The ITC eChoupal Initiative

Current situation

            The I.T.C. Limited, formally named India Tobacco Company Limited, created the eChoupal due to an ineffective supply chain for agricultural goods resulting in their International Business Division lagging behind the other divisions of the company (Applegate, Austin, & Soule, 2009).  The harvest supplied by farmers were losing 60-70% of their value.  This equated to yields of 70% the value of global standards (Applegate et al., 2009).  The reason for this were middlemen, formally known as commission agents (CAs), who were reducing the profit margins for ITC (Applegate et al., 2009).  Unfair practices with the farmers were carried out by the CAs by using a crude weighing system that only accounted for 50% of the farmer's quantity (Applegate et al., 2009).  Furthermore, farmers were not paid on time and in full as the law required from the CAs.

            Farmers would travel up to a full day hauling their produce to the mandi (marketplace) to be auctioned (Applegate et al., 2009).  Once at the mandi, the farmers had to wait an additional two to three days before getting into the market (Applegate et al., 2009).  At the mercy of the CA's low offers, the farmers did not have a way to store unsold produce (Applegate et al., 2009).   As a result, the farmer would take his harvest to the winning bidder's shop to be weighed (Applegate et al., 2009). 

            The farmers were isolated and price discovery took place upon arrival at the mandi and was received via mouth.  If the farmer was fortunate, while at the mandi, he would receive a large enough payment to cover transportation costs, but had to settle for whatever he could get (Applegate et al., 2009).  Weather reports were inaccessible, which affected the farmer's harvest.  Not having to rely on the monsoons would allow the farmers to improve their crop quality and streamline the process of having it brought to the market (Applegate et al., 2009). 

            ITC Limited sought to remove the middlemen and provide an alternative to the mandi (Applegate et al., 2009).  By doing this, the farmers were able to sell directly to one of the ITC's 44 hubs (Applegate et al., 2009).  The distance to the ITC hub was the same as the distance to the mandi (Applegate et al., 2009).  However, at the ITC hub, ITC provided compensation for transportation costs and had a retail outlet where farmers could buy farming supplies and equipment.  Also, the ITC provided scientists and facilitated educational sessions that demonstrated how the farmers could get more out of their crops by practicing more effective methods (Applegate et al., 2009). 

            Also, the ITC sought to rectify how the information was being delivered to the farmers (Applegate et al., 2009).  This was achieved with the creation of eChoupal, a website featuring weather reports, global crop standards, best practices, market pricing from around the world, a Q & A forum, and the news page (Applegate et al., 2009). 

            Current Performance.  It seeks to maintain its reputation as One of World’s Most Reputable Companies by Forbes and a Top 50 Asia’s Best Performing Companies by Business Week.  ITC Limited employs over 26,000 people, at more than 60 locations across India with approximately 6,500 eChoupals installed (Forbes Magazine, 2013). 

            Corporation performance.   ITC Limited is considered one of India's most valuable corporations through world-class performance, creating a growing value for the national economy and ITC's stakeholders (Forbes Magazine, 2013).

                For the ITC's agriculture business, is expected to invest Rs 5,000 crore over 5-7 years in 2006 (ITC Limited, 2013). 

  

            ITC eChoupal, which essentially began as a supply chain delivery mechanism for its agriculture business, is looking at an investment of Rs 5,000 crore over 5-7 years (ITC Limited, 2013).  Because eChoupal has been able to preserve product identity and manage product pricing, ITC has been able to gain market share (ITC Limited, 2013).  Chief Executive Officer, S Sivakumar, states that the profitability of eChoupal will be a challenge to measure due to an annual growth rate of 40% since 2005 (ITC Limited, 2013).  

            Strategic Posture.   ITC Limited 's mission statement is "To enhance the wealth generating capability of the enterprise in a globalizing environment, delivering superior and sustainable stakeholder value" and has the vision statement to "Sustain ITC's position as one of India's most valuable corporations through world class performance, creating growing value for the Indian economy and the Company's stakeholders" (ITC Limited, 2013).  The objective for the eChoupal was to improve the ineffective supply chain for agricultural goods (ITC Limited, 2013). 

            As a business strategy, ITC was committed beyond the market and did this creating economic freedom in reengineering its supply chain, fixing market inefficiencies, information sharing, and product differentiation (ITC Limited, 2013). 

            In terms of an organizational strategy, ITC worked with the village culture by having transparent pricing, technology available at the village level, and a waiting area at processing facilities.  ITC Limited provided reimbursement for transportation to the farmers and there was no commitment from the farmers required to join ITC's eChoupal network (ITC Limited, 2013). 

            As an information strategy, it was imperative that there was Internet access for remote villages.  ITC provided the villages an equipment kit comprising of computers, connection lines, power supply, and a printer.  With these tools in the hands of the farmers, ITC provided technology training to the farmers.  To remove the guesswork, ITC created pricing trends allowing flexibility for the farmers in terms of when to sell their harvest.  Furthermore, to remove the fraud, waste, and abuse, ITC computerized the weight process hereby eliminating the crude manual weight system, which had 50% of the farmer's crop unaccounted for (ITC Limited, 2013).  All of ITC's policies have the foundation of trust, transparency, empowerment, accountability, control, and being an ethical corporate citizen (ITC Limited, 2013).   

External Environment Opportunities and Threats

            Societal Environment.  In evaluating the external environment of opportunities and threats of the social relations between ITC and those around, the economic, technological, political, legal, and sociocultural opportunities and threats were examined.   For example, one of the technological opportunities was the introduction of new technology.  Farmers were able to access the Internet, which provided the economic opportunities of receiving market information Upton & Fuller, 2004). 

            Furthermore, when the ITC streamlined the supply chain, this provided economic opportunities of reducing costs for the farmers Upton & Fuller, 2004). 

While the eChoupal Initiative provided many economic and technological opportunities, the economic threat of negative market change and the political and legal threat of government regulations still loomed Upton & Fuller, 2004). 

            Task Environment.  The threat of new entrants was low to moderate and the threat of substitute products was moderate (ITC Limited, 2013).  On the one hand, the bargaining power of buyers was high. On the other hand, the bargaining power of suppliers was moderate to high (ITC Limited, 2013).   In terms of rivals, the eChoupal Initiative competes against the mandi (Upton & Fuller, 2004).  Other key factors are opportunities for the eChoupal Initiative such as other products besides the soybeans and wheat (ITC Limited, 2013).   Also, environmental and weather threats still present challenges to the task environment (Upton & Fuller, 2004). 

