PLAN DE SOCIALIZACIÓN PROCESO DE AUTOEVALUACIÓN INSTITUCIONAL 2016 - 2017
Type in your organisation name
Type in the name of your organisation and press Enter or click the right-arrow button to move to the next topic.
Actividad 8 - ENCUENTRO CON TITULADOS
Marketing and Sales
The question that investors will ask is 'How will you turn your forecasts into reality?' Having identified your product or service, and the demand for it in the market, how will you reach that market?
As this is part of a business plan, it is not a fully developed marketing plan. You may need to develop this part of your plan in more detail for use as a marketing plan.
Describe what you will sell
Describe exactly what customers will buy, how they will buy it, how it will be provided or delivered, and how it will be supported after purchase. Think about:
- The selection and decision process
- Ordering and payment
- Delivery of real or virtual goods
- Access to real or virtual services
- Follow-up and post-sales services, including warranties
1. Planificar reunión de 30 minutos (máximo) para actividad con titulados que se contactaron y contestaron encuestas de opinión del proceso de autoevaluación institucional (10 por cada jefe de carrera), y que también participarán en reuniones con Pares Evaluadores Externos. Pueden ser todos juntos o por grupos dependiendo de la cantidad.
2. Realizar actividad propuesta para mejorar la comprensión propuesta DNCA.
3. Realizar preguntas tipo que les realizarán los pares externos.
4. Enviar evidencias de actividad realizada (listas de asistencia – fotografías, entre otras).
Add a campaign
What campaigns are you planning to publicise your product or service? Examples include:
- Press releases
- Special offers
- Mailshots, physical or electronic
- A promotional series of advertisements
- A launch event or open day
- A competition or prize draw
Add a route to market
List the ways that you can reach your market segments. Examples include:
- Retail locations, your own or others
- Direct sales representatives
- Distributors, resellers, catalogues and price lists
- Online presence
- Email, SMS and telephone calling
- Newsletters and leaflets
- Social media and word of mouth
- Shows and exhibitions
- Press coverage and reviews
- Advertising in newspapers, radio, television or specialist publications
- Roadside advertising, signs and notices
- Sponsorship
Titulados
Describe your market research
What market research have you done to identify the best routes to market for your particular segment?
- Where is the best place for your target segment to find you?
- Where is the best place for you to find your target segment?
Actividad 9 - ENCUENTRO CON EMPLEADORES
About your market
Investors will ask: how well do you know your customers and your market? Your business plan should show that you are targeting your market by well-defined segments, and are focused on creating value for customers.
1 REUNIÓN EN EL AÑO 2016.
1 REUNIÓN EN AÑO 2017 (MÁXIMO UN MES ANTES DE LA VISITA DE PARES EVALUADORES EXTERNOS)
Add a competitor
Add an organisation that can compete with you, either now or in the future. Think about all alternatives that the customer may have, including doing nothing, or addressing their problem in a completely different way.
1. Planificar reunión de 30 minutos (máximo) para actividad con empleadores o jefes directos de titulados que se contactaron para responder encuestas de opinión y seleccionaron (5 por cada jefe de carrera) para participar en reuniones con Pares Evaluadores Externos. Pueden ser todos juntos o por grupos dependiendo de la cantidad.
2. Realizar actividad propuesta para mejorar la comprensión propuesta DNCA.
3. Realizar preguntas tipo para cada estamento.
4. Envíe evidencias de actividad realizada (listas de asistencia – fotografías, entre otras).
Add a target customer group or segment
Who are your customers? Add a target customer segment. Groupings might include:
- ... by industry or trade
- ... by speciality or job role
- ... by region or locality
- ... by knowledge, concern, interest or need
- ... by demographic (e.g. age, gender, education, income)
Note that the same people may belong to more than one group, so may be reachable in several ways.
Dirección Ejecutiva
Dirección Académica
Jefe de Área/Carrera
Con apoyo de la Dirección Nacional de Desarrollo Profesional
Describe your market position
What market position are you aiming at? Think about:
- What segment you target
- How you compete
- Your 'brand values' - what you are known for
- Your visibility in the market
- How your competitors regard you
- How your positioning needs to change
Empleadores
Describe your industry
Add some key points about the industry you are working in.
- What industry sector are you competing in?
- What are the characteristics of this sector?
- What kind of changes or trends are happening?
- What are the driving forces for change?
- Which parts are growing or shrinking?
