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MG-GY-9503Final Presentation- Team-1-Kanishka Sukumar- N-15 Consultants-3

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MG-GY-9503Final Presentation- Team-1-Kanishka Sukumar- N-15 Consultants-3

  1. 1. Giving the Good-old Survey a Face-lift N-15 Consultants May 2nd 2015
  2. 2. • N-15 Consultants - Who are we? • NYU Enrollment Management System • MGE Survey • Developing our own Surveying tool • MOTIF Website Prototyping • Recommendations • The numbers Agenda 5/3/2015 2
  3. 3. N-15 Consultants
  4. 4. 5/3/2015 4 Blue Ocean Strategy
  5. 5. Process Flow 5/3/2015 5 Identify topic area Raw Materials – Categories and Elements Mind Genomics Testing - Macros Advisory Database
  6. 6. Roadmap- N15 Consultants 5/3/2015 6 Conduct Workshops • MGE • Develop new clients Build a database • Partnership • Industry exposure Global Reach • Global cross industry insights
  7. 7. 5/3/2015 7 Advisory Mind Genomics Surveys Metrics Universities Products Package DealPay per Use
  8. 8. Pay per use –Product Features 5/3/2015 8 General Overview N15 Consultants Number of Surveys Unlimited Number of Questions Unlimited Number of Responses Depends on license Number of email invitations 90+ Real-time reporting 55 Data exporting  Data deletion Never Supports all languages  Price Free – 5000$/year
  9. 9. Pay per use –Product Features 5/3/2015 9 Report Creation Options N15 Consultants Real-time online report Crosstabs Counts, Percentages, Means Statistical Testing Chi-Square, T-test, Test of proportions Graphing - bar graph, pie chart, spreadsheet  Export data to Excel, CSV  Export data to SPSS  Browse response individually  Can change title and internal report value  Share results with others  Export report to PDF  Export report to Word  Export report to Excel  Export report to Email  Export report to Powerpoint 
  10. 10. Pilot Project- NYU Enrollment Management System – MS MOT Program
  11. 11. Enrollment Management 5/3/2015 11 PROSPECTS APPLICANTS ADMITS DEPOSITS MELTS • Unable to successfully create solid prospects for schools • Unable to identify who is interested • Lack of reliable metric to convert prospects to applicants • Competitive factors prevent the conversion from applicants to admits • Barrier to get the customer past the applicant to admit • Too high admit rate • The number of admits is more than the university can handle • Threat from world class schools • Too high yield rate • Deposits being poached by competitors Current State
  12. 12. PROSPECTS APPLICANTS ADMITS DEPOSITS MELTS PROSPECTS APPLICANTS ADMITS DEPOSITS MELTS What needs to be done?
  13. 13. Objectives 5/3/2015 13 ENROLLMENT QUALITY ADMISSION DECISIONS GET THE BEST SEGMENT OBJECTIVES
  14. 14. Serve the right combination of sauces to the customer. EVEN BETTER? Without asking the customer what he wants !! Project Scope ODI and Mind Genomics
  15. 15. MGE- SURVEY
  16. 16. Academic Reputation Location Quality of Faculty NYUAvailability of Different Programs Quality of Instruction Tuition Fee & Financial Aid Job Outcome What defines a University
  17. 17. THE STUDENT PERSPECTIVE 5/3/2015 17 What Skills do I need? What does it feel like? Who will I learn from? Is it worth the cost? Enrollment And Retention Strategy
  18. 18. Target Interests - Categories 5/3/2015 18 • Location • Academic Reputation • Quality of Faculty • Quality of Instruction • Tuition Fee and Financial Aid • Costs • Job Outcome • Availability of Programs STUDENT EXPERIENCE LEARNING VALUE FOR MONEY SKILLS
  19. 19. Survey – Rating Question
  20. 20. Survey – Categories and Elements
  21. 21. Building our own Surveying Tool
  22. 22. So how does the user feel ?
  23. 23. So how does the user feel ?
  24. 24. Result Capture
  25. 25. MOTIF WEBSITE PROTOTYPING
  26. 26. 5/3/2015 26 “We know a lot about people interested in the MS MOT Program… Answer just 3 questions and learn more about NYU’s MS MOT ! ”
