Strategic Analysis of Top B-Schools in North India

Strategic Analysis Project Report
A STUDY ON ROLE OF STRATEGIC ANALYSIS OF
BUSINESS SCHOOLS – NORTH ZONE
Submitted to:
Dr. Aloysius Henry Sequeira
Submitted by:
Muhammed Anaz P K
Roll No: 16SM28
School of Management
National Institute of Technology Karnataka, Surathkal.

D E C L A R A T I O N
I hereby declare that the Report of the P.G. Project Work entitled
A STUDY ON ROLE OF STRATEGIC ANALYSIS OF
BUSINESS SCHOOLS – NORTH ZONE
This is being submitted to the National Institute of Technology Karnataka
Surathkal, in the School of Management, is a bonafide report of the work
carried out by me. The material contained in this Report has not been
submitted to any University or Institution for the award of any degree.
Muhammed Anaz P K
16SM28
School of Managemt
Place: NITK, SURATHKAL
Date: April 3, 2017
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ACKNOWLEDGEMENT
I am highly indebted to my course instructor Dr. Aloysius Sequeira for encouraging me to take
such distinctive topic as my project topic and providing healthy and constructive inputs and
criticism which helped to shape my ideas on the topic in a structured manner.
The course helped me gain knowledge on research is to be undertaken and this knowledge will
be useful to me in my future endeavors. I am grateful to him for providing me the opportunity
to sharpen my skills on the subject.
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ABSTRACT
Indian B-schools have taken their own eccentric role in the field of management education. B-
schools are having ranged from national repute to recent entrants. There are more than 5500 B-
schools in India as per the report published in 2016. In that, we have selected North zone
(Jammu & Kashmir, Himachal Pradesh, Punjab, Uttarakhand, Uttar Pradesh, and Haryana) of
India, which includes Central government, State government and Private colleges. This study
tells you about the strategies done by the management institutes in order to attract students and
operate in decision making for quality education to the students of the college. To know the
overall enhancement of reputation of the college through by its environment analysis.
Else than teaching to students, much institution given executive education program. There might
be either open programs or any company-specific programs, which enables to acquire a MBA
title in Executive MBA program within university of business or top ranked business schools.
Many business schools seek close co-operation with business.
The main aim of this research is to analyse the B-school regarding their framework in system
perspective. It is important for each B-school to stay relevant and attract the right students
towards which makes benefit for both educational institute and for the students individually.
This study explores the factors determining the competitive advantage of MBA institutes, the types
of strategy undertaken by these institutes, as well as the indicators measuring their overall
performance.
It has concluded that the competitive strategy that will produce the best results is dependent on the
match between the state of the environment of the MBA institutes facing their existing resources and
capabilities. It shows that competition from rival institutes has an impact on the strategies followed
by the institutes, and these strategies have impact on Quality of teaching, industry acceptance rate,
and Biz magazine rating. And strategies do not have impact on government policies
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Contents
Chapter Title Page no.
Declaration i
Acknowledgement ii
Abstract iii
1. Introduction 1
1.1 Use of Strategic analysis for educational institutes 1
1.2 Research Gaps 2
1.3 Hypothesis 3
1.4 Research Questions & Investigative Questions 3
1.5 Research Objectives 4
2. Literature Review 5
2.1 Factors Identified 6
3. Research Methodology 9
3.1 Method 9
3.2 Data 9
3.3 Reasoning 9
3.4 Technique 9
3.5 Tool 9
3.6 Sampling 10
3.7 Questionnaire Design 10
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4. Data Analysis And Interpretation 11
4.1 Articulation of Mission and Vision Statements 11
4.1.1 IIM Lucknow 11
4.1.2 IIM Rhothak 13
4.1.3 Lovely Profssional University 15
4.1.4 BIMTECH, Greater Noida 17
4.1.5 Amity Business School, Noida 20
4.1.6 NIT Jalandhar 22
4.1.7 MDI, Gurgaon 25
4.1.8 APG Shimla University 27
4.2 Hypothesis Testing 30
6 Conclusion 35
References 36
Appendix 1 37
Appendix 2 40
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List of Tables
Table No Description Page No
Tab 1.1.1 External industry structure: themes and sub themes under
Consideration 6
Tab 1.1.2 Internal Resources and Capabilities: themes and
sub themes under Consideration 6
Tab 1.1.3 Institutional performance indicators: themes and sub themes
under Consideration 7
Table 4.2.1 Internal/External factors’ influence vs. Competitive Rivalry of
other institutes 30
Tab 4.2.2 Internal/External factors’ influence vs. Government Policies
on education 31
Tab 4.2.3 Internal/External factors’ influence vs. Competitive Rivalry of
other institutes 32
Tab 4.2.4 Internal/External factors’ influence vs. Quality of Teaching
Tab 4.2.5 Internal/External factors’ influence vs. Industrial Acceptance Rate 33
Tab 4.2.6 Internal/External factors’ influence vs. Biz Magazine Rating 34
List of Figures
Figure No. Description Page No
Fig 4.2.1 Chi-Square Test on Competiveness Rivalry 30
Fig 4.2.2 Chi-Square Test on Govt Policies 31
Fig 4.2.3 Chi-Square Test on quality of teaching 32
Fig 4.2.4 Chi-Square Test on Industrial Acceptance rate 33
Fig 4.2.5 Chi-Square Test on Biz Magazine Rating 34
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1. INTRODUCTION
Business schools is a university level institute that confers degree in Business
administration or management, in India according to a recent study, there are 5500
Business schools (B-Schools). This includes government run Premier institutes like
Indian Institute of Management (IIMs), which is well known for their quality educational
system and placement records. There is Indian School of Business (ISBs) which is also
excels in their performance and controlled by both government and private entities.
Beside these premier governments supported institutes there are IITs, NITs, and other
private institutes offering management courses. These Indian B-Schools have taken their
own eccentric role in the field of management education.
We have selected 8 colleges from North zone of India, which includes Central
government institutes, state governmental institutes, and private institutes of this region.
This study shows the role of strategic analysis of business schools in this region. This will
tell about the strategies done by management institutes in order to attract students and
operate in decision making for quality education to the students of the college
Every institute would be have a vision to give impart knowledge of high quality to its
students and prepare them for building the world for tomorrow and a better place to live
in. Though at lower classes, the teachings are to be designed to build the strong
foundation in all the fields, at the time of higher education, it is all about serving the
interest of the individuals in their field of interest. Further, professional degree courses
provide relevant knowledge for current business scenarios and by training them with real
case studies to experience real world problems. It is extremely important for educational
institutes to develop and measure processes that lead to successful outcomes.
The main aim of this research is to analyze the B-school regarding their framework in
system perspective. It is important for each B-school to stay relevant and attract the right
students towards which makes benefit for both educational institute and for the students
individually.
This research mainly focuses with strategies adopted to attract the students, research also
analyses how each institute has positioned themselves differently to stay ahead of its
competitors. Research also intends to capture the present scenario and by what mean the
educational institutes have been successful in adapting to the changes in regarding to
economical, business and technological fields and how well them at training the students
to cope with it.
1.1.Use of Strategic Analysis for educational institutions
A Strategic Analysis for Educational institutions, which is a set of tool that can provide
prompts to the governors, management teachers and staff involved in the analysis of what
is effective and less effective in the colleges systems and procedures. Often used in
preparation for a plan of some form (that could be an audit, assessments, quality checks
etc.). In fact a SWOT can be used for any planning or analysis activity which could

