Strategic Analysis of Daffodil International University, Bangladesh

2. Presentation on Strategic Analysis of Daffodil International University
Submitted to:
Mahtab Muntazeri
Lecturer,
Department of Marketing & International Business,
North South University.
Group Details:
Name Id No Class Serial No
Salma Matin 1310867630 06
Nazrul Islam Majumder 1520499030 31
Mohd. Sakib Ur-Rahman 1230627030 02
Shahunjah Rahman Ridoy 1230836630 03
Farzana Islam 1510419030 27
Md. Monir Hossain 1410892630 11

3. Daffodil International University
A distinguished landmark in higher education

4. Strategic Analysis of Daffodil International University

5. Internal Environment (Value Chain Approach)
Infrastructure:
DIU is maintaining three campuses-
 Permanent campus at Ashulia, Savar, Dhaka.
 Main branch at Dhanmondi, Dhaka.
 Sub-branch at Uttara, Dhaka.
Human Resource Management:
 Well qualified Teachers.
 Efficient Employees.
 Supporting Staffs.
Procurement:
 E tender through online platform.
 Direct & Online procurement system.
Technology:
 Mobile Apps Support.
 Computer Lab.
 Google Classroom.
 Campus Wi-Fi facilities.
Strategic Analysis of Daffodil International University

6. Internal Environment (RBV Approach)
Tangible Assets:
 Land.
 Buildings.
 Classroom and office materials.
 Laboratories.
 Electric and non-electric equipment.
 Vehicles.
Intangible Assets:
 Research and Journals.
 Brand recognition.
 Logo & Trademarks.
 Copyrights.
 Goodwill.
Strategic Analysis of Daffodil International University

7. External Environment (PESTLE Analysis)
Political Factors:
 Government rules
 UGC regulations
 Political stability
 Employment policy
Economic Factors:
 Economic growth
 Exchange rate
Socio-cultural Factors:
 Ethnic/ Religious influences
 Ethical Issues
 Behavioral pattern
Technological Factors:
 Impact of modern technologies
 Research and development
Legal:
 Employment law
 Competitive regulations
Environmental:
 Eco-friendly campus.
 Sustainable nature.
Strategic Analysis of Daffodil International University

8. Strategic Alternatives
International Presence:
 Direct academic relationship with
Malaysian Colleges.
 Established a liaison center in London, UK
for contributing in the European research
academies.
 Intending to establish the academic
presence in Dubai, UAE.
International Alliances:
 Strategic partnership and negotiations with
different institutions of modern education.
 Establish the physical research presence in
few continents.
International Students:
 Provide residential facility.
 Provide emergency medical support.
Strategic Analysis of Daffodil International University

10. Strategic Alternatives
Key Partners:
 Building a comprehensive partnership with
numerous universities around the world on
bilateral, multilateral and thematic basis.
 Develop a good relationship with universities in
North America, Europe and Asia.
 Research collaboration, student & staff exchange
and development of joint education
collaboration.
International Staff:
 Recruiting the talented staffs around the world.
 Currently there are more than 10 staffs
worldwide.
International Alumni:
 An alumni network for the graduates.
 Many of the alumni are working in different
leading positions in different organizations in
both home and abroad.
Strategic Analysis of Daffodil International University

11. Recommendations:
 Concentrate on current operations rather than broadly expansion.
 Emphasis on frequent technological improvement.
 Developing proper management system for each subject or course.
 Provide adequate training to the teachers for delivering the current knowledge.
 Promotion through social and printed media.
Strategic Analysis of Daffodil International University