Internal Environment Strengths and Weaknesses

            Corporate Structure.  In evaluating the internal environment of strengths and weaknesses, the corporate structure at ITC was a system of management in which the decision-making process was initiated at the highest level (ITC Limited, 2013).  ITC Limited was organized on a basis of function, projects, and geography by exercising its strengths of low transportation costs and not having a middleman in the new format (Upton & Fuller, 2004).  In addition to this, the weaknesses of the ITC were exposed with IT equipment and hub locations (ITC Limited, 2013).  On the one hand, the ITC's structure was understood and consistent with the strength of having the information exchange (Upton & Fuller, 2004).  On the other hand, the use of technology by the farmers was a weakness of the structure (Upton & Fuller, 2004). 

            A similar comparison to ITC's eChoupal Initiative, is the Apollo Tele-Medicine Networking Foundation (ATNF).  Similar to ITC, ATNF has the mission of "Bringing healthcare of international standards within the reach of every individual" (Apollo Telemedicine Network Foundation, 2012).   The ATNF's vehicle to achieve this was the e-Health program, which is similar to ITC's eChoupal (Apollo Telemedicine Network Foundation, 2012).

            Corporate Culture. The transparency of prices in the new format of eChoupal was a strength for making ITC a well-defined or emerging culture.  Whereas, the education level of the farmers was a weakness in this setting (ITC Limited, 2013).  

            ITC Limited's culture was consistent with the objective of  the eChoupal as the vehicle to  improve the ineffective supply chain for agricultural goods with the corporate strategy of the following:  "(a) create multiple drivers of growth by developing a portfolio of world class businesses that best matches organization capability with opportunities in domestic and export markets" and "(b) continue to focus on the chosen portfolio including the Agri-Business and Information Technology" (ITC Limited, 2013). 

            Corporate Resources.  ITC Limited has research and development centers in two different locations in India.  In one location, the focus is on product technology cells, common service modules, and advanced research initiatives.  At the other location, the focus is on tobacco crop cultivation (ITC Limited, 2013). 

            Summary of Internal Factors.  ITC Limited believes that "One business derives strength from another" (ITC Limited, 2013).  Also, ITC Limited created a diversified conglomerate because this provided the opportunity to expand into an unrelated set of businesses, whereby ITC has been able to link branding, trade marketing, and distribution to create a competitive superior value proposition.  Furthermore, the most important competency is succession planning and ensuring that there is a clear plan at ITC (ITC Limited, 2013).  The eChoupal has 70 warehousing hubs that are outsourced through service providers (Upton & Fuller, 2004). 

Analysis of Strategic Factors (SWOT)

            Situational Analysis.  The most important internal factors from a situational analysis was ITC's support of the supply chain (Upton & Fuller, 2004).  First, the use of technology due to the delivery of computer kits to each village made it possible for farmers to receive information that was transparent and in real-time (Upton & Fuller, 2004).  Next, capitalization for the farmers was essential in ensuring immediate cash payment at the fair market value to the farmers and ITC made this possible (Upton & Fuller, 2004).  The transactional costs in the new format had low costs and the process was (Upton & Fuller, 2004).  Lastly, the conversion of CAs to Samyojak made use of the key component of the supply chain by educating and training the farmers with the use of the computers in the villages and ITC hubs Upton & Fuller, 2004).    

            In terms of weaknesses, power availability in the rural part of India was scarce.  Consequently, the telecommunication infrastructure was inferior (Bolton, 2013).  Roads were inadequate as vehicle access was limited.  Also, competitors attempted to divert produce from farmers (Upton & Fuller, 2004). 

            The most important external factor from a situational analysis was the new format that allowed for the supply chain to perform more efficiently for the ITC's International Business Division (Upton & Fuller, 2004).  ITC Limited was able to sell products at the point of sale when farmers brought in their harvest.  By doing this, ITC was able to access rural markets that were previously in a difficult situation (Upton & Fuller, 2004). 

            In terms of threats, the relationship between ITC and the Sanchalaks potentially threatened ITC's supply chain.  The Sanchalaks acted as the hosts of the evening assemblies of information gathering and distribution by the farmers.  The gatherings were uneven at times due to the demand of unwarranted additional payments from the Sanchalaks.  These demands came due to the Sanchalak's homes being the site where the computer kits were held (Annamalai, & Rao, 2003).  Also, the new format took money and freedom away from the middlemen, the Samyojaks.  As a result, the relationship between the Samyojak and ITC was strained in the new setting (Annamalai, & Rao, 2003).  

            In terms of the present and future performance of the eChoupal, the focus of the ITC is to grow for the future in a sustainable way (ITC Limited, 2013).  Therefore, the ITC needs to focus on infrastructure development and innovation.  These things will strongly affect the corporation's present and future performance (ITC Limited, 2013). 

            First, infrastructure development will provide more hubs, kiosks, and choupals, which will allow more convenience with the farmers (Upton & Fuller, 2004).  By doing this, competitors will have more difficulty entering or competing in the market (Annamalai, & Rao, 2003). 

            Next, the ITC needs to focus on innovation.  By focusing on innovation, the ITC will continue to provide beneficial information to its stakeholders, primarily the farmers (ITC Limited, 2013).    Also, ITC needs to be cognizant that they are ahead of the continuous technological advances and are moving at a steady pace that is consistent with the end users, the farmers at the eChoupal (Annamalai, & Rao, 2003).  While focusing on innovation, ITC must also maintain the principles of transparency and trust (Upton & Fuller, 2004). 

            Review Mission and Objectives.  ITC Limited should not change mission or objectives since these address strategic factors and problems by "enhancing the competitive power of the portfolio through synergies derived by blending the diverse skills and capabilities residing in ITC's various businesses" (ITC Limited, 2013). 

Strategic Alternatives and Recommended Strategy

            Strategic Alternatives TOWS Matrix.  In regards to the TOWS Matrix, the strengths and opportunities, strengths and threats, weaknesses and opportunities, and weakness and threats are addressed. 

            From a strengths and opportunities standpoint, one alternative strategy would be to use strengths to maximize opportunities to introduce new technology for information exchange.  The foundation for this is the computer kit stationed at the Sanchalak’s home in the farmers' village.  To introduce new technology, the utilization of mobile phones to the eChoupal infrastructure would reinforce this position (ITC Limited, 2013).  By doing this, this would allow more freedom for the farmers and make the farmers easier to access (ITC Limited, 2013). 

            From a strengths and threats standpoint, one alternative strategy that would use strengths to minimize threats is for ITC to provide transparency of prices to the farmers exclusively by eliminating new entrants from picking up market share in the region.  This could be achieved by having the ITC establish a call center that calls the farmers on their company issued mobile phones where the ITC informs the farmer directly of the prices.  This prevents the farmers from needing to go to the Sanchalak's home to use the computer if necessary (Upton & Fuller, 2004). 

            From a weaknesses and opportunities standpoint, one alternative strategy that would minimize weaknesses by taking advantage of opportunities is to introduce new technology by educating the end user, the farmer.  The new technology would be mobile phones.  ITC Limited could utilize the Samyojaks as outside sale representatives for the mobile phone service provider to train the end user on this device and troubleshoot any issues (Upton & Fuller, 2004). 