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impact future finance, planning and management decisions of the establishment. It can
enable you (the governors and management) to carry out a more comprehensive analysis.
Definitions
 Strengths – Factors that are likely to have a positive effect on (or be an enabler to)
achieving the institute‟s objectives
 Weaknesses – Factors that are likely to have a negative effect on (or be a barrier to)
achieving the institute‟s objectives
 Opportunities – External Factors that are likely to have a positive effect on
achieving or exceeding the institute‟s objectives, or goals not previously considered
 Threats – External Factors and conditions that are likely to have a negative effect on
achieving the institute‟s objectives, or making the objective redundant or un-
achievable.
1.2.Research Gaps
 The changing scenario in the business field, which affects the policies and result
in changes in the objectives of a B-School.
 The reasons behind the increasing competition between B-Schools and the most
prominent problem of student loss that they are facing in recent times.
1.3.Hypothesis
Two sets of hypotheses based on certain assumptions are framed and tested:
I. H0 - The external environmental forces have no impact on overall strategy of a B-
School.
H1 - The external environmental forces have an impact on overall strategy of a B-
School.
II. H0 – The institutional performance indicators are not influenced by the strategy of
the various B-Schools.
H1 - The institutional performance indicators are influenced by the strategy of the
various B-Schools.
1.4.Research Questions and Investigation Questions
RQ1: What are the core values associated with a B-School?
IQ1: What characteristics can best describe the vision statement of a B-School?

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IQ2: How well does the mission statement of a B-School complement its vision
statement?
RQ2: How is the strategy of a B-School influenced by the external factors?
IQ1: How does competitive rivalry affect the strategies?
IQ2: What influence does Government regulations have on the policies of the
B-Schools?
RQ3: How is the strategy of a B-School reflected in the Institute performance Indicator?
IQ1: What is the effect of available resources on a B-School strategy?
IQ2: How does Business Magazine rankings reflect effective strategy execution?
1.5.Research Objectives
i. To identify the core values associated with a B-School.
ii. To visualize the influence of external forces on the strategies of a B-
School.
iii. To study the various factors that affect the reputation of a B-School and
provide it with a competitive advantage over the others.

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2. Literature Review
According to Alfred Sarbah (2014). He along with Doris out-Nyarko did a research on
strategy adopted by 10 schools. In which they point that Strategy formulation should be
an informal, conscious and controlled process of thought. One of the schools out of 10
schools was a design school, which focused on a non-complex model that perceives the
process of strategic formation as a design process to reach a satisfactory balance between
internal strength and weakness competency and external threat and opportunity
competency. Research suggests management to conduct an internal appraisal to
understand the organization‟s competencies i.e. strengths, and weaknesses as well as
Conducting an external appraisal of the environment to determine threats and
opportunities competencies.
Strategic planning is defined by Aeker (1988) as the process of increasing a company‟s
ability to anticipate changes that have strategic implication, by focusing on their
immediate market environment to achieve an in-depth understanding of competitors and
customers. It is also defined as an ongoing process based on the development and
implementation of better strategies, stated by Pearce (1994).
As per Miller and Dess (1996), the strategic analysis is defined as the conjugation of three
processes,
 Consideration of the organization‟s strategic intent.
 Exploration of the opportunities and threats presented in the immediate
environment surrounding the organization.
 A study of the organization‟s internal strengths and weaknesses.
This definition is very similar or equivalent to the concept of a Strengths Weaknesses
Opportunities and Threats Analysis (SWOT) plus any effort to define a company‟s
strategy.
SWOT analysis is a framework links the firm‟s capabilities to its relevant Competitive
Advantage i.e. the SWOT analysis focuses on evaluating the strategic position of a firm
or organization by analyzing its strengths, weaknesses, opportunities and threats
competitive environment (Jobber, 2004). It summarizes the key issues from the business
environment and the strategic capability of an organization that are most likely to impact
on strategy development. (Johnson et al., 2005, p102).

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A SWOT analysis is useful because, by that we can analyze whether it is possible to see
what a firm is and is not able to do in a quick and clarifying way. The competitive
strategy and advantage of a company should fit with the SWOT analysis of a company.
Research scholar Karen E. Hinton (2012) in her book “A practical guide to Strategic
planning in higher education” has done the analysis on of the vision statement, mission
statement, values, goals, vision and institutional plans of Society for College and
University Planning (SCUP). It also takes institutional culture and operational aspects in
to consideration
2.1.Factors Identified
1.1.1 Table 1: External industry structure: themes and sub-themes under consideration
Themes Sub-themes
Competitive
rivalry
Increased number of MBA institutes in the northern states of India,
the high intensity of competition between institutions.
Threat of
substitutes
Threat from domestic institutions of management education,
threats from International Business Schools, threat from other
private B-Schools
Threat of entrants The regulations and policies of Government on the operation of
MBA institutes in the northern states of India, the minimum
infrastructure required for establishing a new educational
institution
Bargaining
power of
buyers
The power of students, the power of parents, the power of
institute‟s management bodies
Bargaining
power of
suppliers
The power of the State Ministries of Higher & Technical
Education, the power of the faculties
1.1.2 Table 2: Internal resources and capabilities: themes and sub-themes under
consideration
Themes Sub-themes
Organizational
resources
Organizational structure, organizational efficiency, integration of
administrative resources

