Booklet Business Plan 2020 v3.0 Amend As of 021219

BUSINESS
PLAN
2020
“Resilience in facing uncertainties in Higher
Education Industry”
1
TABLE OF CONTENT
EXECUTIVE SUMMARY …………………………………………………………………………………………………………………….… 5
1.0 BACKGROUND …………………………………………………………………………………………….…………………………….… 7
1.1. Company Background ………………………………………………………………………………………………………………… 7
1.1.1 Vision & Mission …………………………………………………………………………………………………………………….. 7
1.1.2 Core Values ….…………………………………………………………………………………………………………………….... 8
9
1.1.3 Value Proposition ...………………………………………………………………………………………………………………….
10
1.1.4 Our Brand Promise…………………………………………………………………………………………………………………..
1.1.5 Product & Customer Profile ….……………………………………………………………………………...…………………….. 11
2.0 SITUATIONAL ANALYSIS: WHERE IS IIC NOW? ……………………….……………………………..…………………………… 16
2.1 Present Business Model Canvas (BMC) Analysis …………………………………………………………………………………. 16
2.2 SWOT Assessment and Analysis …………………………………………………………………………………………………….. 19
2.3 Portfolio Positioning: …………………………………………………………………………………………………………………… 21
2.3.1 Boston Consulting Group Consulting (BCG) Matrix …………………………………………………………………………….. 21
2.3.2 Product Life Cycle ………………………………………………………………………………………………………................. 23

2
TABLE OF CONTENT
2.4 Business Model Environment …………………………………………………………………………………………………………. 25
2.5 IIC’s Ansoff Matrix Analysis …………………………………………………………..………………………………………………... 30
2.6 Years of Financial Performance for 2015 - 2019 …………………………………………………………………………................ 33
2.7 Learning from Mistake (2015-2019) ……………………………………………………………………………………………..…….. 34
2.7.1 What Strategies Succeeded? ………………………………………..…………………………………………………………….. 34
2.7.2 What Strategies Failed? …………………………….………………………………………………………………………………. 35
2.7.3 Significant Achievements ……………..…………………………………………………………………………………………….. 37
2.7.4 Significant Failures/ Losses ………………………………………………………………………………………………………… 40
2.8 Present Strategic Factors ……………………………………………………………………………………………………................ 44
2.8.1 AS IS Strategic Factor ……………………………………………………………………………………………………................ 44
2.8.2 Findings of Primary Research ……………………………………………………………………………………………………… 45
2.9 Future Strategic Factors ………………………………………………………………………………………………………………… 46
2.9.1 Adoption of Eliminate, Reduce, Rise, Create (ERRC) Model Findings………………………………………………………… 46
2.9.2 ERRC to the Blue Ocean Strategy (B.O.S) ………………………………………………………………………………………. 53
2.9.2.1 Summary of New Business Model Canvas (BMC) ………………………………………………………………………. 55

3
TABLE OF CONTENT
3.0 BLUE OCEAN START-UP ………………………………………………………………………….
57
……………………………...
3.1 Minimum Viable Product (MVP) ………………………………………………………...………………………….………………….. 57
3.1.1 MVP 1: Brochure with Application Form ………………………………………………………...………………………….…… 58
3.1.2 MVP 2: Letter of Intent ………………………………………………………...……………………………………..….............. 60

4.0 IMPACTS OF BLUE OCEAN STRATEGY (B.O.S) ON IIC …………………………………………………………………….……. 60
4.1 Non-financial & Financial Objectives ………………………………………………………………………………………………… 60
4.2 Goals ………………………………………………………………………………………………………………………………….......... 63
5.0 THE MANAGEMENT TEAM ……………………………………………………………………………………………………….……. 64
5.1 College Management Committees ………………………………………………………………………………………………… 64
6.0 THE BUSINESS STRATEGY ………………………………………………………………………………………………………….… 70

6.1 Corporate Strategy ………………………………………………………………………………………………………...…….…… 70
6.2 Business Strategy ……………………………………………………………………………………………………………………. 71
6.3 Marketing Strategy ……………………………………………………………………………………………………….…………... 73
6.3.1 Student Intake Target for 2020 ……………………………………………..………………………………………………... 73

4
TABLE OF CONTENT
6.3.2 Intake Dates for 2020 …………………………………………………….….
76
…………………………………………………..
7.0 FINANCIAL ANALYSIS ………………………………………………………………………………………………..……….……............ 78
7.1 Financial Performance
78
…………………………………………………………………………………………………………………...
7.1.1 Financial Projection for 2020 – 2022
79
……………………………………………………………………………………………..
7.1.2 Budgeted Income Statement for 2020 ………………………………………………………………………………………...
80
…
7.1.3 Projected Turnover & Expenses
82
………………………………………………………………………………………………….
7.1.4 Quarterly Projected Turnover & Expenses for 2020 ….
83
………………………………………………………………………...
7.1.5 Quarterly Cash Inflow & Outflow Trend for 2020 ……….
84
……………………………………………………………………….
7.1.6 Financial Overview & Target (2017 – 2020) ……….
85
…………………………………………………………………………….
8.0 ROADMAP IMPLEMENTATION ……………………………….……………………………………………………………...…………… 86