            From a weaknesses and threats standpoint, one alternative strategy that would minimize weaknesses and avoid threats is to lobby for government regulations that would make the use of technology a strength by the end user, the farmer.  Lobbyist could focus on telecommunication infrastructure and remain consistent with the most important internal factors (Bolton, 2013).  Presently, a US-India initiative is being drafted with the goals of enhancing access and use of government data to foster innovation, improve delivery of government services and the promotion of government transparency, accountability, and public participation (Bolton, 2013).   Within the next 3-5 years, ITC could accomplish any of the following recommendations.  These recommendations include (a) the utilization of mobile phones issued by ITC to the farmers, (b) the establishment of an ITC call center for the eChoupal infrastructure, (c) furthering the conversion of Samyojaks as outside sales representatives for a mobile phone service provider, and (d) government lobbying for telecommunications infrastructure development are strategic alternatives derived from the TOWS Matrix. 

            The pros of mobile phones issued by ITC to the farmers is to not only allow information exchange between ITC and the farmers, but also between the other farmers and key stakeholders in the supply chain, such as the Samyojaks and Sanchalaks (ITC Limited, 2013).  The cons of issuing mobile phones to the farmers is that the farmers may not be technologically inclined enough to use the device and troubleshooting when issues arise out in the field (ITC Limited, 2013). 

            Next, the pros of ITC establishing a call center is to provide an alternative to the computer for those farmers that may be more comfortable in communicating and gathering price information verbally (Annamalai, & Rao, 2003).  Also, while the farmers traditionally go to the home of the Sanchalak, where the computer is located on a regular basis, the farmers can be accessed by ITC between those visits to stay better informed (ITC Limited, 2013).  Furthermore, this investment will strengthen the bond between the ITC and the farmers (ITC Limited, 2013).  The cons of ITC establishing a call center are a weak telecommunications infrastructure or other threats, such as weather or environmental issues that may prevent the farmer from being accessed (ITC Limited, 2013). 

            Then, the pro of using the Samyojak as an outside sales representative for the mobile phone service provider is that to the Samyojak is already a logistical services provider for the ITC (Applegate et al., 2009).  If there is an issue with the mobile phone or a farmer that doesn't know how to use the device, the Samyojak can bridge the barrier gap (Applegate et al., 2009).  The con of using the Samyojak in this role is that their income was already reduced from the former format, but more will be asked of them (Applegate et al., 2009). 

            Lastly, the pros of lobbying for government regulations is that this would improve the state of the telecommunications infrastructure in the rural part of India and it would address an obvious problem that is the core of eChoupal (Bolton, 2013).   The cons of doing this depends on if the Indian government is corrupt and dysfunctional.  This will determine how much time, effort, and funding will be necessary for government regulations to be viable (Bolton, 2013).         

Recommended Strategy.  The alternative of mobile phones being issued by ITC to the farmers will be recommended.  This is justified from a strengths and opportunities standpoint because ITC would be introducing new and different technology for information exchange (Ministry of External Affairs, Government of India, 2011). 

Chief Executive Officer of ITC, Mr. S. Sivakumar states that due to technology evolving, the next step of the process is to seek opportunities in mobile telecommunications (ITC Limited, 2013).  Despite being small, the farmers will be allowed to compete at the global level by linking the markets directly as ITC envisions in the year 2020 (ITC Limited, 2013). 

            First, the policies that should be developed are allowing access to ITC's corporate resources from the rural part of India.  This policy is known as Bring Your Own Device (BYOD) which permits employees to bring personally owned mobile devices to use for business purposes, if the farmer has their own mobile phone (Airwatch, 2013).  As of April 2013, 40% of the residents in the rural part of India had wireless phone subscriptions (Appendix A).  Next, allowing the farmer to be able to separate corporate and personal data on their ITC issued mobile phones is important and developing a policy of "containerization" will meet that objective (Airwatch, 2013). 

            Lastly, a mobile phone management policy will cater to the setting of farmers using mobile phones in the areas of mobile security, mobile device management, and mobile texting (Airwatch, 2013).      

Implementation 

            Programs.  ITC Limited 's goal is to add value to the entire supply chain according to Mr. S. Sivakumar (ITC Limited, 2013).  This value-added program started in the early 2000s with the implementation of eChoupal and will be extended with the farmers using mobile phones issued by ITC (ITC Limited, 2013).  As such, the implementation of the mobile phone usage will be successful based on the belief that the farmer needs a supplement to the eChoupal.  Working with and respecting the existing culture of the choupal, Sanchalak, and Samyojak is also crucial.   It will also be successful based on transparency of information and no obligation to the farmer if they already have a mobile phone due to the BYOD policy (Airwatch, 2013). 

            Programs that focus on new ideas and methods, such as the use of mobile phones by the farmers, are the kind of programs needed.  In particular, these programs should focus on education and training of the farmers on the use of the mobile phones.  They should also ensure that there is oversight of the Samyojak who will be the go-between for the mobile phone provider and ITC (Upton & Fuller, 2004).    The Indian government is investing heavily in the infrastructure development of the telecommunications infrastructure according to Sam Pitroda, an adviser to the Indian government (Bolton, 2013).   The responsibility of the programs, and development should be a joint-venture between ITC, mobile phone service providers, and the Indian government.    

            Budgets.  In India, telecommunications infrastructure is expected to increase to 20% during 2008-15 to reach 571,000 towers in 2015.  The sector's revenue grew by 13.4 % to reach US$ 64.1 billion in fiscal year 2012 (India Brand Equity Foundation, 2013).  Other budgets to accompany the existing budget for telecommunications infrastructure are the mobile phones and basic calling and texting plans.  A Sony Ericsson Txt Pro costs approximately $144.44 (Appendix B).  The minimum cost of a complete cell phone package is approximately $13.00 in India (Appendix C).  In India, passive infrastructure accounts for 2/3 of the total cost of setting up a wireless network. A passive infrastructure comprises of the tower, antenna, base tower station shelter, power supply, battery bank, invertors, diesel generator set for power backup, air conditioner, etc. (Ghosh, Aggarwal, & Marwaha, 2009).  Priorities are appropriate for these programs.  In particular, the priorities need to be the Madhya Pradesh area since this is where most of ITC's agriculture business takes place.   

            Procedures.  The existing standard operating procedure at ITC known as E-waste policy will be added to the mobile phone usage for e-Choupal.  This is due to the policy having existing relationships with IT vendors that have a sound management process, minimize e-waste, and are responsible with the disposable process that confirms to regulatory requirements and best practices (ITC Limited, 2013). 

Evaluation and Control

            Information System.  The current telecommunications infrastructure in Madhya Pradesh is capable of providing feedback on implementation. First, the region has Internet connectivity at all of its 45 districts.  Next, the telecommunications are reliable due to an optical fiber cable network that runs through 18,000 routes.  In most places in Madhya Pradesh has connectivity that is able to access the network from places that are far away.  As a result, the information can be accessed in a timely fashion (Business Knowledge Resource Online, 2013).   