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Marketing Media promotion, scholarship and financial aids offered by state
& central govt., participation in extracurricular activities,
strategic alliances with other MBA institutes and partnerships
with other MBA institutes
Human
resources
Faculty qualifications, teamwork building, leadership, personnel
staffing, job loyalty
Physical
resources
Campus location, campus facilities, teaching & research
infrastructure
Financial
resources
Capital Budgeting, Financial Implementations, expenditures on
development
Products R&D Curriculum design, curriculum quality, Collaboration with private
business enterprises, participation in govt. funded research
projects, integration of academic and research resources
1.1.3 Table 3: Institutional performance indicators: themes and sub-themes under
consideration
Themes Sub-themes
Student
performance
Placement rate, percentage of graduates pursuing further studies,
result of the institute & its standing in the concerned university,
professional knowledge and capabilities of graduates, skills &
personality of the students
Staff
performance
Staff performance in teaching, academic research, applied
research, practical experience and skills of teaching staff,
participation of staff in various courses, upgradation &
enhancement of the qualifications of staff & team building
amongst them.
Institution-level
performance
Institutional culture, students/ alumni evaluations, institutional
distinctiveness, community service, educational development,
professional curriculum development, institutional reputation,
industry academia collaboration, business magazine rankings,
industry‟s evaluation on the quality of pass out students & their
acceptance in the industries, conducting seminars, conferences,
guest lectures & workshops, HR meets, publishing research
journals

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2.2.Colleges included in the research
a) IIM Lucknow
b) IIM Rohtak
c) Lovely Professional University, Phagwara
d) BIMTECH, Greater Noida
e) Amity Business School, Noida
f) NIT Jalandhar
g) MDI, Gurgaon
h) APG Shimla University

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3. Research Methodology
3.1.Method
To determine the role of strategic analysis of B-Schools, we have chosen to apply the
descriptive approach of research.
3.2.Data
Primary Data:
Survey data is used as the primary source of data.
Secondary Data:
The various scholarly journals & research articles are used as the secondary source of
data.
3.3.Reasoning
We employ deductive reasoning because it satisfies the descriptive nature of our research.
3.4.Technique
A quantitative strategy is employed. Factors, which may have an effect on the strategy,
are selected from the various secondary sources, and tested for validity in the survey.
The responses reflect the extent of agreement of the participants with the proposed
hypothesis.
3.5.Research Tools
A study is conducted on the sample population using a self-framed questionnaire, which
is forwarded to the respondents through e-mail.
The steps used to conduct the survey include:
• Defining the objective of the survey
• Determining the sampling group
• Preparing the questionnaire
• Registering the responses
• Data analysis

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3.6.Sampling
Since it is impossible to survey every individual in the population, certain samples of
students are selected to infer the perception values. Snowball sampling was employed for
data collection. The only disadvantage associated with this method of sampling is that
making inferences about the population, based on the obtained sample, is usually
impossible.
3.7.Questionnaire Design
The questionnaire designed thoughtfully keeping the research objectives in mind. It
consists of 8 questions in total, out of which 2 are demographic and the remaining 6 are
intended to capture data at Nominal and Ordinal levels.
We have kept the questionnaire as concise as possible to get the maximum reliable
responses. Most of the questions were closed-ended and only a couple of them were
open-ended.
The questionnaire consists of the following kinds of questions:
• Simple Category scale
• Multiple Choice, Multiple Response scale
• Closed Ended Questions
• Open Ended Questions
The questionnaire is given in Appendix I.

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4. Data Analysis and Interpretation
4.1.Articulation of Mission and Vision Statements
4.1.1. IIM Lucknow
Highlights
 Established in 1984 as the fourth IIM by the Government of India.
 Accredited by the global accreditation body Association of MBAs
(AMBA).
 Has tie-ups with 24 leading B-Schools across the world for student
exchange.
 Has a second campus at Noida exclusively for executive MBA.
 200 Acres of Lush Green Campus.
Vision
To develop a strong entrepreneurial spirit among student of IIML and to the society at
large.
To be a preeminent center of excellence, generating and imparting knowledge in
management and providing socially conscious and globally relevant thought leadership.
Vision statement Analysis:
Core Ideology
 Core values
Pursuit of Excellence: To create thoughtful leaders who are recognized as experts
for their excellence in their respective fields.
Lifelong Learning: To develop a strong entrepreneurial spirit among the students
and the society.
Transparency: It guides institution decision and policies on disclosure of
information to the society.
 Core Purpose
The core purpose of IIM Lucknow is to create thought leaders who are then nurtured
thoroughly through inventive education. They help the students shape a better future for
humanity by developing effective and socially responsible individuals. Various pedagogic
tools help their students to develop not only a holistic business perspective but also an
ability to seize opportunities in a competitive business environment. At the same time,

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they remain committed towards the betterment of the society. They understand the need
of exposing students to Corporate Social Responsibility (CSR) and help them to
understand the environmental and societal impacts of business.
 Envisioned Future
IIM Lucknow is one of the top management schools in the country. It aims to reach the
people who either live or are posted in far-flung areas of Indian subcontinent, thus having
limited or no access to regular educational facilities. Opportunities should be given to all.
Mission
Help improve management systems with regard to business, industry and public services
through:
 Pursuit of excellence in management education
 Research
 Consultancy & Training.
Purpose of Existence
 To prepare innovative and entrepreneurial leaders of the future.
 To give value-based education to its students so that they remain committed
towards the betterment of the society.
 To manage any changes in the international business and professional
environment.
Key Components: Excellence, Research, Consultancy and Training.
SWOT ANALYSIS
 Strengths
o Offers dual degree specializations.
o Excellent placement offers with the highest package being around ` 50 lacs
in 2016.
o Excellent campus facilities.
 Weaknesses
o High tuition fees (approx. ` 16.6 lacs) and limited scholarship options
makes it an expensive college to study in for a large number of students.
o Very high cutoffs for admissions makes it a tough cookie to crack as there
are a limited number of seats where intake ratio is around 1:60.

