BUSINESS PLAN OF IRM
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Dr. Ansir A. Rajput
Dr. Hassan Rasool
Dr. Fawad Bashir
AGENDA OF 15 MINUTES PRESENTATION
Introduction: Consultants and Assignment
 Analysis and Findings

Vision of IRM
 IRM Approach
 Situation Analysis


Results and Recommendations
Our Approach
 The Business Plan
 Tier one Strategy
 Tier two Strategy
 Tier three Strategy

Conclusions
 Questions and Answers

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INTRODUCTION
CONSULTANTS AND ASSIGNMENT

Team
Management Consultant
 Industry, academia expertise
 Research orientation


Assignment
Propose a Business Plan
 Needs an outside view
 Set the stage for next five years

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ANALYSIS AND FINDING
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VISION AND APPROACH
Shared vision
 Commitment to the cause
 Business Philosophy

Knock all the doors
 Provide services at all costs
 Flexible to cater the needs of clients

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SITUATION ANALYSIS

Pakistan
State in chaos , US-Pak ties, post Afghanistan
withdrawal
 Dr. Afridi and other ups and downs
 Ranked high as aid recipients


Development Sector



Poverty reduction is the biggest challenge
More focus on enterprise development
IRM

Demand-sides

Community Mobilization


Vocation Training and Skills




106 districts, 5560+ UC/3502 UC
Skilled workforce 6th highest issue in Pak. compete. (2009)
1522 TVT with annual capacity of just 314,188.00
12.4 million needs TVT annually
Professional Development


50k+. 6.4K , 200 has the capacity to Pay
Sector has low competences to manage
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SITUATION ANALYSIS

IRM Supply-sides
1. Donors
 Traditional donors
 Muslim Charity Organizations
2. Need for capacity building
 Community Mobilization





Vocation Training and Skills


RSPs in 105 districts
Development sector is fragmented
Key players set priorities to get political mileage
Organizations with social mission
Huge gap to fill
Professional Development for Development Sector

No real focus in Pakistan
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RESULTS
AND
RECOMMENDATIONS
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BUSINESS PLAN

Our Approach
Internal
Factor
Analysis
SPACE Matrix
External
Factor
Analysis
QSPM
Strategy
Choices
Quantitative
Strategic
Planning Matrix
Strategic Position and
Action Evaluation
Strategic
Positions to it
holds
Ranks the
Strategic
Choices
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STRATEGIC DIRECTION OF IRM
Conservative
Strategy
Aggressive
Defensive
Competitive
Strategy
Strategy
Strategy
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STRATEGIC POSITION OF IRM
IRM Falls in Competitive Strategy Position
 This position has following strategic choices

Penetration
 Product Development
 Market Development

Which one to execute first ?
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SETTING THE PRIORITY

QSPM output is
Penetration
 Product Development
 Market Development

Σ=5.28
Σ=3.64
Σ=3.32
So based on this analysis the priority is
1.
2.
3.
Penetration
Product Development
Market Development
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PENETRATION
Year 1 :Stability through Cooperation & Consolidation
Objectives
1. Structural changes in the organizational design
2. Streamline product mix
1.
To focus on high value programs
3. Marketing department in IRM
1.
Branding, donor linkages, solicited and
unsolicited business opportunities
4. Confidence Building Measures
1.
To regain business from RSPs
5. To increase full time faculty by 20%
6. To double the capacity of (in house )
professional developed training facility
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VISION AND MISSION REVISITED
Vision
To
be
the
leading
capacity
building
institution that plays a key role in poverty
reduction through human development of the
rural community.
Mission

We build the capacity of institutions,
development sector professionals, and rural
communities. We exist to play our part in
poverty reduction of rural communities.

We are efficient, quality driven, research
oriented & innovative. We maintain a culture of
mutual cooperation, trust, respect and integrity
among employees, RSPs and strategic partners.
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PRODUCT DEVELOPMENT
Year 2 Leverage through branding and
corporate linkages
 Objective
1. To improve performance by 10%.
2. Develop IRM Affiliation Program
3. To initiate CSR facilitation services
4. To develop at least 10 affiliates of IRM
5. Initiate faculty development program
6. To increase full time faculty by 20%
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PRODUCT DEVELOPMENT
Year 3 Expansion & Related diversification
 Objective

1. To improve performance by 10%.
2. To initiate the research and consultancy
services
3. To assess and rebuild training facilitates
4. To initiate University’s (Non conventional)
registration and fund raising campaign
5. To increase full time faculty by 20%
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PRODUCT DEVELOPMENT
Year 4 Infrastructure Development
 Objectives

1. To improve performance by 10%.
2. To assess and rebuild training facilitates.
3. To increase full time faculty by 20%
4. To identify global prospects
5. To focus on the development of indigenous case
studies and research
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MARKET DEVELOPMENT
Year 5 Broaden the Scope
 Objectives

1. To establish presence outside Pakistan
2. To identify new avenues of poverty reduction
3. To actively involve in the development of higher
education institution
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CONCLUSIONS
Look inward
 Confidence Building Measures
 Focus in approach

Organize, Save and Proceed
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APPROACH OF THE IRM
Organize, Save and Proceed
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.
QUESTIONS AND ANSWERS
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