  27. 27. 5/3/2015 27 Questions for Segments How likely are you to pursue a Masters Program if …. You will learn in a program where you access world class research centers How likely are you to pursue a Masters Program if … You will expand your networking with alumni and corporations for future career opportunities How likely are you to pursue a Masters Program if … You get to experience student life in New York City with flexible coursework Not at all CertainlyNot Sure Not at all CertainlyNot Sure Not at all CertainlyNot Sure
  28. 28. LOCATION PREFERENCE LANDING PAGES (1 OF 3)
  29. 29. CAREER ADVANCEMENT PREFERENCE LANDING PAGES (2 OF 3)
  30. 30. EDUCATION PREFERENCE LANDING PAGES (3 OF 3)
  31. 31. STAND OUT
  32. 32. NYU – MOTIF – Non MGE Recommendations LEADS NEEDSSOCIAL MEDIA
  33. 33. MOTIF – GAP ANALYSIS Fee Structure Student Advisory Board NYU Incubator
  34. 34. 5/3/2015 35 RECOMMENDATIONS
  35. 35. 5/3/2015 36 Customized Messaging for segments Segment 1: To Learn Segment 2: To Earn Segment 3: To Have Fun Decision Driver • Research • High Paying Jobs • New York City Must have • Innovation- Driven • Strong Alumni • Cultural Diversity Okay to include • Incubators • Internships • Flexible Schedule Avoid • Cultural Diversity • Startups • Research
  36. 36. 5/3/2015 37 EXPERIENCE THE CITY
  37. 37. 5/3/2015 38
  38. 38. 5/3/2015 39 ALUMNI AWESOMENESS
  39. 39. 5/3/2015 40 COURSE FLEXIBILITY
  40. 40. 5/3/2015 41 SCHOLARSHIPS
  41. 41. 5/3/2015 42
  42. 42. 5/3/2015 43 N-15 –The numbers
  43. 43. 5/3/2015 44 $1 MM $2.5 + $3.5 MM $7 + $5 MM $25 MM Future Roadmap
  44. 44. 5/3/2015 45 Total 2015 Revenue for 25 clients = $1MM 2015 Education Industry
  45. 45. 5/3/2015 46 50 100 75 225 150 220 440 375 425 500 0 100 200 300 400 500 600 Market research Customer Satisfaction Employee engagement Website Feedback Voice of Customer 360 degree employee feedback Customer Loyalty NPS Ad Testing Brand Tracking Product Development & Concept Testing Market Size (in Billions) Potential Market Share and Outreach Mediums
  46. 46. 5/3/2015 47 Mind Genomics + Advisory
  47. 47. 5/3/2015 48 2015 2016 2017 2018 2019 Profit/Loss 375,000$ 786,500$ 2,595,950$ 5,331,425$ 5,710,110$ Revenue 1,000,000$ 6,000,000$ 12,000,000$ 25,000,000$ 40,000,000$ Assets including cash flow 500,000$ 650,000$ 700,000$ 800,000$ 1,000,000$ Costs Cost per employee $65,000 $71,500 $78,650 $86,515 $103,818 Total Employee 5 30 50 150 300 Employee Costs $325,000 $1,863,500 $3,104,050 $9,468,575 $18,289,890 Marketing Costs + Technology $350,000 $2,000,000 $3,500,000 $3,000,000 $5,000,000 Royalty and Other Costs $450,000 $2,000,000 $3,500,000 $8,000,000 $12,000,000 5 Year- P/L Forecasting and Projections
  48. 48. 5/3/2015 49 5 year Valuation – EquityNet.com
  49. 49. 5/3/2015 50 So what do we want and what do you get? 1 Million Dollars in Deferred Payments! 20 % Equity in our company
  50. 50. 5/3/2015 51 THANK YOU !
  51. 51. 5/3/2015 52 Joe Prasanna Shri Matt Nikita Anish Hanson Shivam Kani Arun Karan
  52. 52. 5/3/2015 53 APPENDIX 2015 2016 2017 2018 2019 Profit/Loss 375,000$ 786,500$ 2,595,950$ 5,331,425$ 5,710,110$ Revenue 1,000,000$ 6,000,000$ 12,000,000$ 25,000,000$ 40,000,000$ Assets including cash flow 500,000$ 650,000$ 700,000$ 800,000$ 1,000,000$ Costs Cost per employee $65,000 $71,500 $78,650 $86,515 $103,818 Total Employee 5 30 50 150 300 Employee Costs $325,000 $1,863,500 $3,104,050 $9,468,575 $18,289,890 Marketing Costs + Technology $350,000 $2,000,000 $3,500,000 $3,000,000 $5,000,000 Royalty and Other Costs $450,000 $2,000,000 $3,500,000 $8,000,000 $12,000,000
  53. 53. 5/3/2015 54 APPENDIX NPV $3,082,268.01 My Valuation $5,000,000.00 Need 1000000 for 20% Equity Year Profit/Loss Equity Distribution 2015 375,000$ 1 300 0.3 2016 786,500$ 2 280 0.28 2017 2,595,950$ 3 75 0.075 2018 5,331,425$ 4 75 0.075 2019 5,710,110$ 5 70 0.07 6 200 0.2 Salary Structure Co-founder Salary % increase Salary Total Additional HC Payroll Total Employee Costs 2015 $65,000 $325,000 - 2016 $71,500 10% $357,500 25 1506000 $1,863,500 2017 $78,650 10% $393,250 45 2710800 $3,104,050 2018 $86,515 10% $432,575 150 9036000 $9,468,575 2019 $103,818 20% $519,090 295 17770800 $18,289,890