8.1 Summary of Business Model Action Plan ………………………………………………………………………….…....................... 84
9.0 RISK ANALYSIS ……………………………………………………………………………………………………………………... 115
10.0 CONCLUSION ………………………………………………………………………………………………………………........... 117
APPENDIX I & GALLERY .………………………..………………………………………………………………………………………. 118
5
EXECUTIVE SUMMARY
Focusing on private higher education institutions (PHEIs), in The strategic location of its campus in the Batu district of
2019 there are 447 PHEIs approved by the Ministry of Kuala Lumpur with more than 2,356 students studying for
Education, Malaysia. An important point to note is that not all foundation, certificate, diploma and degree programmes have
PHEIs in Malaysia, although approved by the Ministry of provided the competitive advantage for IIC on focusing the
Higher Education as education providers, are allowed to enroll SPM students market in Kuala Lumpur and Selangor.
International Students. In order to do so, PHEIs require
special license or approval from the Ministry of Home Affairs FIGURE 1.1: NUMBER OF PRIVATE HIGHER EDUCATION
Malaysia (Immigration Department). INSTITUTIONS AS AT 31 JULY 2019
FOREIGN
To ensure that high academic standards, quality and control UNIVERSITY UNIVERSITY
were maintained in public and private higher education, quality STATUS BRANCH CAMPUS
assurance exercised by the Malaysian Qualification Agency
(MQA). The role of PHEIs is no longer an alternative route in
providing access to higher education. In fact, their roles and 53 37 10 347
contributions are getting significant by day with regards to
student enrolment, R&D, innovative teaching and learning, UNIVERSITY COLLEGE
agile governance and talent planning. COLLEGE
STATUS
International Islamic College (IIC) is among the private higher
education institutions in Malaysia whereby since its
establishment in year 2000, with more than 11,000 alumni, the TOTAL PHEIs : 447
College aspires to educate young men and women to reach
their full potentials that would bring positive impact to the
society through their contributions in various aspects of
societal development.
6
EXECUTIVE SUMMARY
Increasing turnover from RM16M to RM18.1M with

OBJECTIVE 1 profit before tax from RM230K to RM1M with 1,910
new students.
OBJECTIVE 2 Shifting gradually to Blue Ocean Strategy by 2020
Targeting 6 stars MyQUEST rating from 4 stars by
OBJECTIVE 3
2022
In progressing towards IIUM Higher Education Sd. Bhd. (IIC)
OBJECTIVE 4 Towards
sustainability, Universityhas
the Management College status four
established by 2025
(4) objectives
for Business Plan in 2020:
TABLE 1.1: OBJECTIVES OF BUSINESS PLAN FOR 2020
As IIC undertakes its work in 2020, IHSEB will build on its

achievements, and within the framework of these objectives and
7
1.0 BACKGROUND
1.1 COMPANY BACKGROUND
1.1.1 VISION & MISSION
VISION
To be the preferred educational institution that is imbued with
Islamic values.
MISSION
1. Integrated Islamic values on our programme.
2. Produce well-balanced personalities.
3. High quality education outcome.
4. Globally accessible and accepted.
8
1.0 BACKGROUND
1.1.2 CORE VALUES
1. 2. 3. 7.
COMMITMENT COMMITMENT COMMITMEN
TO ISLAMIC TO QUALITY T TO
VALUES LIFELONG
LEARNING
COMMITMENT TO
THE CORE VALUES
OF COURAGE,
4. 5. 6.
COMMITMENT COMMITMENT COMMITMENT DISCIPLINE,
TO CUSTOMER TO TEAMWORK TO CREATIVITY TRUSTWORTHY,
ORIENTED DILIGENCE AND
SERVICE LOYALTY
9
1.0 BACKGROUND
1.1.3 VALUE PROPOSITION
5
5 Stars
MyQUEST on
International
1 4 Student’s
readiness.
Curriculum Wide range of
embedded entry
with Islamic qualification.
values. 3
Affordable
tuition fees.
2
Recognized
and accredited
tertiary
academic
programmes.
10
1.0 BACKGROUND
1.1.4 OUR BRAND PROMISE
18 YEARS OF EMBEDDED ISLAMIC VALUES IN