            Control Measures.  ITC Limited has adequate control measures in place that are in the form of its policies.  For example, one of its policies seeks to sustain development "through the establishment and implementation of environment standards that are scientifically tested and meet the requirement of relevant laws” and "proactively share information with business partners towards inculcating world-class EHS standards across the value chain of which ITC is a part" (ITC Limited, 2013). 

            As a result, appropriate standards are used.  A system that rewards currently exists, and can recognize good performance.  ITC Limited uses lab tests to reward farmers with bonuses if their crop's quality exceeds standards (Annamalai, & Rao, 2003). 

References

Airwatch.  (2013).  Bring Your Own Device (BYOD).  Retrieved from http://www.air-            watch.com/solutions/bring-your-own-device-byod

Airwatch.  (2013).  Containerization (Workspace).  Retrieved from http://www.air-watch.com/solutions/containerization

Airwatch.  (2013).  Mobile Security Management.  Retrieved from http://www.air-watch.com/solutions/mobile-security

Annamalai, K., and Rao, S. (2003).  What Works:  ITC's e-Choupal and Profitable Rural Transformation.  Michigan Business School and UNC Kehan-Flagler Business School.

Apollo Telemedicine Network Foundation.  (2012).   Retrieved from  http://www.

            telemedicineindia.com/ Appendices

Applegate, L., Austin, R. & Soule, D. (2009). Corporate information strategy and management:   Text and cases. 8th ed., P. 477-493.

Bolton, P.  (2013).  21st Century Technologies Key to India's Future.  Retrieved from             http://www.globalatlanta.com/article/26499/21st-century-technologies-key-to-indias-            future/#largeBanner (ITC Limited, 2013). 

Business Knowledge Resource Online.  (2013).  Investment Opportunities and Incentives, State   Level Investment, Madhya Pradesh, Infrastructure.  Retrieved from   http://business.gov.

            in/investment_incentives/infrastructure_mp.php        

Forbes Magazine. (2013).  ITC on the Forbes Asia's Fab 50 Companies List.  Retrieved from             http://www.forbes.com/companies/itc/

Ghosh, A., Aggarwal, V., & Marwaha, N. (2009).  Telecom Infrastructure in India.  ICRA Rating Feature. 

India Brand Equity Foundation.   (2013).  Indian Telecom Industry.  Retrieved from  http://www.

            ibef.org/industry/telecommunications.aspx

ITC Limited.  (2013).  About ITC, ITC Leadership.  Retrieved from  http://www.itcportal.com/

            about-itc/leadership/index.aspx

ITC Limited.  (2013).  About ITC, Our Policies.  Retrieved from  http://www.itcportal.

            com/about-itc/policies/itc-ehs-policy.aspx  

ITC Limited.  (2013).  About ITC, Our Values.  Retrieved from  http://www.itcportal.com/about-            itc/values/vision-mission.aspx

ITC Limited.  (2013).  Business, Agri-Business, e-Choupal.  Retrieved from  http://www.itc

            portal.com/businesses/agri-business/e-choupal.aspx

Ministry of External Affairs, Government of India.  (2011).  Public Diplomacy Division.              Retrieved from  http://www.youtube.com/watch?v=tCtHEby8ugM

Upton, D. M. & Fuller, V. A.  (2004).  The ITC eChoupal Initiative.  Harvard Business School,   1-20.

Bridging the Communication Gap: Operator of English Language School/International Education Center

Strategies for Success: A Cumulative Body of Work of Graduate Learning Strategies

(BUS 510) Course

Daniel J. Stone

Ohio Dominican University

Bridging the Communication Gap: Operator of English Language School/International Education Center

How many international firms send employees to the US who can’t speak English? Modern technology such as the evolution of the Internet has allowed people access to information throughout the world. Jumbo jets can transport people and freight from one corner of the world to another in the matter of hours. As the global economies continues to become more integrated, employees are increasingly aware of the need to work productively with people from different cultures and backgrounds. (Harrison, P., 2006)

The US dollar continues to remain weak allowing people overseas who have the goal to live, work, and study in the US; universities overseas are overcrowded forcing international students to study in overseas countries such as the US. For assistance is English language instruction, people can turn to a number of professional organizations who specialize in Teaching English to Speakers of Other Languages (TESOL). My goal is to become an operator of an English language school/international education center located in Japan, South Korea, Taiwan or Mainland China for people who speak English as a Second Language (ESL).

Situational Analysis

At present, I’m a person with the following signature themes: responsibility, belief, restorative, focus, and futuristic. First, the data states that since I am talented in the Responsibility signature theme that I am committed to stable values such as honesty and loyalty. Also, I take psychological ownership of what I say they will do and have conflict when I have to deal with those who do not share these values or take ownership. Next, since I am talented in the Belief signature theme that I have a defined purpose for my life that comes from certain core values that are unchanging. Then, since I am talented in the Restorative signature theme that I am good at figuring out what is wrong and resolving it since I am adept at dealing with problems. Furthermore, since I am talented in the Focus signature theme that I can prioritize, and then act because I can take a direction, follow that direction through to its completion, and make the corrections necessary to stay on track. Lastly, since I am talented in the Futuristic signature theme that I inspire others with their visions of the future because I am inspired by what the future holds.

Research

Personal Strategies

Responsibility signature theme. My responsibility signature theme forces me take psychological ownership for anything that I am commit to, and I feel emotionally bound to follow it through to completion. The reputation of the organization that I represent depends on it. Because of this, I have been known to look for ways to make up a service shortcoming to a customer if for some reason I am unable to deliver. I have always viewed an apology as an excuse and have always felt that excuses are unacceptable. I will be at odds with myself until I have corrected the problem at hand. Because of this, I am viewed as dependable because I have the following cornerstones: (A) doing things right, and (B) possessing impeccable ethics. Therefore, people will look to me first because they know that the task at hand will get done and get done right. (Your Signature Themes PDF citation)

The downside of this talent is people will come to me for help. I need to be selective in giving help because to operate as a fully functional leader, I need to focus on what only I can do as a leader of an organization. In the past, my willingness to overcompensate led me to take on more than I should. To ensure this, I need to hire people who are smarter than I am and hire people who have a positive attitude and understand that whatever skills they do not possess can be instilled through training. (Pozen, R., 2011)

Belief signature theme. In possessing the belief signature theme, my behavior is affected by the following core values that cause me to be family-oriented, have feelings of duty, loyalty, and spiritual, and to value responsibility and high ethics in myself and others. Because of this, I have the additional cornerstones of: (A) meaning and satisfaction to my life and (B) success is more than money and prestige. These cornerstones are my compass that guides me through the challenging periods that we all face. As with responsibility signature theme, many consider me to be dependable because they know where I stand. (Your Signature Themes PDF citation)

The downside of this talent is that if I am working in an environment that doesn’t mesh with my values, I am at odds with myself. The work that I do must be meaningful and matter to me. The work that I do will matter to me if I am given a chance to live out my values. In the area of financial rewards, salaries need to be compatible with the fair market value of an area, bonuses are awarded based on merit and benefits are accrued and provided for by a reputable organization. (Davis-Ali, S., 2009).