Actividad 10 - PREPARACIÓN PARA VALIDACIÓN ACADÉMICA
Confidentiality statement
As your business plan is a commercially sensitive document, you may wish to add a confidentiality statement at the front of the document.
1 O 2 SEMANAS ANTES DE VALIDACIÓN ACADÉMICA (2016-2017)
1 O 2 SEMANAS ANTES DE VISITA DE PARES EVALUADORES EXTERNOS (2017)
1. Seleccionar a estamentos que participarán en reuniones con comité de Pares. Deben ser representativos, que hayan respondido encuesta o participado en reuniones del proceso.
2. Presentar a cada estamento los resultados del proceso de autoevaluación. Incluir resultados de Encuestas de Opinión e Indicadores de Sede/Institución.
3. Mostrar Informe de Autoevaluación Final (impreso) y Entregar Resumen.
4. Repasar principales mecanismos de aseguramiento de la calidad institucional.
5. Realizar preguntas tipo para cada estamento.
6. Asegurarse que participantes comparten debilidades consignadas en el Informe de Autoevaluación.
7. Agradecer participación y comprometer asistencia para reuniones con Pares Internos y Evaluadores Externos.
Estudiantes nuevos/antiguos
Docentes nuevos/antiguos
+
Comité Local área Gestión Institucional
Comité Local área Docencia Pre Grado
Actividad 11 - VALIDACIÓN ACADÉMICA
1ª. VALIDACIÓN ACADÉMICA MES DE NOVIEMBRE – DICIEMBRE 2016
2ª. VALIDACIÓN ACADÉMICA MES DE ABRIL 2017
8. Citar a estamentos que participarán en reuniones con Comité de Pares Internos.
9. Organizar logística de reuniones simulando la visita externa.
10. Alinear relatos.
11. Comprometer asistencia para reunión con Pares Evaluadores Externos.
12. Realizar Plan de Cierre de Acciones Validación Académica levantadas
Directivos de Sede
Jefes de Área/Carrera
Comité Local área Gestión Institucional
Comité Local área Docencia Pre Grado
Estudiantes nuevos/antiguos
Docentes nuevos/antiguos
Actividad 12 - PREPARACIÓN LOGÍSTICA VISITA DE PARES
EVALUADORES
Where next?
If you have collected all the information you need for your business plan, and do not need the Smart Map wizard to guide you any more, you can convert your map to a regular Mindomo map and develop it for export to a word processor.
Good luck with your venture!
DESDE 15 DÍAS ANTES DE VISITA DE PARES EVALUADORES EXTERNOS (2017)
1. Chequear acciones a realizar de manera previa a la visita de Pares.
2. Elaborar Carpeta Maestra Centralizada con Evidencias Institucionales y de Sede.
Dirección Ejecutiva
Dirección Académica
Jefe de Área/Carrera
Sede
Actividad 13 - PREPARACIÓN DE REUNIÓN CON PARES EXTERNOS
2 O 3 SEMANAS ANTES DE VISITA DE PARES EVALUADORES EXTERNOS (2017)
1. Seleccionar a estamentos que participarán en reuniones con comité de Pares. Estos deben ser representativos, haber respondido la encuesta o participado en reuniones del proceso
2. Organizar un encuentro con titulados y empleadores con el apoyo de la Escuela - sede y Dirección Nacional de Desarrollo Profesional y Dirección de Vinculación con el medio.
3. Realizar preguntas tipo para cada estamento.
4. Alinear relatos.
5. Comprometer asistencia para reunión con Pares Evaluadores externos. Si empleadores no pueden asistir, el JA/JC debe asistir a empresa/institución para compartir resultados del proceso y preparar en posibles preguntas.
Escuela
Dirección Académica
Jefe de Área/Carrera
Titulados
Empleadores
Actividad 7 - DIFUSIÓN DE MISIÓN, VISIÓN, OBJETIVOS ESTRATÉGICOS, SELLO, MODELO EDUCATIVO
Operations
How will the operations of your organisation need to change, to support this plan?
In addition to understanding the opportunity and its potential, investors will need to know that you will also have the capabilities to deliver it, sustain it and scale it up.
FECHA
1 MES ANTES DE LA VISITA DE PARES EXTERNOS 2017
Add a development project
- What new things need to be designed and developed to deliver this opportunity?
- Are these new developments, or enhancements of existing products and services?
- Will they involve research and prototypes?
