Marketing
Case study :
Kolej Teknologi Bistari: The Dwindling Students' Enrollment
Question 1 (a)
The main issue/issues of the case.
KTB is wholly owned by Persatuan Kebajikan Anak-anak Yatim Malaysia (PEYATIM) was incorporated on 4th June 1998. The permanent campus of KTB is now located in Putera Jaya Pak Kancil, Bandar Permaisuri, Setiu, Terengganu. KTB started its academic program by forming a franchise program with Universiti Putra Malaysia (UPM), and also cooperated and offered joint programs with other public university such as Universiti Utara Malaysia (UUM), Universiti Kebangsaan Malaysia (UKM), Universiti Teknologi Malaysia (UTM), Universiti Teknologi Mara (UITM), and Universiti Sains Malaysia (USM).
During 2006, the management has been noticed that the student intake decreased from 372 to 125 and it also affected on student enrollment that also has been decreased from 1186 to 868. These decreased of the student intake and enrollment give the management a new strategy which is introducing of new program, Diploma in Nursing. The student intake increased to 568 and student enrollment was also increased to 1078. The number was kept increasing in 2008 with 678 student intake and 1272 student enrollment. This approach was succeeded in increasing the student intake and student enrollment but it only last for two years.
The student intake was decreased again in 2009 down to 555. It also affects the revenue generated from 2009 to 2011, which it has been dropping over years. Clearly, the average yearly revenue dropped by as much as 14.5% for the last three years.
During 2009, KTB keep changing the new CEO. Currently the CEO of the college was Tuan Haji Saleh Bin Husin and he was just recently appointed. Previously, the post of CEO was held by Tuan Haji Mohd Firdaus Osman only for three years. Frequent changing of new CEO maybe has influence the student intake and enrollment rate. Moreover, the management did not have the power to set up their own syllabus,
Kolej Teknologi Bistari: The Dwindling Students' Enrollment
Question 1 (a)
The main issue/issues of the case.
KTB is wholly owned by Persatuan Kebajikan Anak-anak Yatim Malaysia (PEYATIM) was incorporated on 4th June 1998. The permanent campus of KTB is now located in Putera Jaya Pak Kancil, Bandar Permaisuri, Setiu, Terengganu. KTB started its academic program by forming a franchise program with Universiti Putra Malaysia (UPM), and also cooperated and offered joint programs with other public university such as Universiti Utara Malaysia (UUM), Universiti Kebangsaan Malaysia (UKM), Universiti Teknologi Malaysia (UTM), Universiti Teknologi Mara (UITM), and Universiti Sains Malaysia (USM).
During 2006, the management has been noticed that the student intake decreased from 372 to 125 and it also affected on student enrollment that also has been decreased from 1186 to 868. These decreased of the student intake and enrollment give the management a new strategy which is introducing of new program, Diploma in Nursing. The student intake increased to 568 and student enrollment was also increased to 1078. The number was kept increasing in 2008 with 678 student intake and 1272 student enrollment. This approach was succeeded in increasing the student intake and student enrollment but it only last for two years.
The student intake was decreased again in 2009 down to 555. It also affects the revenue generated from 2009 to 2011, which it has been dropping over years. Clearly, the average yearly revenue dropped by as much as 14.5% for the last three years.
During 2009, KTB keep changing the new CEO. Currently the CEO of the college was Tuan Haji Saleh Bin Husin and he was just recently appointed. Previously, the post of CEO was held by Tuan Haji Mohd Firdaus Osman only for three years. Frequent changing of new CEO maybe has influence the student intake and enrollment rate. Moreover, the management did not have the power to set up their own syllabus,