Restorative signature trait. In possessing the restorative signature trait, I am talented in identifying what is wrong and the solution to the problem. If given the choice, I prefer practical problems and seek out specific kinds of problems that I have dealt with many times before and that I am confident I can fix. One of the most satisfying feelings is to bring thing back to life by restoring something to its true glory by identifying the undermining factors and getting rid of them. I have a strong connection to my feelings and because of this, I know that if I do not intervene, the person, place, or thing that is the root source of the problem might cease to function. (Your Signature Themes PDF citation)

The downside of this talent is that I overlook my public image and “look bad” in the name of service of their team and customers. However, by “looking bad”, I am allowed to ask the difficult questions and challenge existing norms. Because of this calculated intervention, the risk is worth the reward if the collective whole can see the positive aspects that are being brought by my talent of identifying what is wrong and then giving a solution to the problem. (Ely, R.J.; Frei, F.X.; and Morriss, A. 2011).

Focus signature trait. In possessing the focus signature trait, I am talented in setting goals. By setting goals, I am given a clear destination. When I don’t set goals, my life and work can quickly become frustrating. It is important that each year, each month, and even each week I set goals. These goals then serve as your compass, helping me determine priorities and make the necessary corrections to get back on course. My ability to focus allows me to evaluate whether or not a particular action will help me move towards my goal. Because of this, what isn’t going to help me move towards my goal is ignored therefore forcing me to be efficient. (Your Signature Themes PDF citation)

The downside of this talent is that I become impatient. I view delays, obstacles, and even tangents as something that keeps me from focusing. Focusing on results rather than hours has the added benefit of allowing a better balance between family and work. To that end, I have been known to say, “Back on point” when others start to wander away from the task at hand. It is important that I remind myself that if something is not helping me move towards my goal, then it is not important. If it is not important, then it is not worth my time. Because of this, I am viewed by the team as a valuable asset. (Pozen, R.C. 2011)

Futuristic signature trait. In possessing the futuristic signature trait, I am talented in seeing in detail what the future might hold. I am driven by a better life, a better team, putting out a better product and living in a better world. I follow my heart by chasing my dreams by envisioning what could be. I am energized by these visions when the present proves too frustrating and the people around me are resistant to change. (Your Signature Themes PDF citation)

The downside of this talent is that people look to me to describe my visions for the future. They want a picture that can raise their sights and thereby their spirits. There is a lot of pressure in painting this picture for them. Because of this, there is a lot of trial and error. Being careless with communications will lead me to trouble since people will want to latch on to the hope you bring. By carefully laying out my goals, objectives and prioritizing activities to work relentlessly toward those objectives, the better things in life that you are working towards will become a reality in the future. (Collins, J. 2003).

Personal Strategies

Responsibility signature theme. First and foremost, in developing my responsibility talents, it is important for me to decide what I will stop doing if I take on a new responsibility. Since I have a high level of psychological ownership, it is easy for me to take on more than I can handle. It is important for me to keep the mental image of a balance scale in my mind. Next, it is natural for me to take ownership in all things that I’m involved in. It is important for me to share the responsibility with others so they can grow and develop too. Following through on my commitments allows me to work best when I’m given this opportunity. Since I can be trusted to get things done in a team setting, it is acceptable for me to let the team know that I don’t need to check in during a project, just at the end. By possessing the Responsibility talent, I have an instinctive sense of how to do things right. Others might need me to explain my choices and how I know what’s right. In closing, by asking my supervisor or professors for objectives of an assignment, it is important that I figure out how to fully meet them even if that means that I go above and beyond expectations. Throughout the process, ask for feedback about the quality of work as it is important for people with exceptionable responsibilities. (Text book citation)

Belief signature theme. Research suggests that in order to define my Beliefs in more positive terms that the focus needs to be what I am for instead of what I’m against. Volunteer work or community service in areas that fit with my value system will also define my beliefs. By partnering with someone who has strengths in Winning Others Over and Communications will help others relate to me know who I am and what I believe in. (Text book citation)

Restorative signature trait. The restorative talent allows me to find flaws and solutions to those flaws. To maximize effectiveness, it is important to solution and problem-solving talents. Next, it is important that I partner with people who have a positive approach. Their natural optimism will keep my problem-solving from becoming pessimistic. In fixing problems, sometimes the best way is to empower others to fix the problem. By partnering with developer talents to coach others in solving their problems, my talents will be refined and help others learn and grow. (Text book citation)

Focus signature trait. Research also suggests that in developing Focus, I need to take the time to write down my goals and post them where you can refer to them will make me feel more grounded and in control of my life. This is because I will be keeping my eye on the target. Also, when given an assignment, I need to clarify timelines and expectations in advance. As a team member, my greatest contribution to the team is to help others set goals. Also, at the end of a work session, take responsibility to summarize what was decided, define when these decisions will be acted upon, and set a date when the team will reconvene. My productivity can be at its highest level by setting intentionally setting aside periods of time and letting others know. This is because I can spend long periods of time concentrating on one thing. It is important to ensure that the people that I care about that you appreciate an opportunity for intense focus, but also are happy to hear them knock on your door. This is because my powerful goal orientation could at times supersede your people orientation. (Text book citation)

Futuristic signature trait. In developing my Futuristic strength, it is important that I take time to think about the future. The more vivid my ideas will become, the more time I spend considering my ideas about the future. This will allow me to be more persuasive about those ideas. By partnering with people who have strengths in the areas of Communication, Ideation, or WOO, you are able to work on the words used to describe the future. This will allow you to create vivid visual images and storytelling to become even more persuasive about what the future holds. A future vocation for me could be to be a guide or coach who inspires others to dream. This is because I can see what’s coming and how I can be better prepared for it. This helps people overlook the pain and problems of today due to my natural anticipation of a preferred future. To be better prepared for the future, research suggests that I partner with people who have strengths in Discipline or Arranger. One thing to be mindful of is to remain in the present. Because of my tendency to anticipate the future may mean that I’m disconnected from fully enjoying the moment. By partnering with people who have strengths in Adaptability, Context or Positivity will address this area. (Text book citation)