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 Opportunities
o Has tie-ups with 24 leading B-Schools, like Singapore Management
University, across the world for student exchange.
o
 Threats
o Close competition from other IIMs in terms of facilities, results and
placements.
o Private colleges shell out lots of money to attract the exquisite faculty to
join their institution.
4.1.2. IIM Rohtak
Highlights
 It was the first IIM approved among six, by union cabinet on 27 August
2009.
 It has long term academic collaboration with California State University at
Fullerton and Singapore Management University which will also involve
faculty and student exchange.
 Campus size of 200 acres.
Vision
To create knowledge through research and to disseminate knowledge through quality
publications, management education involving classroom delivery and through problem-
solving support to industry.
Core Ideology
 Core values
Promote management knowledge: To create students as management leaders
who should be excellent in management knowledge and spread the knowledge to
global with effective.
Academic Excellence: To develop management level skills and leadership
qualities in students through appropriate means.

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 Core Purpose
The core purpose of IIM Rohtak is to be a global leader in the creation of future leaders
with excellent management skills who can manage in the corporate world innovatively. It
focuses on managing and on spreading knowledge, therefore becoming a global leader in
education in a short time. Various pedagogic tools help their students to develop not only
a holistic business perspective but also an ability to seize opportunities in a competitive
business environment.
Their management development programs are exclusively industry focused to equip the
executives with latest management techniques in the ever-dynamic context of domestic
and international business environment.
IIM Rohtak is one of the top management schools in the country. However, it is
comparatively new, but through a gamut of interest, which includes joint research,
executive education, faculty and student exchange and other collaborative initiatives. IIM
Rohtak has collaborative partnerships with other leading management schools in several
regions of the world, and provides an excellent plethora of options for students to learn,
perform and earn.
Mission
 To develop corporate and non-corporate leader managers with a sense of
excellence, strong social commitment and a passion for value system.
 To create knowledge through research and to disseminate knowledge through
quality publications, management education involving classroom delivery and
through problem-solving support to industry.
 To promote future leaders in both corporate and non-corporate fields, imbibed
with a sense of excellence, commitment and passion. The curriculum is designed
considering best global practices.
 To promote action-centric Research.
 To provide management advice which will enhance the skills of the students‟
problem solving skills to handle corporate world issues.

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 Key Components: Excellence, Strong Social Commitment, Passion, Knowledge
Dissemination.
SWOT ANALYSIS
 Strengths
o Vast campus with good infrastructure.
o Well-qualified and friendly faculty.
 Weaknesses
o High tuition fees (approx. ` 9.5 lacs) and limited scholarship options makes
it an expensive college to study in for a large number of students.
o Very high cutoffs for admissions makes it a tough cookie to crack as there
are a limited number of seats.
o Comparatively a new IIM, hence it is not as popular as its other
counterparts.
 Opportunities
o Live projects undertaken by the students promote industrial indulgence
and improve the symbiosis.
o Signing new MoUs like the existing long-term academic collaboration
with California State University at Fullerton and Singapore Management
University which will also involve faculty and student exchange.
 Threats
placements.
o Private colleges shell out lots of money to attract the exquisite faculty to
join their institution.
4.1.3. Lovely Professional University, Phagwara
Highlights
 Mr. Ashok Mittal founded LPU as Lovely Professional University in 2005.
 LPU bagged the World Education Award 2016
 TV Channel Star News conferred National 'Outstanding B-School – North'
Award and B-School Leadership in 2016.

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 First Indian B-School Accredited by AMBA.
 Largest International Exchange Program in India.
 More than 75 Nationally and Internationally Acclaimed Full-time Faculty.
 200 acres of Semi-Urban Campus.
Vision
Creation and establishment of versatile and competent Classroom, Open & Distance
Learning system to cater to the educational aspirations of the society.
Core Ideology
 Core values
Quality Education: Provide distance-learning education with smart technology to
give quality to students with effective.
Academic Excellence: Creating and establishing knowledge to the students which
they can adapt many different functions to solve problems with wanted skills.
 Core Purpose
The core purpose of Lovely Professional University is to provide quality education not
only to the residential students but also through their distance-learning program. The
curricula of all over long term programs are industry oriented based on best global
practices. It also aims to provide its students the ability to seize opportunities in a
competitive business environment. Their management development programs are
exclusively industry focused to equip the executives with latest management techniques
in the ever-dynamic context of domestic and international business environment.
LPU wants to improve on the market surveys and thus make its approach more robust.
They are getting encouragement from the prestigious source like Business Today, which
motivates them to further strive and excel in their outputs. LPU faculty-members and
students keep on working hard to ensure to be future ready. The School of Business
further works on strong corporate connections and introduction of new teaching style to
see the university at the helm of rankings in future. They aim to strengthen the value
through participation in global surveys and gaining strong international accreditation.

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Mission
To deliver affordable and accessible quality Education for augmenting the academic
value and skills of higher education aspirants.
 To provide excellent education at affordable costs.
 To provide quality education to everyone.
 To provide expert advice which will enhance the skills of the students.
Key Components: Affordable, Accessible, Quality Education, Value - adding Education.
SWOT ANALYSIS
 Strengths
o Highly efficient academic staff.
o Availability of distance learning facilities.
o High number of courses offered.
 Weaknesses
o Moderate placement packages.
 Opportunities
o MoU with US universities like Iowa (ISU), Kirkwood Community College
(KCC).
 Threats
o Close competition from other Private colleges.
o Difficulty in handling students, which leads to bad publicity.
4.1.4. BIMTECH, Greater Noida
Highlights
 Birla Institute of Management Technology was established in 1988.
 Located in National Capital Region is one of the top MBA colleges to
study in India.
 It has students coming almost from all the states of India, and from few
foreign countries.
 It provides a highly conducive academic environment, interaction with
hard working and industry-academia mix professors, proximity to the

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strategy makers of the industry and practitioners of the service and
manufacturing companies.
Vision
Developing ethical leaders with entrepreneurial and global mindset striving for
sustainability and inclusive growth.
Core Ideology
 Core values
Ethics and Integrity: To practice high standards of ethics and integrity.
Sustainability and Transparency: To practice high standards of sustainability
and transparency.
Innovativeness and Entrepreneurship: To provide environment for continuous
innovation and imparting entrepreneurship skills in students.
 Core Purpose
The core purpose of BIMTECH NOIDA is adherence to excellence, ethics and values in
their educational institutions. They take care to inculcate these values among their
students while shaping and sharpening their mind-sets by the academic rigor of their
programs. Students are always encouraged to develop an entrepreneurial spirit in their
personality so that they spot opportunities, mobilize resources and develop innovative
solutions to the critical problems of today.
BIMTECH provides a transformational experience to its students who are expected to
maintain the highest standard of personal integrity, professional commitment and
business ethics. They are actively involved in their pursuit of creating and disseminating
knowledge through teaching, research and training.
Excellence and Values are the guiding principles of BIMTECH NOIDA. They
emphasized adherence to excellence, ethics and values in their institution. We take care to
inculcate these values among our students while shaping and sharpening their mind-sets
by the academic rigor of our programs. Due emphasis is placed on exposing their students
to real-life situations of the corporate world and facilitating interaction with the best
minds in the industry and with those who have helped achieve their missions with strong
ethical undertones.