1. Planificar reunión de 30 minutos (máximo) para actividad con estamentos seleccionados para participar en reuniones con Pares Evaluadores. Pueden ser todos juntos o por grupos dependiendo de la cantidad.
2. Realizar actividad para mejorar la comprensión propuesta DNCA.
3. Envíe evidencias de actividad realizada (listas de asistencia – fotografías, entre otras).
Add a process
What new processes will you need to establish? Do you need to change existing processes? Processes include:
- Leadership and strategy
- Design and development
- Production & delivery
- Marketing and sales
- Financial and administrative
- IT and security
- Risk management
- Customer service and support
Dirección Ejecutiva
Dirección Académica
Jefe de Área/Carrera
Con apoyo de Vicerrectoría de Comunicaciones.
Add capital equipment
What new equipment and tools will you need? Will you replace old ones, or extend your capacity?
Estudiantes nuevos.
Estudiantes antiguos.
Docentes nuevos.
Docentes antiguos.
+
Comité Local área Gestión Institucional
Comité Local área Docencia Pre Grado
Add a facility
How will your facilities need to change to implement your plan? Will you need new premises or changes to existing premises?
Actividad 6 - PARTICIPACIÓN EN CÁPSULAS DE AUTOAPRENDIZAJE PROCESO DE ACREDITACIÓN INSTITUCIONAL
Implementation
If you win the investment or support that you need, where will you start?
1. Realizar cápsulas de autoaprendizaje.
2. Realizar auto evaluación de lo aprendido.
3. Repasar cápsulas para mayor comprensión.
Add a risk
How will you manage risk in your plan? What could go wrong? Think about delays, cost overruns, technical problems, legal problems, supplier problems, changes in the market, new competitors or even an unexpected increase in business that needs extra resources.
- How are you planning to reduce the chances of a problem occurring?
- How are you planning to reduce the impact if it does?
DNCA
Add a next step
- What are the next steps in your plan?
- If you win support, where will you begin?
- If you don't, what is your backup plan?
Add a milestone
What are the key points in the implementation of your plan? How will you know that you are making real progress? Think about:
- Signing key agreements and contracts
- Opening premises
- Appointing new staff
- Completing development and design work
- Prototypes and successful trials
- Events and campaigns
- First production
- First sales
- First press coverage and reviews
- Sales reaching breakeven level
- Profitability attained
Actividad 5 - PARTICIPACIÓN EN CICLO DE CONFERENCE QUINCENALES/SEMANALES DE ALINEAMIENTO DE LA DNCA CON ÁREAS INVITADAS
Making forecasts
If you are proposing investment in your business, you will need credible forecasts of profitability and strategic benefits.
You will probably need to develop some of these forecasts in separate spreadsheets before summarising them here. You might also need to access financial expertise to prepare these forecasts.
FECHAS
OCTUBRE 2016 – HASTA 1 SEMANA ANTES DE LA VISITA DE PARES EXTERNOS 2017
Add a highlight from your Profit and Loss forecast
Your profit and loss (or income) forecasts should detail where, when and how profitability will be achieved. Highlight changing revenues and changing costs over the time it will take to establish profitability. Consider making forecasts for year 1, year 2 and year 3 of your plan.
1. Programar asistencia vía conference.
2. Invitar a integrantes que debe incluir a colaboradores directivos de áreas a revisar. Ej.Encargado de Admisión, Director Vespertino, Encargado de bibliotecas, Jefe de Asuntos Estudiantiles, entre otros.
3. Realizar preguntas para aclarar dudas.
4. Repasar las PPT revisadas en conference para mayor comprensión y replicar con Comité Local.
5. Elaborar Actas de participación con firmas. Archivar en Carpeta Maestra.
Add a key point from the balance sheet forecast
How will your balance sheet change as a result of this initiative?
- What new assets will you gain?
- What liabilities will you take on?
- How will the ownership of equity change?
- Will you have any intangible assets or contingent liabilities such as warranties?
Vicerrectorías
Prorrectoría
Direcciones Nacionales
DNCA
Add a key point from the costs forecast
How will your costs base change as a result of your initiatives? Think about:
- Changes in fixed costs and overheads
- Changes in variable costs with volume
- Changes in variable costs with better equipment, better processes or better product design
- Changes in materials costs with volume
- Changes in marginal costs for virtual products
Estamento
Comité Local área Gestión Institucional
Add a key point from the sales forecast
How will sales increase as a result of your initiatives? Think about:
- Increased sales volume
- Increased average value of sales
- Increased sales to existing customers
- Opening up new markets and segments
Actividad 4 - FOCUS GROUP
Finance requirements
It must be clear to investors what you are asking for, when you need it, and when & how it will be repaid - in short, what value they will get for their investment.