Editor's Notes

  • “The Wall Street Journal Guide to Management” by Alan Murray - The key to exceptional business success, they say, is to redefine the terms of competition and move into the “blue ocean,” where you have the water to yourself. The goal of these strategies is not to beat the competition, but to make the competition irrelevant.
    By doing this we want to identify :
    What are the factors that are taken for granted that can be eliminated
    What are the factors that can be changed
    What factors should be created that the industry has never offered before?
  • Add pp survey and packaged
  • Ad PILOT to the title
  • <Please add the Source>
  • 3 smart landing pages- Page 1 of 3 smart landing pages
    Ok ! We have sized you up! Here are three pages that will answer 95 percent of your questions!
  • 3 smart landing pages- Page 1 of 3 smart landing pages
    Ok ! We have sized you up! Here are three pages that will answer 95 percent of your questions!
  • 3 smart landing pages- Page 1 of 3 smart landing pages
    Ok ! We have sized you up! Here are three pages that will answer 95 percent of your questions!
  • Leads:
    Look, Enquire, Participate: Program related queries
    Alumni for help: Gain insights from Alums
    Minute queries solving: “Will this course help me?” to “Are we supposed to raise an issue against the department computers?”

    Needs:
    Post any needs: Right from roommate needs to job needs
    Share interests to make connections
  • < Segments>

    To Learn – 30 percent
    To earn – 55 percent
    To have fun – 15 percent
  • < Keep a test, Don’t give it, award it>
  • http://www.marketwired.com/press-release/qualtrics-experiencing-substantial-growth-in-market-research-customer-base-1805329.htm
    http://www.qualtrics.com/panel-management/
    2017 – product scalability – Research suite to include conjoint analysis and branching to analyze data without programming
    360 Platform – Create a platform to allow companies to evaluate and measure employees at every level. Integrate the MG platform to any existing competency assessment to deliver own 360 evaluations, self evaluations and performance reviews.
    Enterprises, leading academic institutions, research firms and insight seekers all rely on the N15 platform for market research, academic research, voice of the customer, customer satisfaction, and employee performance feedback. Aim is for N15 to have more than 5,000 clients worldwide, including half of the Fortune 100, more than 1,300 colleges and universities, and 95 of the top 100 business schools in the next 10yrs span.
  • Total revenue for 25 clients. Forecasting is staggered based on customer rating assuming a 8% discount rate.
  • Airline industry
    Product Design
    Entertainment
    Food and beverage
    Politics

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