1 EXPERIENCES 5 ALL PROGRAMMES
ACCREDITATION BY
2 MQA 6 BROAD ENTRY LEVEL
WIDE-RANGING QUALITY
3 PROGRAMMES 7 ACCESSIBILITY
CONDUCIVE ISLAMIC
4 ENVIRONMENT FOR LEARNING 8 MAXIMUM CREDIT TRANSFER
11
1.0 BACKGROUND
1.1.5 PRODUCT & CUSTOMER PROFILE
TABLE 1.2: ACADEMIC PROGRAMMES OFFERED AT IIC DIPLOMA IN BUSINESS ADMINISTRATION
3. R3/345/4/0910(08/21) MQA/FA2238
FOUNDATION PROGRAMME
DIPLOMA IN COMPUTER SCIENCE
FOUNDATION IN ARTS 4.
1. R3/481/4/0746(08/21) MQA/FA2240
N/010/3/0156(06/23) MQA/FA2856
DIPLOMA IN CONTEMPORARY ISLAMIC SCIENCES
CERTIFICATE PROGRAMMES 5. R/221/4/0056(05/23) A8693
CERTIFICATE IN BUSINESS ADMINISTRATION
2. R2/340/3/0658(08/21) MQA/FA2224 DIPLOMA IN CREATIVE ANIMATION
6. R/213/4/0047(11/21) MQA/FA0651
CERTIFICATE IN EARLY CHILDHOOD EDUCATION
3. N/143/3/0058(06/23) MQA/FA2204 DIPLOMA IN ENFORCEMENT MANAGEMENT
7. N/861/4/0008(08/19) MQA/FA2686
CERTIFICATE IN ENGLISH
4. N/224/3/0028(06/23) MQA/FA2203 DIPLOMA IN GRAPHIC DESIGN
8. N/214/4/0061(05/23) MQA/FA1898
DIPLOMA PROGRAMMES
DIPLOMA IN HALAL INDUSTRY MANAGEMENT
DIPLOMA IN ACCOUNTING 9. N/345/4/1018(03/22) MQA/PA8797
1. R/344/4/0354(01/20) A11089
DIPLOMA IN INFORMATION TECHNOLOGY
DIPLOMA IN AL-SHARI'AH AL-ISLAMIYYAH 10. R3/481/4/0747(08/21) MQA/FA2239
2. N/221/4/0240(02/26) MQA/PA11383
12
1.0 BACKGROUND
DIPLOMA IN ISLAMIC BANKING & FINANCE COLLABORATIVE DEGREE PROGRAMMES
11. N/343/4/0023(11/21) MQA/FA0649
BACHELOR OF BUSINESS (ENTREPRENEURSHIP)
DIPLOMA IN ISLAMIC EARLY CHILDHOOD 3+0 IN COLLABORATION WITH FEDERATION
EDUCATION 1. UNIVERSITY, AUSTRALIA
12.
R/143/4/0094(02/20) A11184 N/340/6/0260(06/23) MQA/FA2397
DIPLOMA IN LAW BACHELOR OF COMMERCE (ACCOUNTING) 3+0 IN
13. N/380/4/0042(05/24) MQA/PA11382 COLLABORATION WITH FEDERATION UNIVERSITY,
2. AUSTRALIA
DIPLOMA IN MARKETING MANAGEMENT
14. KPM/JPS(N/344/6/0177)08/18 MQA/PA2399
R/342/4/0030(11/21) MQA/FA0650
DIPLOMA IN OFFICE MANAGEMENT OPEN DISTANCE LEARNING PROGRAMMES
15. R2/346/4/0071(02/23) A8692 DIPLOMA IN BUSINESS ADMINISTRATION
1. N/340/4/0782(03/24) MQA/PA10758
DIPLOMA IN RISK MANAGEMENT
16. N/345/4/0398(08/23) MQA/FA3069 DIPLOMA IN ISLAMIC EARLY CHILDHOOD
2. EDUCATION
DIPLOMA IN INTERNATIONAL BUSINESS
N-DL/143/4/0158(04/26) MQA/PA10759
17. (Formally known as Diploma in International Trade)
N/340/4/0786(7/15) MQA/PA11384
13
1.0 BACKGROUND
INTERNATIONAL
STUDENT STUDENT
POPULATION POPULATION
As of 1st November 2019
2356 197
STUDENT POPULATION
LOCAL STUDENT BY GENDER
POPULATION FEMALE
2159 MALE
1442
914
14
1.0 BACKGROUND
LOCAL STUDENTS POPULATION BY STATE SELANGOR
WILAYAH
PERSEKUTUAN 992
JOHOR 606
PERAK 126
PAHANG 86
NEGERI
SEMBILAN 81
KELANTAN 50 TERERNGGANU
48 KEDAH 44
SABAH 37
SARAWAK 26
MELAKA 26
PERLIS 24 TOTAL
9
2159
PULAU
KELANTAN
PINANG STUDENT
4 POPULATION
15
1.0 BACKGROUND
INTERNATIONAL STUDENTS POPULATION BY STATE
NIGERIA
SINGAPORE 98
BANGLADESH 36
INDONESIA 26
INDIA 15
9
THAILAND
MYAMMAR 4
PAKISTAN 4
MALDIVES 2 TOTAL
AFGHANISTAN
1
2 STUDENT
POPULATION
197
16
2.0 SITUATIONAL ANALYSIS: WHERE IS IIC NOW?

2.1 PRESENT BUSINESS MODEL CANVAS (BMC) ANALYSIS
2.1 PRESENT BUSINESS

KEY
PARTNERS
MODEL KEY CANVAS (BMC)
ACTIVITIES
VALUEANALYSISCUSTOMER
PROPOSITION
CUSTOMER
RELATIONSHIP SEGMENTS
1. Articulation 1. Teaching and 1. Curriculum embedded 1. Social Media 1. Students
university partners Learning with Islamic values 2. Community i)SPM leavers, SVM leaver
2. Collaboration 2. Industrial Learning 2. Recognized and 3. Advisory ii)STPM/Diploma Leaver
partners accredited tertiary iii) Working adults
3. Franchise academic
3. IIUM & IIUM academic programmes iv) Student without
programmes
subsidiaries 3. Affordable tuition fees academic qualification
4. Wide range of entry
CHANNELS (entrance through work
4. Marketing agent
KEY qualification experience)
partners 1. Direct Marketing
RESOURCES 5. 5 stars MyQUEST iv) International student
5. Industrial partners 2. Digital Marketing
International student’s 2. Parents
6. Hostel provider 1. Experienced & Qualified 3. Marketing Agent 3. Marketing agent
readiness
Lecturer 4. Student, Staff, Alumni
Brings Student
2. ODL Platform
3. Homegrown Programme
COST STRUCTURE REVENUE STREAMS
1. Employment Cost 5. Rental & Utilities Cost 1. Registration Fees 5. Penalty Fees
2. Capital Expenditure 6. Other Operational Cost 2. Tuition Fees 6. Processing Fees
3. Marketing Expenses 7. Depreciation Cost 3. Library Fees 7. Facilities Rental
4. Collaboration Fees 4. Convocation Fees
17