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Mission
 To be the preferred choice for students, faculty and recruiters.
 To imbibe entrepreneurial culture through curriculum, pedagogy, research and
mentoring.
 To equip students for global business leadership.
 To develop faculty as global thought leaders.
 To be the preferred choice for students, faculty and recruiters.
 To create and disseminate knowledge in global context.
 To imbibe entrepreneurial culture through curriculum, pedagogy, research and
mentoring.
 To equip students for global business leadership.
 To develop faculty as global thought leaders.
 To ingrain ethics, sustainability and inclusive growth in all its activities.
Key Components: Entrepreneurial culture, Knowledge dissemination, Global business
leadership, Ethics, Sustainability and Inclusive Growth.
SWOT ANALYSIS
 Strengths
o Its PGDM program has received AIU Equivalence with an MBA degree.
o With more than 80,757 manager beneficiaries, MDI is the largest training
institute in the country.
o Strategically located in the Corporate Hub of India
 Weaknesses
o Campus placement is less comparative to other B-Schools like IIMs.
o College ranking is relatively low.
o Less number of Research papers released in comparison with many B-
School.
o Many emerging MBA specialization are not provided.
o Exorbitant fee structure (` 8.5 lacs)

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 Opportunities
o BIMTECH signed MOU with LOMA - Life Office Management
Association , USA in 2008. As per the MOU, BIMTECH is the Third
Party Examination Centre of LOMA in India.
 Threats
placements.
o Emergence of new specializations may outdate the existing curriculum.
o Comparatively low global exposure for students.
o SPJIMR has emerged as a major rival recently.
4.1.5. Amity Business School, Noida
Highlights
 Established in 1999 by Ritnand Balved Education Foundation
 ABS is one of the Premier B School in India.
 Ranked among Top 10 B-Schools in India, Including IIMs for the 4th
time
 It has BBA, MBA & PhD Programs.
 ABS is the India‟s first university to Launch its featured Android app -
Amizone (Amity internet zone)
 Every year Top MNCs visits the campus for placements, including
Microsoft, CISCO, Amazon, Samsung, etc.
Vision
To develop all round Personality of students by making them not just excellent
professionals but also good individuals with understanding and regard for Human values,
Pride in their heritage and culture, a sense of right and wrong, and a yearning for
perfection.
Core Ideology
 Core values
Promote Innovation: AMITY has pledged to embrace the Innovation and
constantly innovate in its process and methodologies in management education.

20
Knowledge Sharing: To exceed the benchmarks of education standards by
International Tie-ups and by providing facilities for Research activities.
Developing Entrepreneurial Skills: To develop the students‟ ability to survive
and succeed in the fast pacing business atmosphere.
Promoting Teamwork: Achieving the goals through the collaboration of students
and creating a belongingness feeling by maintaining a caring attitude.
 Core Purpose
The core purpose of Amity Business School is to help the students to achieve academic
excellence, so that they excel in their personal and professional life, achieve their goals
and enjoy their life to the fullest. They believe in service of the Nation and to humanity.
With the world-class facilities available in the ABS, they believe in starting up a happy
phase of every student‟s life. Their programs are focused on quality education, creating
global Managers or Leaders and Entrepreneurs in the world of Business.
Envisioned Future
Amity Business School is one of the top management schools in the country and aims to
become the best in the world through students who are determined to excel, with the
support of competent and dedicated faculty, meticulously designed curriculum and an
optimum infrastructure.
They dream to create centers of leadership across the world, where faculty, scientists and
brilliant students can explore and expand the frontiers of knowledge. They have
constantly endeavored to grow and develop their network around the globe. As a result,
the Institute has collaborative partnerships with leading management schools in several
regions of the world.
Mission
Endeavor to be an institute committed towards innovation, knowledge sharing, openness
and entrepreneurial skills for developing global managers.
 To develop the personality of students, hence they become good professional as
well as good individuals serving the nation.
 To create awareness of Human Values, this will help the students to develop a
mental affinity towards the wellbeing of the society.

21
 To develop a sense of Right or Wrong to distinguish between Good and Bad
Business Practices.
 Thrive to perfection, this will create a competence and lead to success.
Key Components: Innovation, Knowledge sharing, Entrepreneurial skills.
SWOT ANALYSIS
 Strengths
o Strong Brand Recognition.
o Top Talents are handpicked.
o Have strong International Tie-ups and Exposure.
o Good Placement Record.
 Weaknesses
o Expensive due to high tuition fees (approx. ` 16.38 lacs).
o More emphasis on technical education and not on the Management
programs.
 Opportunities
o Increase its penetration in the Indian students to attract more talented
students through proper marketing.
 Threats
placements.
o Senior authorities are involved in scams and other unethical practices (fake
ranking and criminal history of its founders) hampering the perception of
the people towards the college.
4.1.6. NIT Jalandhar
Highlights
 Established in 1987.
 Dr. B. R. Ambedkar National Institute of Technology Jalandhar, popularly
known as NIT Jalandhar (NITJ).
 It was founded as a joint venture between the governments of Punjab and
India, originally under the name Punjab Regional Engineering College,

22
Jalandhar (PREC). South Asian Quality Systems (SAQS) accredited it in
2005.
 It has many topographical features, various buildings of different nature
with clean and wide roads surrounded by a green belt.
Vision
To build a rich intellectual potential embedded with inter-disciplinary knowledge, human
values and professional ethics among the youth, aspirant of becoming engineers and
technologists, so that they contribute to society and create a niche for a successful career.
Core Ideology
 Core values
Ethics: To practice and promote high standard of professional ethics.
Academic Excellence: To develop the student‟s ability to perform, achieve,
and/or excel in scholastic activities.
Quality Education: To provide relevant excellent education to students for
success at professional and personal fronts.
 Core Purpose
NIT Jalandhar aims to build and provide knowledge and skills to students so that they
become socially responsible while being recognized globally for their scientific
contributions.
NIT Jalandhar aims to prepare every willing student employment worthy for today‟s
industry demand, for self-employment and knowledge enhancement. It aims at setting up
in culture of innovation, which is required for the young generation. The institute is
marching ahead and building on its strengths like modernizing the institutes laboratories,
upgrading the faculty sponsoring them for higher studies & short term training programs,
strengthening interface with industries leading to more and more jobs offers for our
students, modernization of the institute library, planning the new institute buildings and
so on. At the same time, they remain committed towards the betterment of the society.