Academic Strategies for Success

Responsibility signature theme. For academic strategies for success in order to define my Responsibility, it is important for me to strive to always work ahead. This is essential since it is important that I see a problem or scenario ahead of time. While doing this, I should highlight the key vocabulary words, main ideas and characters. Also, by working towards a standard of achieving what it means to be a truly responsible student will help me discover what “doing it right” means to each of my professors. As before, trustworthy people that I collaborate with academically are key. A mentor or a circle of friends that are older than I am should be sought after to define responsibility in academics. As stated earlier, schedule a specific time for school work helps in assuming responsibility which is needed in investing the necessary time, talent, and efforts to be successful. (Text book citation)

Belief signature theme. Research suggests that in order to define my Beliefs for academic strategies for success, I should list my top 3-5 beliefs on a piece of paper and use as a bookmark. By doing this, it will filter whatever I am reading and hearing through the lenses of the listed core values. By arguing for and against certain issues will strengthen the positions that I am for and reflected upon when defending an opposing point of view. Also, I need to have an academic mission statement by integrating my core values into academics. An academic mission statement could be “leaving a certain place better than the way I found it.” It is essential to notice instances when I am willing inconvenienced to come to the aid of a specific person or group and ask, “Which of my core values drove this behavior?” By doing this, it will help others grasp what I value and why I value it. An ethics class will teach me to evaluate the rightness of decisions in the business field. (Text book citation)

Restorative signature trait. Research suggests that in order to define my Restorative talent for academic strategies for success school should be thought of as a way to improve myself. This will help in increasing my motivation and allow reflection in my progress. Feedback from my professors and follow through on what they have pointed out as deficiencies will allow growth academically. This will fill gaps in knowledge. An underlying value that repeats itself throughout the Academic Strategies for Success portion of research is relationships with people appreciated my ability to help them identify problems. (Text book citation)

Focus signature trait. For academic strategies for success in order to define my Focus, it is essential for me to associate with successful people. While it may seem a bit awkward, it is important for me to ask what they focused on to become successful. By using focus to link class-related assignments to the knowledge and self-management skills I will need to be successful in the future. Building the focus talent is important therefore I need to be selective in the range of activities I am involved in. Making lists help me focus and will assist in identifying what I will attempt to learn during a specific time period. Not only lists, but also outlines help me focus. This is because they help me plan before writing a paper. It is best for me to focus my full attention one project at a time therefore I should schedule my work in a way that allows this. By selecting classes that have defined direction and objectives, this helps in a small group setting since it will provide the opportunity to assist the group to see how the pieces of a project fit together to accomplish the overall objective. (Text book citation) Futuristic signature trait. The Futuristic talent in academics is strengthened by writing a description of my desired future and posting it where I will notice it frequently. Again, it is important to surround myself with people who enjoy philosophizing about the future. This support group will be instrumental at helping me achieve my aspirations. By doing this, I can connect what I am learning to where I want to go. It is important for me to talk about my goals and dreams with my friends, families and professors. This creates awareness of my objectives and will motivate me to follow through. Continuing persistence and proactive thinking on my part will help in ensuring that goals and dreams come true. By keeping others in the team focused on what can be will help the team share the vision that I see. By trying to understand what I’m studying will relate what I’m studying to where I see myself in the future. The end result of studying is an exam. Exams need to be taken seriously and preparation for an exam must be done thoroughly as this is a step towards the future. (Text book citation)

Professional Strategies

Responsibility signature theme. For professional strategies for success in order to define my Responsibility talent in careers, select work where I can be given more and more responsibility. This is because I often take the initiative, and always follow through, and do not need a lot of supervision. Managing others has been frustrating for me since their standards or responsibility does not match my own. When I can fully follow through on the commitments I made to others, I will be the most productive. Building trusting relationships with others is important to you, so choose environments in which you can surround yourself with dependable, trustworthy people. When selecting a team to join, be sure the other members are known for pulling their weight. (Text book citation)

Belief signature theme. Research suggests that in order to define my Beliefs for professional strategies for success, it is important for me to spend time thinking about my “calling”. This can be done by seeking employment in companies and organizations that exhibit a strong sense of mission that is committed to a positively affecting the quality of people’s lives. By working in a place that respects my commitments to my family and allows for a balance between work and family demands will enable me to thrive. (Text book citation)

Restorative signature theme. For professional strategies for success in order to define my Restorative talent in careers, select work where I can be given more and more responsibility. Talk to people who excel as customer service reps. Ask them what leads to their success and what they find rewarding about their work. Volunteer your time in an organization that needs someone to “breathe new life” into their work. Lastly, interview people who have a reputation for salvaging bad situations, turning companies around, or stepping in to solve problems no one else can seem to handle. Ask them what they enjoy about their work and what they actually do on a daily basis. (Text book citation)

Focus signature theme. For professional strategies for success in order to define my Focus in careers, I sometimes need to have a target identified for me. Structured environments that are predictable, detail-oriented, and reward your dependability and follow-through are likely to bring out my best. Roles that have identifiable goals, purposes, and objectives bring the most satisfaction to me. This will provide an opportunity to meet my own longer-term goals. Since I am capable to prolonged concentration and persistence, an environment with few interruptions and little need to multi-task work best. (Text book citation)

Futuristic signature theme. For professional strategies for success in order to define my Futuristic talent in careers, I should choose a career in which I can help others envision the future and inspire them to create it. An environment that rewards vision and creativity allow my freedom to dream and invent and allow my talents to flourish. By talking to other professionals such as designers, commercial artist, and city planners will allow the opportunity to envision the future. (Text book citation)

Development Plan/Gap Analysis

Summary

Franchising. In order to become an operator of an English language school/international education center located in Japan, South Korea, Taiwan or Mainland China for people who speak English as a Second Language (ESL) I will need to meet the criteria of franchising. By franchising, the owner makes the necessary investment of buying the real estate and building the language school/education center. Furthermore, I will be supported by training, technology, and anything else that I need. In turn, as an operator, I will have to use my honesty, integrity, commitment, and loyalty to customers and the owner. This would be a tremendous amount of trust placed on me as the operator but this is worth the owner’s risk since this plays into my strengths. As the operator, I am the CEO, manager, president, treasurer of my own business. (Cathy, S.T., 2002)

Buying an Existing Business. It is extremely unusual for a foreigner to enter Japan, South Korea, Taiwan or Mainland China with the intention to buy an existing business. The exception to this is likely to be in very specialized areas such as an English language school. (Roberts, D. and Roberts, E., 1999)

Essentials

In Japan, South Korea, Taiwan or Mainland China it is common for businesses to utilize the services of an introducer or third party vouch for me and my operation. This is because in this region, it is extremely difficult to establish business relationships with companies or organizations if I am unknown to them. By doing this, your local go-between will you’re your prospective colleagues evaluate my position and prestige and will lay the foundations of a business relationship based on trust. Therefore, I need to establish relationships and conduct research on potential introducers since it is important that these people are well-known and highly respected by the colleague with which I hope to do business. Furthermore, American business practices such as cold-calling or even responding to letters from unfamiliar parties which are outside the status quo. This sort of arrangement will result in contractual obligations that will made directly in the form of money or indirectly through the allocation of a share of resulting business. (Roberts, D. and Roberts, E., 1999)

Government Incentives. The governments of Japan, South Korea, Taiwan and Mainland China are keen to encourage international investment, particularly in the present economic climate. To offset some of the exorbitant costs in establishing a new business, there are a number of incentives available. The most substantial assistance available is through government-sponsored that are designed to help small and medium-sized foreign-owned companies who would otherwise have difficulties in securing host country guarantors for their business loans. (Roberts, D. and Roberts, E., 1999)

Traditional Office Space. As stated earlier, the franchisee route takes the burden off of the operator as the owner assumes that responsibility. An alternative will be to rent. Rental space can be found at a lower rate outside of central Tokyo for example. Also, rental space in an older office complex can be found at a lower rate. With a monthly rental fee, a year’s worth of rent is needed in advance. . (Roberts, D. and Roberts, E., 1999)

Virtual Office Space.