FINDINGS & ANALYSIS
IIUM Higher Education Sdn. Bhd. (IIC) adopted a business
model that focuses on tertiary level of education targeted on The underlying notion of the BMC is that IIC focuses on
SPM leavers by offering 15 home-grown diploma programmes providing customer who prefers integrated curriculum
as primary products, five (5) home-grown certificate embedded with Islamic values, at affordable tuition
programmes, one (1) home-grown foundation programme and programme fee which is recognized and accredited on
three (3) collaborative degree programmes in the fields of national and international levels. All IIC’s prgrammes can be
computing, education, social sciences, business and law enrolled through wide range of entry qualifications providing
delivered by experienced and qualified lecturers using the tertiary academic opportunities for local students; SPM
conventional classroom for teaching and learning process. leavers and professional working adults. IIC’s recognition by
MYQUEST with 5 Star on International student’s readiness
portrays the excellent services provided by IIC to best
facilitate the international students admission to the College.
18
2.0 SITUATION ANALYSIS: WHERE IS IIC NOW?

FINDINGS & ANALYSIS
IIC has low-cost approach for value creation that includes
efficient marketing channels for student recruitment and
various customer relationship channels for good Moving forward, IIC aims for market development with Blue
correspondence with customers with the objective to maximize Ocean Strategy by expanding its wings to go abroad
the revenue from primary stream of tuition fees as well as introducing our home-grown programmes with Indonesian
secondary stream; registration fee, library fee, convocation fee, collaboration partners and Joint Venture (JV) College
processing fee, penalty fee and facilities rental. The primary Management in Qatar. In addition to full collaborative provision
revenue i.e. tuition fee breakdown by programme level is arrangements, IIC is planning to offer a range of other
shown below. collaborative programmes which enable students to further
study to degree level at Universities such as University of New
England and Universiti Sultan Zainal Abidin. As bright future
lies ahead for Technical and Vocational Education and Training
(TVET) in Malaysia, IIC notes the emphasis on introducing
TVET programmes to recruit new students to produce skilled
workers.
19

2.2 SWOT ASSESMENT & ANALYSIS
WEAKNESSES
STRENGTHS
1. Customer’s perspectives on weak hostel managements
1. Strong IIUM branding affiliation. jeopardies to IIC’s reputation.
2. IIC is the only PHEI to offer Ibadah Camp and Usrah as 2. Demoralized staff due to salary rationalization exercise.
credited course and graduation requirement. 3. Homegrown manual books with no trademark and copyrights.
3. Flexible and accessible learning method (ODL and modular 4. Negative perception from non-Muslims’ customers derived from
methods). IIC’s Islamic environment campus and integrated Islamic
4. Wide range of entry qualifications to suit different customer values in its academic programmes.
segment. 5. Current College Management System (CMS) has limitation
5. IIC academic programmes are embedded with Islamic values in functionalities.
line with ‘Islamization of knowledge’.
1. IIUM and IIC Alumni can be the medium for collaboration 1. MQA revised policy restricting IIC's collaboration partners to be
partnership. preferred only ranked top 1300 university based on QS World
2. IIC diploma graduates are preferred choice for Undergraduate University ranking.
programmes and highly marketable for the job market. 2. IIC is alert on staff poaching by competitors.
3. IIC provides various platforms for students to express their 3. Increasing number of PHEIs applying for ODL and blended
voice. learning.
4. Broad market segment with flexible learning method and wide 4. IIC is competing with GLC and State based PHEIs which can offer
range of entry qualifications. better facilities and financial support from their stakeholders.
5. Customers’ acceptance and perception on the wide range of 5. Admission of international student of not more than 50% from one
recognition. (1) particular country out of the total international student
population.
OPPORTUNITIES THREATS
TABLE 2.2: IIC’S SWOT ASSESSMENT
20

2.2 SWOT ASSESMENT & ANALYSIS
FINDINGS & ANALYSIS
Strong IIUM branding affiliation embedded curriculum with
Islamic values and at affordable tuition fees allow IIC to grow Enhancing graduate employability by offering programmes
its business by expanding IIC’s established home-grown and syllabus that meet industry needs; mandating additional
diploma programme with additional new programmes to training and modules to improve employability and
increase the sales and reach of the already established collaborating with industry partners for job placement
product in the higher education market. opportunities and programme input.
Wide ranges of entry qualifications that suit different Under Budget 2020, RM5.9bil was allocated for the TVET
customer segment with flexible and accessible learning education programme, which is an increase of RM2bil from
method i.e. ODL and modular method provide the opportunity the previous year to encourage more Malaysians to take up
to explore the working adult market. TVET courses. IIC aims to offer the TVET course/SKM Level
3 focusing Sijil Pelajaran Malaysia (SPM) leaver market next
Scholarship fund worth RM100,000 per year for value added year.
to students for student’s financial support to attract more
students’ recruitment. Increased networking with IIUM and IIC Alumni as medium in
collaboration partnership in local and international market for
Moving towards to “University College” status, IIC will be Blue Ocean strategy like Pesantren collaboration program in
upgraded to a new modern life-style campus with hostel Indonesia and joint venture management with Al-Attiyah
facilities of 7,500 students capacity and offering PhD Group, Qatar for international market with aggressive
Scholarship funds, totaling RM175, 000 per year for a total of international marketing. Continue the current marketing
44 lecturers to pursue their PhD studies in order to meet the strategies with enhancing social media by marketing products
criteria for University College status. online across multiple platforms like influencer interviews,
customer testimonials etc.
21