POR CONFIRMAR 2016 (AGOSTO – SEPTIEMBRE)
En caso de ser solicitado por Comité Central de Autoevaluación se deberá realizar focus group dirigidos para profundizar temas emergentes o debilidades que requieran mayor profundidad en su análisis
Describe how it will be repaid
Add highlights of the return or repayment plan for investors. Consider:
- Equity ownership and rising value of equity
- Equity buy-back
- Other benefits, e.g. future stock options
- Repayment of capital
What will you spend this on?
Summarise how this investment will be spent. Include:
- Purchasing assets
- Paying wages or overheads
- Buying stock and materials
- Investing in training or advisors
- Servicing loans
Comité Local área Gestión Institucional
Comité Local área Docencia de Pregrado
How much, and when?
Add a summary of how much is required, and when. If there are multiple stages then show each one separately.
Actividad 3 - DIAGNÓSTICO INICIAL (FORTALEZAS, DEBILIDADES Y OPORTUNIDADES DE MEJORA)
Executive summary
Although the executive summary appears first in the document, it is easier to complete it last, when you can summarise and prioritise the key points in your plan.
CUARTA SEMANA DE JUNIO 2016 PRIMERA SEMANA DE JULIO 2016
Summarise the opportunity
Briefly summarise the opportunity that your plan describes, and why it is strategic for your company.
Destinar 2 horas del Comité Académico de Sede y Consejo de Sede para realizar la actividad.
Idealmente, y dependiendo del número de integrantes se sugiere hacer reunión conjunta.
Summarise your track record
Add the key points about the track record of your team and your capabilities.
Invitar a reunión a delegados de estudiantes y docentes del Comité Consultivo más los miembros
del Comité Académico de Sede y Consejo de Sede para hacer levantamiento de Fortalezas y Debilidades Institucionales y Oportunidades de Mejora sede/carreras (máximo 2 institucionales y
2 de sede por cada una).
Dependiendo de la cantidad de participantes separar en dos grupos dividiéndolos en un grupo
para área Gestión Institucional y otro de Docencia de Pregrado.
Enviar a DNCA fichas de Fortalezas, Debilidades y Oportunidades de Mejora (FDyO) consolidadas
por áreas.
Dirección Ejecutiva
Dirección Académica
Summarise your products and services
Add short descriptions of the key products and services which bring your mission to life and are making it happen.
Comité Local área Gestión Institucional
Comité Local área Docencia Pre Grado
Delegados
Docentes Comité Consultivo Local
Summarise your mission as an organisation
In one line, summarise the value and the difference that your organisation aims to create. Mission statements are more useful if they describe the difference that you want to make to your customer's lives, rather than what you want to achieve personally. Your mission statement should directly influence strategic decisions.
Generating profit and shareholder value are usually taken for granted for commercial organisations, so do not need to be in the mission statement.
Actividad 2 - SENSIBILIZACIÓN DE PROCESO DE ACREDITACIÓN INSTITUCIONAL 2017
About your business
Investors will need a clear picture of your business: how it is structured, who owns it, who runs it, and how it is doing so far.
FECHA SUGERIDA
JUNIO 2016
Describe your management team
Who are the key members of your management team, and what are their skills and experience?
Destinar 1 hora del Comité Académico de Sede y Consejo de Sede para realizar las siguientes actividades:
Idealmente y dependiendo del número de integrantes se sugiere hacer reunión conjunta.
Describe your financial structure
Add some information about the capital finance situation at your company.
- Who owns your company? Are you part owned by anyone else?
- Do you have shareholders?
- How would the shareholding change with financial support for this business plan?
- Do you have significant debts or financial obligations?
Realizar dinámica de 20 minutos “CON LA FUERZA DE TODOS”.
Realizar presentación de 15 minutos para informar de proceso de acreditación institucional.