23
Mission
 To become a leading and unique institution of higher learning, offering
state-of-the-art education, research and training in engineering and
technology to students who are able and eager to become change agents
for the industrial and economic progress of the nation.
 To nurture and sustain an academic ambience conducive to the
development and growth of committed professionals for sustainable
development of the Nation and to accomplish its integration into the global
economy.
 To develop technical human resource of excellence suitable for global
requirements.
 To ensure good quality academic and industrial research programs in different
areas of Engineering and Technology.
 To nurture and sustain an academic ambience conducive to the development and
growth of committed professionals for development of the Nation.
Key Components: Technical Human Resource, Quality Academics, Development of
Nation.
SWOT ANALYSIS
 Strengths
o Excellent faculty and other resources.
o Affordable fee structure.
 Weaknesses
o Many high-end equipment are not available in the laboratories.
o Limited number of specializations offered.
 Opportunities
o Collaboration with nearby industries.
 Threats
o Close competition from other Private colleges, who shell out lots of money
to attract the exquisite faculty to join their institution.

24
4.1.7. MDI Gurgaon
Highlights
 MDI is one of the top B-Schools of the country.
 MDI has the distinction of being the first internationally accredited Indian
B-School. South Asian Quality Systems (SAQS) accredited it in 2005.
Vision
MDI is a school for:
 Thought Leaders and Change Masters.
 Academic Excellence and Continuous Innovation.
Core Ideology
 Core values
Promote Leadership: To create thoughtful leaders who are recognized as an
authority in a specialized field and whose expertise is sought and often rewarded.
Academic Excellence: To develop the student‟s ability to perform, achieve,
and/or excel in scholastic activities.
Continuous Innovation: To provide environment for continuous innovation.
 Core Purpose
The core purpose of MDI Gurgaon is to create future leaders who manage and create
powerful organizations in the emerging corporate landscape. The curricula of all long
term programs are industry oriented based on best global practices. Various pedagogic
tools help their students to develop not only a holistic business perspective but also an
ability to seize opportunities in a competitive business environment. At the same time,
they remain committed towards the betterment of the society.
Their management development programs are exclusively industry focused to equip the
executives with latest management techniques in the ever-dynamic context of domestic
and international business environment.

25
They are actively involved in their pursuit of creating and disseminating knowledge
through teaching, research and training.
Management Development Institute (MDI), Gurgaon is one of the top management
schools in the country. As an institute of excellence, they aim to provide high-quality
management education, action-centric research and value-added consulting. MDI has the
distinction of being the first internationally accredited Indian B-School. They have
constantly endeavored to grow and develop their network around the globe. As a result,
the Institute has collaborative partnerships with leading management schools in several
regions of the world. The international relations at MDI encompass a gamut of interest,
which includes joint research, executive education, faculty and student exchange and
other collaborative initiatives.
Mission
Our Mission is to create, both at individual and organizational levels, cutting-edge
management capability through:
 Value-based Education
 Best Global Practices
 Action- centric Research
 Value - adding Consulting
 To give value-based education to its student so that they remain committed
 The curriculum is designed considering best global practices.
 To promote action-centric Research.
 To provide expert advice which will enhance the skills of the students.
Key Components: Value-based Education, Best Global Practices, Action - centric
Research, Value- adding Consulting.
SWOT ANALYSIS
 Strengths
o First Indian B-School Accredited by AMBA.

26
o MDI maintained its tradition of 100% placement this year as well.
Prestigious companies from various sectors offered job profiles spanning
across various functional areas.
 Weaknesses
o Does not provide specialization in few emerging fields such as Analytics.
o Start-ups are less promoted compared to few other B- schools.
o Highest fee requisite of ` 1,800,000 p.a
 Opportunities
o MDI has partnerships with leading B-Schools across the world. The
institute is collaborating with only the top five business schools of any
country with a stipulation that the partnering B-School has an extensive
international agenda for its activities.
 Threats
o Close competition from IIMs in terms of facilities, results and placements.
o International B-Schools shell out lots of money to attract the exquisite
faculty to join their institution.
o Intensified competition between IIFT Delhi and MDI Gurgaon.
4.1.8. APG Shimla University
Highlights
 MDI is one of the top B-Schools of the country.
 MDI has the distinction of being the first internationally accredited Indian
B-School. South Asian Quality Systems (SAQS) accredited it in 2005.
Vision
To create an institution of quality education, scientific learning and robust
professionalism.

27
Core Ideology
 Core values
Excellency: By providing quality education, scientific learning and robust
professionalism.
Contribution: To the beneficiary like staff, student and society by linking
education with employment.
Holistic development: adoption of best practices, interdisciplinary studies and
international diversity to promote the Excellency in the individual.
 Core Purpose
The core purpose of APG Shimla University is to evolve and emerge as an excellent
institute in all fields of education. Various pedagogic tools help their students to develop
not only a holistic business perspective but also an ability to seize opportunities in a
competitive business environment. At the same time, they remain committed towards the
betterment of the society.
Their industry-savvy academic staff are focused to equip the students with skills for life
through striking a balance between academic and practical learning. They are actively
involved in their pursuit of creating and disseminating knowledge through teaching,
research and training.
As an institute of excellence, they aim to provide high-quality management education. As
a result, the Institute has collaborative partnership with industries to promote individual
excellency. It aims to mobilize world-class education and generate resources for
supporting mass quality education for all kind of masses & public. Hence, it has created
adequate linkages, assurance and support from a large number of leading business houses
to ensure the essential ingredients for the promotion of quality education.
Mission
To impart vibrant and comprehensive education to students enabling them to be catalyst
of change.