2.3 PORTFOLIO POSITIONING
2.3.1 BOSTON CONSULTING GROUP CONSULTING (BCG) MATRIX
HIGH Table 2.3 illustrates how
These products are market leaders and These products are being questioned - they
produce a high ROI. They use a lot of cash can become Stars or become a drain, BCG matrix provides
to become leaders. turning into Dogs. insight view of IIC
These are well established products or brands with Unsure in which direction these products will go. products relative to
fantastic opportunities to generate large amounts of Known as the problem child(s), they can be turned investment needed and
Market Growth Rate (Cash Usage)
ROI. into stars or end up as dogs. choosing the best

 High growth market  High market growth
 High market share  Low market share strategy.
 Cash neutral  Cash absorbing
 Strategy: Hold or increase the market share  Strategy: Build by increasing market share, The findings in the matrix
benefits and/or withdraw from the market are classified into four (4)
These generate cash and have a high These products are draining cash and have quadrants representing
market share and don’t require constant low market share. You will divert away from the degree of profitability,
investment. these ones.
the potentials, and
These are well-established and consistently produce Products which have little or no value. They are a strategy for growth.
cash; however the growth opportunities are limited. drain on resources and cash. It is often difficult to
 Low market growth make a profit from dogs.
 High market share  Low market growth TABLE 2.3: BCG MATRIX
 Cash generating  Low market share
 Strategy: Harvest or milk by maintaining the  Cash neutral
market share  Strategy: Diversify by increase benefit and
withdraw from the market
LOW
HIGH Market Share (Cash Generation) LOW
22

2.3.1 BOSTON CONSULTING GROUP CONSULTING (BCG) MATRIX
HIGH These products are market leaders and produce These products are being questioned - they can Table 2.4
a high ROI. They use a lot of cash to become become Stars or become a drain, turning into
leaders. Dogs.
summarizes the
position of IIC
Bachelor in Business (Entrepreneurship) Bachelor in Commerce (Accounting) product portfolios
Diploma in Office Management BA (Hons) Early Childhood Studies (International)
Diploma in Business Administration Diploma in Accounting based on revenue
Diploma in Halal Industry Management Diploma in Enforcement Management and cost analysis
Diploma in Islamic Early Childhood Education Diploma in Islamic Banking and Finance
Diploma In Creative Animation Diploma in Al-Shari’ah Al-Islamiyyah
programmes for
Diploma in Law period ended 30th
Diploma in Contemporary Islamic Sciences September 2019.
Diploma in Information Technology
Market Growth Rate (Cash Usage)
Diploma in Computer Science (Appendix I)

Diploma in Marketing Management
Diploma in Graphic Design In addition, the BCG
Diploma in Risk Management
Certificate in Business Administration matrix can be used to
Certificate in Early Childhood Education visualize
Certificate in English which marketing
channels or
These generate cash and have a high market These products are draining cash and have low platforms that can
share and don’t require constant investment. market share. You will divert away from these ones.
help IIC to grow and
Foundation in Arts Malaysian University English Test (MUET) provide the expected
Diploma in International Business Certificate in Information Technology
Certificate in Enforcement Management ROI per channel.
LOW
HIGH LOW
23

2.3.2 PRODUCT LIFE CYCLE
QUESTION MARK STAR CASH COW DOG
Bachelor Of Commerce (Accounting)

BA (Hons) Early Childhood Studies
(International)
Diploma in Accounting
Diploma in Enforcement Management
Diploma in Islamic Banking and Finance
Diploma in Al-Shari’ah Al-Islamiyyah Foundation in Arts
Diploma in Law Diploma in International Business
Diploma in Contemporary Islamic Sciences
Diploma in Information Technology
Diploma in Computer Science
Diploma in Marketing Management Malaysian University English Test (MUET)
Diploma in Graphic Design Certificate in Information Technology
Diploma in Risk Management Certificate in Enforcement Management
Certificate in Business Administration
Certificate in Early Childhood Education
Certificate in English
Bachelor in Business (Entrepreneurship)
Diploma in Office Management
Diploma in Business Administration
Diploma in Halal Industry Management
Diploma in Islamic Early Childhood Education
Diploma in Creative Animation
INTRODUCTION GROWTH MATURE DECLINE

Strategy: Build by increasing market Strategy: Hold or increase the
share, benefits or withdraw from the market share
market
TABLE 2.5: PRODUCT LIFE CYCLE IN RELATIVE TO STRATEGIC IMPLICATION
24

FINDINGS & ANALYSIS
Strategic implications using BCG Matrix findings can help IIC
to recognize the importance of achieving a balanced Product /
Market portfolio. In addition, using Product Life Cycle (PLC)
can help IIC in deciding when it is appropriate to increase
advertising, reduce prices or expand to new markets for its
product portfolio. In 2020, there are two (2) particular areas to
be the focus for sales and marketing department. It therefore
follows that a portfolio in equilibrium will include a number of
'Question Mark' and 'Star' products, though the number of
'Question Marks' should be greater than 'Stars' to allow for
market failures. The diagram below shows that question marks
should be re-introduced into the markets in order to increase
the market share by multiple marketing channels such as
banner ads, Public Relation (PR), LinkedIn, and outdoor ads.
Another focus area, the stars can be increased the market
share to result in increase of cash generation by different yet
effective marketing channel such as Search Engine
Optimization (SEO), aggressive advertisement and frequent
uploading video in the social media like Facebook.
25