Office Equipment. Since office space is rented unfurnished and without any computer or communications equipment a decision to purchase or lease will need to be made. The best practice is to consult with the home country’s external trade organization as to how proceed. (Roberts, D. and Roberts, E., 1999)

Legal and Accounting Expenses Market Research Procedures for Registering a Company

Employing Staff. As an operator of an English language school/international education center I will need one native English speaker competent in the area of TESOL per 15 students. I will need one head teacher who will likely be a native English speaker who is competent in scheduling and manpower allocation to oversee the academics side of the operation. I will need one office manager who is preferably bilingual in the home country’s native tongue and English that will need to be competent in the area of accounts receivable, accounts payable and basic record and bookkeeping. (See Figure1)

Employer Obligations I. Conclusion Figure 1. English language school/international education center Director of Operations Head Teacher Office Manager English to Speakers of Other Language Instructors Temporary and seasonal administrative staff.

References

Benjamin, B. and O’Reilly, C. (2011). Becoming a Leader: Early Career Challenges Faced by MBA Graduates. Academy of Management Learning & Education, Vol. 10, No. 3, 452-472.

Cathy, S.T. (2002). Eat Mor Chikin: Inspire More People. The Loyalty Effect, 2002. 96-117.

Collins, J. (2003). Start a “Best New Year’s Resolution?” USA Today, December 12, 2003.

Davis-Ali, S. (2009). Success and Sanity: It replaces work/life balance. Personal Excellence, July 2009, 8.

Ely, R.J.; Frei, F.X.; and Morriss, A. (2011). Stop Holding Yourself Back: Five ways people unwittingly sabotage their rise to leadership. Harvard Business Review, January-February 2011, Vol. 87 Issue 4, p160-163.

Harrison, P.M. (2006). Diversity Training: A Sound Investment. Greenville Magazine, September 2006, 24-26.

Pozen, R.C. (2011). Extreme Productivity: A veteran executive outlines the principles for getting a lot done. Harvard Business Review, May 2011, Vol. 89 Issue 5, p127-131.

Roberts, D. and Roberts, E., 1999. Live & Work in Japan. Starting a Business, 1999. 200-220.

Forecasting Methods for International Enrollment Management

Individual Economic Summary:  Forecasting Methods for　International Enrollment Management

Daniel J. Stone

Ohio Dominican University　　　　

Forcasting Methods for International Enrollment Management- ELS Language Centers and Ohio Dominican University from Daniel J. Stone, MBA

　　　　　In June 2010, I relocated from my home state of South Carolina to Columbus, Ohio to open an Intensive English Program (IEP) on the campus of Ohio Dominican University (ODU).  Typically, institutions of higher education will facilitate an IEP in-house such as English as Second Language (ESL) programs located on the campuses of Capital, Otterbein, Columbus State and Ohio State for example.  In the case of ODU, management of an ESL Program is outsourced by my former employer, ELS Educational Services (ELS).  A third-party vendor, ELS is based out of Princeton, New Jersey and touts itself as the largest recruiter of international students for universities and postgraduate programs in the US, Canada, and Australia  (ELS Educational Services, Inc., 2012).  At the local level, ELS Language Centers is a private entity that provides English language training on college campuses throughout the US. 

　　　　　Forecasting methods were employed to analyze data to carry out ELS's mission which was to make a profit.  In general, ELS has the belief that the more industrious a Language Center (LC), and doing so with as little of possible manpower, the more profitable it will be.  This trait comes from the ELS’s parent companies of Benesse Corporation and Berliz  Language School based in Tokyo, Japan.  With a Japanese belief system coupled by a corporate office in New Jersey and in the case of ELS/Columbus, a district office in Seattle, Washington, not only were there communication and logistical gaps but there were also culture gaps.  This goes without saying the different cultures that the LCs are expected to manage while trying to navigate ODU's politics and being understaffed by design.  The margin for success under these conditions are small since in order to deliver satisfactory results in circumstances that required a major undertaking and a high level of labor intensiveness is determined on all parties involved to buy in and being able to execute.  While the challenges were great from 2010 to 2012 at ELS/Columbus, the LC was accredited by the US Department of Education and became the first International English Language Testing System (IELTS) Testing Center in Central Ohio.  However, a direct correlation that demonstrates that this ELS's mission needs to be broadened to more than just making a profit is the high turnover of quality staff leaving to work at the other ESL programs in Columbus coupled by the resistance received by "ODU Working Group".  The "ODU Working Group" comprised of direct hires of ODU and in theory were to bridge any gaps in services between ELS and ODU. 

　　　　　Looking back, resources were scarce as I moved forward at Center Director at ELS/Columbus in the Summer of 2010.  For example, the time allowed to prepare the forecast for upcoming enrollment periods was only six weeks.  Alone, much of those first six weeks were spent advertising, interviewing, hiring, and training new staff.  As a result, forecasting was conducted simultaneously the first year of operations until ELS/Columbus had enough data from a local standpoint to even consider employing qualitative forecasting.  Therefore naive forecasting was employed that first year since the future trends of enrollment could not be explained at ELS/Columbus until more data (time) was gained.  Nevertheless, qualitative and quantitative forecasting techniques were employed in order for ELS to operate as a proprietary on college campuses such as ODU.  Having a solid understanding of ELS's mission which is to optimize profit, I was well aware that ELS valued what ODU had to offer because it fit perfectly within ELS's model.  ELS would be operating by using the least expensive method while achieving desire results:  profit maximization. 