28
 To give value-based education to its student so that they remain committed
 Encourage the students to explore, experiment, create knowledge and develop
their full potential while maintaining the highest standards of integrity in their
personal and professional lives.
 Expose the students to inter disciplinary learning, cross-cultural diversity and
promote "Learn in India" through international exchanges, collaborations and
curriculum.
 Produce leaders who inspire, winners who set positive standards and achievers
who have the ability to make the difference.
Key Components: Value-based Education, Integrity, Cross-cultural Diversity, Leaders
who inspire, Winners who set standards.
SWOT ANALYSIS
 Strengths
o Strong support to the mission from internal resources such as faculty and
students.
o Financial resources, educational and managerial support and availability of
quality faculty besides providing assurance of quality placements.
o Offering attractive scholarships like flat 10 percent concession to all
bonafide Himachal Pradesh students and 25 percent concession to each of
the brother/sister studying in the university.
 Weaknesses
o Adjusting to the pressures of growth in the industry‟s demands.
o More emphasis is given on technical education with management studies
not being a priority.
 Opportunities
o Partnerships in support of university initiatives with local industries.
o Increase its penetration in the Indian students to attract more talented
students through proper marketing.
 Threats
o Close competition from other IIMs, IITs, NITs and other private
universities.

29
o Unanticipated changes in industry trends that can hamper placement
records of the college to a devastating extent.
4.2. Hypothesis Testing
Hypothesis 1
H0 - The external environmental forces have no impact on overall strategy of a B-School.
H1 - The external environmental forces have an impact on overall strategy of a B-School.
Table 4.2.1 – Internal/External factors’ influence vs. Competitive Rivalry of other
institutes
Count
Do internal/external factors affect the strategy of your
B-School?
Totalno no idea yes
business strategy influenced
by Competitive rivalry due to
other institutes
1 0 1 10 11
2 1 0 15 16
3 0 0 7 7
4 1 0 4 5
5 0 1 2 3
6 2 0 2 4
7 0 0 4 4
Total 4 2 44 50
Chi-Square Tests
Value df
Asymptotic
Significance (2-
sided)
Pearson Chi-Square 21.486
a
12 .044
Likelihood Ratio 15.779 12 .202
N of Valid Cases 50
a. 18 cells (85.7%) have expected count less than 5. The minimum
expected count is .12.
Figure 4.2.1 – Chi-Square Test on Competitive Rivalry

30
Table 4.2.2 – Internal/External factors’ influence vs. Government Policies on
Education
Count
B-School?
Totalno no idea yes
business strategy influenced
by Government regulations
and policies regarding
education
1 1 0 5 6
2 0 1 17 18
3 3 0 13 16
4 0 0 2 2
5 0 0 2 2
6 0 1 4 5
7 0 0 1 1
Total 4 2 44 50
Chi-Square Tests
Value df
Asymptotic
Significance (2-
sided)
a
12 .633
N of Valid Cases 50
Figure 4.2.2 – Chi-Square Test on Government Policies
For Competitive Rivalry:
Calculated value chi-square χ2
= 21.486
The critical value of C2
= 21.026 at α = 0.05 and df = 12.
Since χ2
> C2
, the null hypothesis is rejected.
Hence, we conclude that Competitive Rivalry has an impact on overall strategy of a
B-School.
For Government Policies:
= 9.804
= 21.026 at α = 0.05 and df = 12.
Since χ2
< C2
, the null hypothesis is accepted.
Hence, we conclude that Government policies on education has no impact on overall
strategy of a B-School.

31
Hypothesis 2
H0 – The institutional performance indicators are not influenced by the strategy of the
various B-Schools.
H1 - The institutional performance indicators are influenced by the strategy of the various
B-Schools.
Table 4.2.3 – Internal/External factors’ influence vs. Quality of Teaching
Count
B-School?
Totalno no idea yes
[Quality of Teaching] effect
on the strategy of the
Institution?
1 1 1 10 12
2 0 0 13 13
3 2 0 9 11
4 0 1 0 1
5 1 0 5 6
6 0 0 5 5
7 0 0 2 2
Total 4 2 44 50
Chi-Square Tests
Value df
Asymptotic
Significance (2-
sided)
a
12 .003
N of Valid Cases 50
Figure 4.2.3 – Chi-Square Test on Quality of Teaching

32
Table 4.2.4 – Internal/External factors’ influence vs. Industrial Acceptance Rate
Count
B-School?
Totalno no idea yes
[Industrial Acceptance Rate]
effect of the strategy of the
Institute on Institutional
Performance Indicators?
1 0 1 6 7
2 1 1 14 16
3 2 0 7 9
4 0 0 2 2
5 1 0 6 7
6 0 0 2 2
7 0 0 7 7
Total 4 2 44 50
Chi-Square Tests
Value df
Asymptotic
Significance (2-
sided)
a
12 .819
N of Valid Cases 50
Figure 4.2.4 – Chi-Square Test on Industrial Acceptance Rate
Table 4.2.5 – Internal/External factors’ influence vs. Business Magazine Rankings
Count
B-School?
Totalno no idea yes
[Business magazine
rankings] effect of the
strategy of the Institute on
Institutional Performance
Indicators?
1 0 1 7 8
2 1 0 9 10
3 2 0 11 13
4 0 0 4 4
5 0 1 4 5
6 1 0 4 5
7 0 0 4 4
Total 4 2 43 49

33
Chi-Square Tests
Value df
Asymptotic
Significance (2-
sided)
a
12 .648
N of Valid Cases 49
Figure 4.2.5 – Chi-Square Test on Business Magazine Rankings
For Quality of Teaching:
= 30.053
= 21.026 at α = 0.05 and df = 12.
Since χ2
> C2
, the null hypothesis is rejected.
Hence, we conclude that overall strategy of a B-School has an impact on Quality of
Teaching.
For Industrial Acceptance Rate:
= 7.552
= 21.026 at α = 0.05 and df = 12.
Since χ2
< C2
Hence, we conclude that overall strategy of a B-School has no impact on Industrial
Acceptance Rate.
For Business Magazine Rankings:
= 9.632
= 21.026 at α = 0.05 and df = 12.
Since χ2
< C2
Hence, we conclude that overall strategy of a B-School has no impact on Business
Magazine Rankings.

