a third part or management/developmentcompanies.

Related Business OpportunitiesTe high project cost coupled with a long lead time, lacko unding options and cumbersome regulator processtends to create high entr barriers or most entrepreneurswanting to set up a private universit.

However, we eel that there can be man related businessopportunities which people can leverage to ride on thegrowth o higher education institutions.

I project cost is a bottleneck, one can set up collegesaliated to existing universities, which involves less

capital and time as compared to a private universit.


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I capital is not a constraint, but lead time and regulationsare, then there are quite a ew service areas that presentinteresting business opportunities. Tese include alliedinrastructure development, acilit management,content development, outsourcing o training andassessment, etc.

We now discuss one such opportunit i.e. creation ostudent housing acilities. Tere are huge opportunitiesin setting up or managing, on-campus or o campusstudent hostel acilities. Te student housing industrhas alread matured in developed countries like the US

but is still a new concept in countries like India.

Student housing companies provide an integratedplatorm that aims to create customer-ocused, service-enriched student accommodation. Te oer collegestudents an opportunit to break awa rom mediocreapartments and over-crowded dorms and provide alearning riendl environment.

Tese companies oer an arra o services includingsite selection, nancing, construction management,project management and acilities management. Someo these companies like Campus Crest Communitiesand American Campus Communities are also listedon American stock exchanges. Te can also issue taxexempt bonds to raise capital or the projects. Tesecompanies allow universities to channel their nancestowards creating academic inrastructure.

ConclusionTe time is ripe or the government and private sectorentities to direct resources to higher education. Whilethe government can contribute b providing ree landand tax exemptions to private plaers and eas loans tostudents, corporate entities can orm a large corpus to

und scholarships and research.

Te Indian Higher Education segment is on the vergeo a major breakthrough, with the demand or qualiteducation and the paing capacit o Indian studentscreating a win-win situation or both, those who seekqualit education and those who have the wherewithalto provide the same.

Te chance to explore opportunities to strengtheninternational collaborations, set new benchmarks orqualit and put in place a regulator ramework that

acilitates deserving private plaers to get undingor these institutions and thereb participate in thisopportunit, is now.


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About

echnopakIndias leading management consulting rm with more than 20 ears o experience in working with organizationsacross consumer goods and services.Founded on the principle o concept to commissioning, we partner our clients to identi their maximum-valueopportunities, provide solutions to their ke challenges and help them create a robust and high growth business models.

We have the abilit to be the strategic advisors with customized solution during the ideation phase, implementation

guide through start-up and a trusted advisor overall.

Drawing rom the extensive experience o more than 175 proessionals, echnopak ocuses on six major divisions,which are Fashion & extile, Retail & Consumer Goods, Healthcare, Education, Food & Agriculture and Leisure &ourism.

Our key services are:

Business Strategy : Assistance in developing value creating strategies based on consumer insights, competitionmapping, international benchmarking and client capabilities.

Start-Up Assistance : Leveraging operations and industr expertise to commission the concept on turnke basis.

Performance Enhancement: Operations, industr & management o change expertise to enhance the perormanceand value o client operations and businesses.

Capital Advisory: Supporting business strateg and execution with comprehensive capital advisor in our industrieso ocus.

Consumer Insights : Holistic consumer & shopper understanding applied to oer implementable business solutions.


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Our Divisions

Educationechnopak Education division has a vast understanding o the sector in terms o industr environment, growthpotential, regulation and polic, which has enabled us to become a thought leader in the sector. echnopak caters to allthe education segments K-12, Higher Education, Vocational raining and ancillaries. Innovative business models andgovernment thrust on privatization has led to assertive participation b private organizations. Such participation spansvarious levels o investment and operational scale, be it organization planning or expansion in the countr or oreigninstitutions aiming to ora into the Indian education sector.

Textile & FashionWith almost 20 ears o experience in delivering end-to-end solutions to the entire gamut o the textile industr, right rombre to retailing, the Fashion& extile division at echnopak assists the textile and apparel organizations in optimizingtheir prots through enhancement and expansion. Man leading Indian and international extile manuacturers and

Apparel brands have beneted rom our oerings in the areas o business planning and strateg, apparel operations,suppl chain management and strategic alliances. Our team consists o top calibre advisors who have worked closelwith a diverse group o clients comprising textile manuacturers, apparel retailers, garment manuacturers and exporters,apparel sourcing organizations, trade promotion councils, industr associations, international development bodies, andnancial institutions as well as central and state governments.

Retail & Consumer Productsechnopak aids retailers and consumer product companies in ormulating growth strateg and perormanceenhancement mandates. Over the past two decades, we have worked on various acets such as entr into the Indianmarket, development o new categor, activation o new retail ormats, channel development, product extension, regionexpansion etc. One ke reason wh echnopak is considered the industr leader is the relentless ocus on the IndianMarket. We help clients understand the market dnamics in India and help them arrive at the best method to growbusiness in India. Our Retail and Consumer product expertise helps gain a competitive edge b providing executioncapabilities and corporate strategies.

Healthcare Strategy & DesignAt echnopak, our team is dedicated to assist healthcare clients manage their businesses through innovativesolutions ocusing on short-term as well as long-term results. Our expertise in the eld o strateg development andimplementation assistance, and perormance enhancement has allowed us to perorm various assignments across theentire healthcare spectrum and at various geographical locations. Our team comprises o architects, planners, designers,engineers, business analsts & research proessionals oers a variet o services that cover the entire gamut o Hospitalsand Healthcare operatives.

Te Healthcare Design division was set up in 2008 and comprises o a dedicated team o proessionals with wideexperience in the development o projects related to the Healthcare industr. Our team assists in creating healing

environment or the hospital, encompassing state o the art technolog, and supporting both the comort o thepatient and the patient care comort o the sta.

Food & Agricultureechnopaks Food Services & Agriculture team comprises o established domain experts who build and enhance thebusiness perormance o organizations which are either working in the sector or are willing to enter this space. Ourend-to-end solutions are customized as per the businesss requirements and capabilities. We continuousl strive to createstrong industr relationships and work or a global ootprint b delivering a wide range o services to organizations thatoperate or wish to operate in the Food and Agriculture sector, in India as well as internationall.


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4th Floor, Tower A, Building 8, DLF Cyber City, Phase II, Gurgaon 122 002 (National Capital Region of Delhi)

T: +91-124-454 1111, F: +91-124-454 1198

Technopak Advisors Pvt. Ltd.

www.technopak.com

Enayet Kabir

Associate Director

[email protected]

T: +91-9999034360

Aurobindo Saxena

Principal Consultant

[email protected]

T: +91-9891321279

For further dialogue, please contact:

final higher education-outlook july, 2012

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