2.4 BUSINESS MODEL ENVIRONMENT
KEY
TRENDS
MACROECONOMIC MARKET
FORCES FORCES
INDUSTRY
FORCES
26

The business environment means the overall (internal and external) circumstances of organization. Every organization including IIC
is practically influenced by environmental factors.
MACROECONOMIC FORCES
1. ECONOMIC INFRASTRUCTURE
Today, Malaysia can boast of having one of the well-
developed infrastructures among the newly industrializing
countries of Asia. Among which, Malaysia's
telecommunications network has seen impressive expansion
and upgrading during the past decade following the
successful privatization of its Telecommunications
Department. The latest digital and fiber optics technology is
being used to provide high quality telecommunication services 3. CAPITAL MARKET
at competitive prices providing IIC business opportunity to It is difficult to obtain substantial public funding in higher
offer Open Distance Learning (ODL) program for working education industry, whilst majority of private higher education
adult market. institutions are struggling to maintain its high fixed cost.
2. GLOBAL MARKET
Economical factors always come as vital issue to business
organizations and usually affected by ongoing global
economic slowdown. The period of slow economic growth
accompanied by high unemployment causing a significant
impact to IIC as
27

MARKET FORCES
1. MARKET ISSUES
Higher education industry is on a market basis, where the
demand and supply of student education, academic research
and other education institution activities are balanced through
the price mechanism. IIUM Higher Education is among private
higher education offering customers with affordable tuition fee
with quality programmes accredited and recognized by MQA. 3. REVENUE ATTRACTIVENESS
Major revenue stream in higher education industry is tuition
2. MARKET SEGMENTS fee which is also one of the major selection criteria that
One of the challenges faced by higher educational institutions influence student’s choice of tertiary education providers. In
is catering to the needs of an increasingly diverse group of regards to this, IIUM Higher Education is among the private
students that include a growing segment of more mature higher education institutions offering affordable tuition fee with
students from nontraditional backgrounds, international 25 attractive programmes.
students, and students who enroll to achieve very specific
objectives. In such markets, IIUM Higher Education can
benefit by segmenting the marketplace in order to understand
the unique needs of each group, and then designing product
offerings to satisfy the needs of some or all of these
segments.
28

KEY TRENDS
1. SOCIAL ECONOMICS
The lifestyle of people is changing and the demand of this
change affects IIC. Malaysian from urban society like in the
middle income group with Islamic conscious expect the 2. TECHNOLOGY
highest level of quality and all modern lifestyle campus from The impact of technological innovation is also considerable to
education organization. meet the customers’ expectation. IIC has to ensure all
technological access to influence the customers. For instance,
providing effective and fast wireless internet facility in campus,
upgrading the College Management System (CMS) as well as
introducing Open Distant Learning (ODL) platform to keep on
the College’s success.
3. REGULATORY
It is mandatory to follow some rules and procedures to run
operations. For example, company registrations, accreditation
programmes by Malaysian Qualifications Agency (MQA). IIC is
also governed by ISO9001:2015 to ensure that customers get
consistent, good quality products and services.
29

INDUSTRY FORCES
1. SUBSTITUTE
Development of talents in digital, engineering and emerging 3. STAKEHOLDERS
technologies, which TVET emphasizes, is vital to prepare the A stakeholder in education refers to the parties that are either
country in the Fourth Industrial Revolution (IR 4.0) era. Due to directly or indirectly affected by the success of
the fact that the Government policy is encouraging school an education system. This includes government officials,
leavers to enroll into TVET education, TVET have becomes College Board members, administrators, and lecturers. In
the substitute products for IIC’s current products i.e. addition, the stakeholder includes the external groups who are
certificate, diploma and degree programmes. In view of that, interested and related with the company. IIC works with
IIC is committed to offer the TVET programme with SKM Level considering the power and importance of different groups for
3 for Early Childhood Education programme. instance, media, central and local government and financial
community.
2. COMPETITORS
As the global market of 21st century is highly competitive IIC 4. SUPPLIER VALUE CHAIN
has some strong competitors, either direct or indirect. For The procurement of goods and services via supply chain
example, private higher education institutions with similar management (SCM) will become increasingly vital in ensuring
Islamic branding located in Kuala Lumpur and Selangor areas higher education institutions to achieve their mandate with
are direct competitors, and indirect competitors refer to UiTM, annual procurement planning. In doing so, IIC has established
Polytechnic and Community Colleges in which some Procurement Unit to ensure compliance with policies,
competitors have good brand image, sizeable capture of effective, efficient and drives value for money.
market share. On this competitive situation, IIC needs to
consider its competitors power to ensure its dominating
position.
30

2.5 IIC’S ANSOFF MATRIX ANALYSIS
EXISTING BUSINESS STRATEGIES
TABLE 2.7: ANSOFF MATRIX ANALYSIS FOR IIC EXISTING BUSINESS STRATEGIES
MARKET PENETRATION PRODUCT DEVELOPMENT

EXISTING MARKET
1. One (1) Foundation progamme 1. Diploma in Law

2. Three (3) Certificate programmes 2. Open Distance Learning (ODL)
3. 17 Diploma programmes 3. Diploma in International Business
4. Three (3) Collaborative Degree 4. Diploma in Al-Shari’ah Al-Islamiyyah
programmes 5. Diploma in Halal Industry
Management
MARKET DEVELOPMENT DIVERSIFICATION

NEW MARKET
1. Collaborative programmes with Fajar

Hidayah, Indonesia, Jamiyah
Education Centre, Singapore and Al-
Misbah Academy, Singapore.
EXISTING PRODUCT NEW PRODUCT