Quantitative Forecasting-  Causal Forecasting

　　　　　ELS squeezes out inefficiencies and streamlines resources by using the Full-Time Enrollment (FTE) technique.  This technique is essential to ELS since it ensures that the organization remains profitable by managing a LC's hiring needs (Appendix A).  By taking the item to be forecasted, enrollment, teacher's work schedules, classroom space, textbooks, and other inventory are allocated based on the number of students enrolled at the LC.  In short, the more students enrolled at a LC, the more teaching and administrative hours are available.  For example, a student enrolled in a full-time program (120 hours per session) gets a count of "1".  A student enrolled in a part-time program which is enough hours to maintain student visa requirements (80 hours per session) gets a count of "0.67".  Lastly, a student that is enrolled in a part-time program which does not need to maintain student visa requirements (60 hours per session) gets a count of "0.50".  The formula used to determine the hours per day that are allowed is calculated by the formula =IF(Total Full Time Enrollment Count<41,( Total Full Time Enrollment Count multiplied by 7.76+155.2),( Total Full Time Enrollment Count multiplied by 7.76+164.9))/(Number of days of instruction per session which is 20).  Without the FTE technique, a LC is unable to consistently operate within financial standards while verifying that the students enrolled are in the correct program for the accurate length of time.  While managing the present FTE, the future FTE is managed by controlling levels such as forecasting future students' enrollments. 

　　　　　Next, FTE is tracked by hours allowed with holidays factored in versus the hours scheduled that session.  Known as the Cumulative Standard Tracker, the hours unused which are rolled over to the following sessions are banked for when the schedule can't be kept within the financial standards.  For example, a schedule can't be kept within financial standards due to too many students per a class's academic standards.  The maximum number of students for core classes are 15 students and 20 students for elective classes.  At the end of the year, any banked hours that are unused are taken away and the new year starts at zero banked hours (Appendix B).

　　　　　The Future Student Forecasting Enrollment (FSFE) technique allows tracking and forecasting to be kept in order (Appendix C).  Due to the seemingly endless possibilities of a student's status coupled by tight units of enrollment measurements (four 4-week sessions equate to one semester at ODU).  For example, in any given session, the following events can take place:  A student will depart and return to their home country, a student will transfer to another school, a student will return to their home country with the intention to come back to ELS/Columbus school within the next five months (or have to get a new immigration document thru their nearest US Embassy), a student will take the next session off and stay in the US to apply at other universities or take prep exams for entrance into another university, or a student will take the next session off due to a medical condition such as pregnancy.  Then there are the students that are coming to ELS/Columbus school for classes and will have to the following events take place:  new incoming for the first time, transferring from another school to ELS/Columbus school, returning to ELS/Columbus school after being out of the country temporarily, returning to ELS/Columbus school after taking the previous session off, returning to ELS/Columbus school after taking time off due to a medical condition such as pregnancy.  With so many students coming and going every four weeks, and the importance that ELS/Columbus have enough staff to meet the needs and over staffing is not an option due to ELS's mission of making a profit. 

Qualitative Forecasting-  Contractual Shortfalls, Overgrowth, and Ramadan

　　　　　I learned very quickly that the "one size fits all" approach from the corporate and district levels did not work more times than it did work.  Heartburn experienced that first year was later corrected with both qualitative and quantitative forecasting.  Some examples of the how qualitative forecasting was employed the second year was by ensuring that ELS/Columbus had enough classroom space.  In May 2010, I came to Columbus for the very first time for the final interview and offer.  In meeting some of the "ODU Working Group", members of the ELS senior management, aka "Jury and Executive opinion" explained to the ODU employees that in the first year they should expect approximately 45 ELS students comprising of 15 students staying in the dorms on campus, 15 students staying with host families, and 15 students from the outside.  When classes commenced at the start of the Fall 2010 semester, ELS had four students.  By the end of the semester, ELS's enrollment grew to about 25.  It had appeared that ELS's senior management would be correct in their estimate of 45 students the first year.  ELS operates 13 four-week sessions meaning that during the Winter Break, ELS classes were in session.  Between the semesters, ELS took on 40 students, mainly transfer students.  Despite the horrid conditions that first Winter Break, ELS's enrollment had blown past ELS senior management's expectations.  At the end of the Spring 2011 semester, ELS was forced to have classes on the main campus in the allocated spaces as well as empty spaces usually used by ODU.  Between the semesters in July 2011, ELS/Columbus's enrollment ballooned to 140 students, nearly 100 more than ELS senior management forecasted a year prior.  Since ODU's enrollment was next to nonexistent on the main campus between the semesters, ELS was able to used empty classrooms.  From the start of the Fall 2011 semester, ELS fleshed out its oversized enrollment by using the empty classrooms at the LEAD building on Airport Road.  To bridge the logistical gap, ELS and ODU entered into a joint venture for the next 12 months which comprised of the use of an ODU vans and drivers.  In order to sell the point that this joint venture was sustainable, I was able to use data from the past year.  By employing causal forecasting, ELS was able to carry out its mission of profit maximization by utilizing unused classrooms since LEAD students don't have classes during the day.  ODU supplied the resources and ELS supplied the schedule and split the operational costs 50-50. 

            During the first Winter Break,  ELS students did not have adequate food service since ODU failed miserably by not carry out contractual obligations.  ELS/Columbus protected enrollment by moving completely off the main campus the second Winter Break and did not charge ELS students for meals.  The only thing that was on the main campus over the Winter Break were dorm students.  Since ELS/Columbus had the ODU Shuttle, ELS/Columbus dispatched the shuttle on a regular basis to the Easton Town Center where students picked up meals and shopped at Wal-Mart. 

            Ramadan, the main holiday for Muslims and 80% of ELS/Columbus's FTE proved disastrous the Summer of 2011.  Fortunately, due to the newness of the ELS/Columbus student body, they were not able to return home at their scholarship's expense.  Because of this, ELS/Columbus had enough FTE so that ELS/Columbus teachers' schedules were not affected.  New students at ELS took it upon themselves to not attend class which was in violation of the student visa and terminated their studies on the campus of ODU.  They were told that they had to transfer to another school or return to their home country which didn't fit their agenda. 

            In the Summer of 2012, qualitative forecasting had to be employed effectively to ensure that there were no misunderstandings coupled by the fact that FTE would be substantially lower than in previous sessions.  Students effected by Ramadan were given options and signed an agreement and based on the outcome of the options selected determined how many senior teachers could take off the session that was effected by Ramadan and get paid due to the amount of vacation hours accumulated.  

　　　　　To conclude, the importance of both qualitative and quantitative forecasting techniques allowed me as Center Director to manage the scarce resources at my disposal as well as the heartburn of rolling out a new program.  Despite the obstacles, I was able to carry out ELS's mission by hiring staff on a just-in-time basis, utilize unused classrooms, maintain a manageable amount of inventory such as text books, predict the number of beds needed for the dorms and homestay pools.  These forecasting techniques weren't just  one-way for ELS's benefit.  These techniques were used to provide information to ODU's top management for the their forecasting of upcoming fiscal schedules due to the significance of the income that ELS was generating on the campus of ODU. 

 References

ELS Educational Services, Inc. (2012). About ELS.  Retrieved from ELS Language

Centers official website:  http://www.els.edu/en/AboutELS