Dirección Ejecutiva
Describe the regulatory environment
Add some information about the regulatory environment that affects your company. Apart from company law, what other regulations apply to your sector? Consider:
- Industry regulation
- Bodies or associations with a code of conduct
- Consumer law & distance selling regulations
- Financial regulations and bonding requirements
- Privacy and data protection
- Insurance requirements
- Health & safety
- Professional training standards
- Operating licenses
- Equality and opportunity regulations
- Working with vulnerable groups
Comité Local área Docencia
de Pregrado(Comité
Académico de Sede)
Describe your governance
Add some information about the governance of your organisation.
- How are you governed and managed?
- Do you have a board of directors?
- Who is accountable to the owners?
- Who takes the key decisions?
Comité Local área Gestión
Institucional (Consejo de
Sede)
Add your legal status
What is the legal status of your organisation? Are you a sole trader, a limited company with shareholders, or a non-profit?
Actividad 1 - APLICACIÓN DE ENCUESTAS DE OPINIÓN
Vision and opportunity
We will begin with the part that is easiest to describe - your vision, and the opportunity that your plan is based on.
The investor's question we answer here is 'Where are you headed, and why?'
You might have an unshakable belief in your vision, but investors will be more sceptical, and will be looking for evidence of insight and a well-formed strategy.
FECHA ACTIVIDAD
ABRIL – 15 DE JUNIO 2016
Add a short-term goal
Where do you want to be in 12 months? Where would you like to be in terms of:
- Turnover and profit or loss?
- Customer base and sales pipeline?
- Customer satisfaction levels?
- Market ownership?
- Staff, skills and technologies?
- Equipment and delivery capabilities?
- Consolidation and risk exposure?
Tareas específicas
1. Instar a estamentos a responder en el plazo señalado.
2. Cuidar la representatividad de estamentos (jornadas, modalidades).
3. Utilizar variadas estrategias para que respondan: Mail dirigidos – concurrir a laboratorios de PC con grupo – utilizar formato impreso (en caso extremo) – llamado telefónico.
4. Concurrir personalmente a empresa/institución (titulados – empleadores) para que
respondan (JA/JC – Coordinador u otro colaborador).
5. Solicitar apoyo de encargado de prácticas y titulación para llamados y seguimiento a egresados/titulados y empleadores.
6. Gestionar el estado de cumplimiento de encuestas enviados semanalmente por la DNCA.
Describe your USP
Add a key point about your Unique Selling Point. Your USP is what will lead marketing, and help customers to choose you over alternatives. In comparison to the alternatives, why will your product or service...
- ... be different?
- ... be desirable?
- ... be better value for customers?
- ... be better performing?
- ... be more accessible or convenient?
- ... offer a better experience?
- ... solve the customer's problems better?
- ... have easily understood benefits?
- ... fit in with the customer's typical behaviour, without needing them to change it?
Responsable
Dirección Ejecutiva
Dirección Académica
Jefes de Área/Carrera
Describe your strategy
Add a key point about your strategy. Strategy means having a bigger goal and an adaptable route map to navigate towards your goal. How does this opportunity...
- ... address your current weaknesses and challenges?
- ... exploit your capabilities and strengths, and build new ones?
- ... reduce future threats and competition?
- ... fit it with credible forecasts and trends?
- ... strengthen relationships and reputations?
- ... create value for your customers and investors?
Estamento Participante
Estudiantes(nuevos/antiguos)
Docentes(nuevos/antiguos)
Titulados
Empleadores
Describe the opportunity
Add a key point about the opportunity that you are pursuing.
- What do you plan to do? What product or service will you offer?
- Why does it need doing?
- Why is there a gap in the market?
- Has it been tried before? What happened?
- Why are you best placed to pursue it?
Área Docencia de Pregrado (Capítulo 5)
Dimensión II: Docentes (pag. 220)
Dotación Docente Seleccionar, mantener y Desarrollar un cuerpo docente VINCULADO, IDENTIFICADO con la Misión de AIEP, con VOCACIÓN y DISPOSICIÓN al perfeccionamiento Política de Gestión Docente Provisión Perfil Docente Genérico Vinculado con el Medio Reclutamiento Lidera DA y JC a través del PORTAL DE POSTULACIÓN Selección Acreditar Titulo o Grado Postular a través del PORTAL DE POSTULACIÓN Acreditar Vinculación Laboral ( Módulos de Especialidad) Contratación Clasificación Docentes ( A-B-C-D) Horas de Atención ( Regularmente) Participar en Diseño y/o Modificación productos instruccionales Personal Académico en función Docente
Criterio 1 Dotación Docente