31

FINDINGS & ANALYSIS
For better understanding of the existing IIC’s business
strategies the application of Ansoff’s matrix can clarify of how
IIC generates its revenue. Increase market share within
existing higher education market by offering wide range of
current academic programmes; one (1) foundation, three (3)
certificate, 17 diploma and three (3) collaborative degree
programmes. These existing academic programmes
contributed turnover of RM12,479,745.58 as of September
2019.
IIC projected an increase of revenues in year 2020 with a

significant involvement of marketing and promotional elements
of the Marketing Mix. Due to the strength of International
Islamic University Malaysia (IIUM) brand, IIC has been able to
utilize market penetration by creating association between
IIC’s homegrown academic programmes as IIUM feeder to
IIUM’s undergraduate studies, which has attracted the interest
of students and parents.
IIC has been steadily enrolling more than 1,000 students each
year from 2016 - 2018 with a significant number of local
32

FINDINGS & ANALYSIS
In the South East Asia region, IIC has established academic
collaboration with Jamiyah Education Centre and Al Misbah
Academy from Singapore, as well as Fajar Hidayah
Foundation, Indonesia. The collaboration necessitates IIC to IIC’s product development strategy entails finding a new group
provide its academic courses to these operators through of potential buyers (Students) from an existing market. The
franchise agreements. launch of Diploma in Halal Management programme since
2017 has been steadily gaining new students from 70 students
Presently, the followings are the number of students who have in 2017 to 119 students in 2018, an increment of 70%. In 2019,
registered for IIC’s academic programmes; IIC has taken further steps in driving its potential and
capabilities towards being a pioneer generation of digitalized
NO. OF knowledge with the introduction of Open Distance Learning
COLLABORATIVE PARTNERS (ODL) platform.
STUDENTS
Fajar Hidayah, Indonesia 15 students IIC takes pride to be the first Malaysian private institution of
higher learning offering Diploma programmes to the masses
Jamiyah Education Centre, Singapore 53 students through ODL;
1. Diploma in Business Administration
Al-Misbah Academy, Singapore 21 students 2. Diploma in Islamic Early Childhood Education
TABLE 2.8: STUDENT POPULATION WITH COLLABORATIVE PARTNERS

AS OF 7th NOVEMBER 2019
33

2.6 FINANCIAL PERFORMANCE FOR 2015 – 2019
TABLE 2.6: FINANCIAL PERFORMANCE FOR 2015 - 2019
YEAR 2015 % 2016 % 2017 % 2018 % 2019
↓ ↓ ↓ ↓
TURNOVER (RM) 29,933,017 32.54 20,192,200 14.11 17,342,672 1.96 17,002,692 0.71 16,882,739
% % % %
PBT
(RM) 2,650,217 (4,357,752) (1,310806) (1,121,370) 231,927
TURNOVER (RM) PBT (RM)

30,000,000 TURNOVER 4,000,000
3,000,000
25,000,000
2,000,000
20,000,000 1,000,000
0
15,000,000 2015 2016 2017 2018 2019
-1,000,000
PBT
10,000,000 -2,000,000
-3,000,000
5,000,000
-4,000,000
- -5,000,000
34

2.7 LEARNING FROM MISTAKE (2015 – 2019)
2.7.1 WHAT STRATEGIES SUCCEEDED?
1. NEW HOME-GROWN PROGRAMMES DEVELOPMENT
Four (4) successful product development strategies by offering the following home-grown programmes:
i. Diploma in Law
ii. Diploma in International Business
iii. Diploma in Al-Shari’ah Al-Islamiyyah
iv. Diploma in Halal Industry Management
2. MOST EFFECTIVE MARKETING CHANNELS

The four (4) most effective marketing channels for student’s recruitment. The statistic revealed that these marketing channels
are the main contributions of new IIC’s students.
NO CHANNEL 2015 2016 2017 2018 2019 (as of 31st October

2019)
Direct marketing through
1 183 397 575 537 206
database
2 Digital media 206 247 191 115 139
Student/ Staff brings
3 103 68 120 147 99
student
4 Recruitment agent 94 136 62 159 37
TABLE 2.10: STUDENT INTAKE FOR 2015 - 2019

35

2.7.2 WHAT STRATEGIES FAILED?
1. ACADEMIC COLLABORATIVE PROGRAMMES 2. MARKETING STRATEGIES FOR INTERNATIONAL
IIC is committed in expanding its operation to the international STUDENTS
market. However, our academic collaborative programmes with To increase the international students’ enrolment, IIC has
Technical Vocational Training (TVTC) Corporation & IQRA’ devised marketing strategies to register IIC at the foreign
Foundation Centre, Kingdom Saudi Arabia (IQRA’) and embassies to promote the College and seeking collaboration
Myanmar Intellectual College, Myanmar have been pending with international schools in Malaysia and neighbouring
since 2018 due to unable to meet the MoU’s agreement. countries. Unfortunately, those strategies were not successfully
implemented as international students are more keen to further
their study abroad and the management received less
cooperation from foreign embassies.
36

2.7.2 WHAT STRATEGIES FAILED?
3. MARKETING STRATEGIES FOR NEW MARKET The failure happened when our marketers had limitation to only
SEGMENTS one channel – face-to-face marketing. In addition, our
Every company needs a successful marketing strategy in order prospects were not interested and no financial aids were
to promote their products, reach wider audience, and attract available from the PTPTN and EPF for the above new
new customers. Unfortunately, some of the strategies set out academic programmes .
by IIC fall short on the goals. For instance, in 2018 our
marketing strategies have targeted to four (4) new market 4. MOBILE MARKETING BY IIC EXHIBITION TRUCK
segments which are: In 2018, for the purpose of promoting the College, IIC has
i) Tahfiz students by offering Tahfiz program as an optional decided to initiate mobile marketing strategy using IIC
program exhibition truck. The goal is to mobilize the truck during road
ii) Lower Six students with hybrid programme tour or any education events throughout Klang Valley region.
iii) SPM students failed Bahasa Malaysia and Sejarah by However, it was not able to be materialized due to ineffective
offering them special class to pass both subjects cost.
iv) Working adults with our short courses i.e. Photoshop,
Java, 3D modelling, 2D Animation, PHP Workshop, MUET
& Spreadsheet.
37