34
5. Conclusion
This study explores the factors determining the competitive advantage of MBA institutes,
the types of strategy undertaken by these institutes, as well as the indicators measuring
their overall performance.
It has concluded that the competitive strategy that will produce the best results is
dependent on the match between the state of the environment of the MBA institutes
facing their existing resources and capabilities.
Further investigation is required to verify a series of actions that need to be taken,
including establishing market-exit mechanisms, advocating strategic alliances and
partnerships between institutions, co-operating with foreign institutions of higher
education, advocating industry-academia collaborations, and ensuring curriculum design
in compliance with industry requirements.
While this study was undertaken within the context of the states of Jammu & Kashmir,
Himachal Pradesh, Punjab, Uttarakhand, Uttar Pradesh and Haryana, therefore has its
limitations to that context of applicability. Besides, our hypothesis-validation is based on
the responses received, and since snowball method was used for that purpose, it has
limited applicability and real world scenario may be different.

35
References
 Adebisi, Y. (2005) Business Statistics for Managers; first edition, Ado-Ekiti,
Ondo Adeyemo Publishing House.
 Davies, B. and Ellison, L. (1998) „Futures and Strategic Perspectives in School
Planning‟, International Journal of Educational Management. Vol 12(3): 133-
140.
 Bell, L. (2002) „Strategic Planning and School Management: Full of Sound and
Fury, Signifying Nothing? ‟, Journal of Educational Administration. Vol 40(5):
407-424.
 Amao, A. (1979) Analysis for Strategic Implementation; first edition, Lagos,
Olaniyan Publication Nigeria Enterprise.
 Barney, J. B. (1991). Firm resources and sustained competitive advantage.
Journal of Management 17(1), 99-120.
 Porter, M. E. (1981). The contributions of industrial organization to strategic
management. Academy of Management Review 6(4), 609-620.

36
Appendix I
Dear Friends,
Good day! This brief survey requires about 5 minutes for completion. Through this, we
are trying to study and analyze the role of Strategic Analysis in B-Schools located in
the Northern Zone of India. Your response would be used for survey purposes only and
is strictly confidential and unanimous.
Thank you very much for your time and suggestions.
1. Age Group
Less than 20 years 21 - 30 years
31 - 40 years Above 40 years
2. College
IIM Rohtak
IIM Lucknow
NIT Jalandhar
Lovely Professional University, Phagwara
BIMTECH, Greater Noida
Amity Business School, Noida
MDI, Gurgaon
APG Shimla University
3. What core values can be derived from the vision statement of your institution?
Answer: _________________________________
4. Do internal/external factors affect the strategy of your B-School?
Yes No No idea

37
5. Which of the following characteristics best describe the vision statement of the
institution?
Graphic Directional Focused
Flexible Feasible Desirable
Easily Communicable
6. How well do you think that the Mission statement complements the Vision
statement?
7. To what extent is the business strategy of your B-School influenced by the
following external factors?
Attribute
Competitive
Rivalry
1 2 3 4 5 6 7
Government
regulations
& policies
1 2 3 4 5 6 7
8. How would you rate the following resources based on their effect on the strategy
of the institution?
Attribute
Faculty
Qualifications
1 2 3 4 5 6 7
Quality of
Teaching
1 2 3 4 5 6 7
Campus
Location &
Facilities
1 2 3 4 5 6 7
Industry
Academia
Collaboration
1 2 3 4 5 6 7

38
9. How would you rate the effect of the strategy of your B-School on the
Institutional Performance Indicators?
Attribute
Placement
Rate
1 2 3 4 5 6 7
Skills and
Personality
of Student
1 2 3 4 5 6 7
Industrial
Acceptance
Rate
1 2 3 4 5 6 7
Institutional
Reputation
1 2 3 4 5 6 7
Business
Magazine
Rankings
1 2 3 4 5 6 7

39
Appendix II
Chi – Square (χ2
) Distribution
Area to the Right of Critical Value
DF 0.99 0.975 0.95 0.90 0.10 0.05 0.025 0.01
1 __ 0.001 0.004 0.016 2.706 3.841 5.024 6.635
2 0.020 0.051 0.103 0.211 4.605 5.991 7.378 9.210
3 0.115 0.216 0.352 0.584 6.251 7.815 9.348 11.345
4 0.297 0.484 0.711 1.064 7.779 9.488 11.143 13.277
5 0.554 0.831 1.145 1.610 9.236 11.041 12.833 15.086
6 0.872 1.237 1.635 2.204 10.645 12.592 14.449 16.812
7 1.239 1.690 2.167 2.833 12.017 14.067 16.013 18.475
8 1.646 2.180 2.733 3.490 13.362 15.507 17.535 20.090
9 2.088 2.700 3.325 4.168 14.684 16.919 19.023 21.666
10 2.558 3.247 3.940 4.865 15.987 18.307 20.483 23.209
11 3.053 3.816 4.575 5.578 17.275 19.675 21.920 24.725
12 3.571 4.404 5.226 6.304 18.549 21.026 23.337 26.217
13 4.107 5.009 5.892 7.042 19.812 22.362 24.736 27.688
14 4.660 5.629 6.571 7.790 21.064 23.685 26.119 29.141
15 5.229 6.262 7.261 8.547 22.307 24.996 27.48 30.578
16 5.812 6.908 7.962 9.312 23.542 26.296 28.845 32.000
17 6.408 7.564 8.672 10.085 24.769 27.587 30.191 33.409
18 7.015 8.231 9.390 10.865 25.989 28.869 31.526 34.805
19 7.633 8.907 10.117 11.651 27.204 30.144 32.852 36.191
20 8.260 9.591 10.851 12.443 28.412 31.410 34.170 37.566
21 8.897 10.283 11.591 13.240 29.615 32.671 35.479 38.932
22 9.542 10.982 12.338 14.042 30.813 33.924 36.781 40.289
23 10.196 11.689 13.091 14.848 32.007 35.172 38.076 41.638
24 10.856 12.401 1.848 15.659 33.196 36.415 39.364 42.980
25 11.524 13.120 14.611 16.473 34.382 37.652 40.646 44.314
26 12.198 13.844 15.379 17.292 35.563 38.885 41.923 45.642
27 12.879 14.573 16.151 18.114 36.741 40.113 43.194 46.963
28 13.565 15.308 16.928 18.939 37.916 41.337 44.461 48.278
29 14.257 16.047 17.708 19.768 39.087 42.557 45.722 49.588
30 14.954 16.791 18.493 20.599 40.256 43.77 46.979 50.892

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