2.7 LEARNING FROM THIS MISTAKES (2015 – 2019)
2.7.3 SIGNIFICANT ACHIEVEMENTS
IIC has been steadily improving its standing in the higher education industry. The following are some of the successful achievements for
IIC.
YEAR ACHIEVEMENTS
 Three (3) successful collaborative programmes for International markets with Fajar Hidayah, Indonesia
and Al-Jamiyah Education Centre, and Al-Misbah Academy in Singapore. At present, there are 15
students enrolled in various diploma programmes for Fajar Hidayah, 53 students from Al-Jamiyah
2017 Education Centre and 21 students from Al-Misbah Academy.
 Implementation of cost rationalization exercise by minimizing employment and administration cost with
salary cut off by 15.4% and working operation to be reduced by 4 days.
 IIC has become the first private college to offer Open Distance Learning (ODL) programme. This online
learning aimed to penetrate our new market segment i.e. the working adult. IIC is currently offering
Diploma in Islamic Early Childhood Education and Diploma in Business Administration through ODL
programme. At present, we have a total of 13 ODL students.
2018
 IIC has implemented KPI- based performance management system to effectively evaluate the
performance of employee.
38

YEAR ACHIEVEMENTS
 Introduction of modular class conducted during weekends to accommodate students who face difficulties
to attend classes during weekdays.
 IIC has offered Accreditation of Prior Experiential Learning (APEL) to new market segment i.e. individuals
who have work experience but lack of formal academic qualifications to pursue their tertiary studies at
higher education institutions. APEL provides an alternative entry route to formal programmes of study for
certificate (level 3, Malaysian Qualifications Framework – MQF) through recognition of learning and
experiences regardless of how and where it was required. As a starting point, we have 6 students with
2018 APEL entry requirement studying our diploma programmes.
 Second cost rationalization exercise was implemented by initiating retrenchment strategy involving 22
staffs. The Company was able to reach stable financial position and able to save RM54,000 on the
employment cost.
 Collaborative program of Bachelor of Commerce Accounting has obtained full accreditation from Malaysian
Qualifications Agency (MQA).
39

YEAR ACHIEVEMENTS
 One (1) of IIC’s home-grown diploma in Halal Management has successfully obtained full-accreditation
from Malaysian Qualifications Agency (MQA).
 IIC has successfully obtained re-certification of ISO9001:2015 without non-conformance issue.
 Introduction of three (3) new diploma programmes which are Diploma in Law, Diploma in Al-Shari’ah Al-
Islamiyyah, and Diploma in International Business.
2019  IIC has successfully obtained license for international student enrollment from Ministry of Home Affairs
while most of other PHEIs failed to renew their licenses.
 IIC has effectively maintain the ratio of 2 (academician) :1 (administrative staff) by implementing the
multitasking tasks among administrative staffs.
 Due to the effective cost management , IIC managed to save the operating cost at RM1M as of October
2019.
TABLE 2.11: IIC’S ACHIEVEMENTS FOR 2017 - 2019

40

2.7.4 SIGNIFICANT FAILURES OR LOSSES
TABLE 2.12: FINANCIAL PERFORMANCE FOR 2014 -2018
YEAR 2014 % 2015 % 2016 % 2017 % 2018
↑ ↓ ↓ ↓
TURNOVER 12.70 14.11 1.96
26,560,486 29,933,017 32.54 20,192,200 17,342,672 17,002,692
(RM)
% % % %
PBT
1,499,673 2,650,217 (4,357,752) (1,310,806) (1,121,370)
(RM)
35,000,000 4,000,000
30,000,000 TURNOVER 3,000,000

2,000,000
TURNOVER (RM)
25,000,000
1,000,000
PBT (RM)
20,000,000 0
2014
PBT 2015 2016 2017 2018
15,000,000 -1,000,000
-2,000,000
10,000,000
-3,000,000
5,000,000 -4,000,000
0 -5,000,000
41

In general, the financial condition of IIC is relatively stable with
the number of student’s intake. From 2014-2015, IIC had
average of revenue growth of 1.4% annually. This slow revenue
growth started in 2014 when the number of student’s
enrollment decreased after the National Higher Education Fund
Corporation (PTPTN) reduced the amount of loans for new
student, regardless of whether they attend private or public
institutions of higher learning. Starting that year, it has reduced
the amount by 5% in public institutions and 15% in private
institutions. The move by PTPTN has adversely affected IIC,
where IIC recorded a significant drop of enrollment and was
able to enroll 888 new students only in 2014.
In 2015, the revenue remain steady due to fact that IIC has
gained disposal of IIC building located at Batu 5, Gombak
estimated of RM2,458,234 even though the student’s intake
continued to decrease from 888 students in 2014 to 712
students in 2015. The poor intake number was mainly resulted
to the limitation of marketing channels when IIC could not
longer
allowed to use database to reach the potential new students

42

In 2016, IIC had to deal with few financial issues such as write
off bad debts in which IIC had to outsource the hostel due to
low rental collection, resulting in reduction of RM830,000 in
revenue. In the same year, IIC had under provision of tax in
2015 to be taken out in 2016 by RM1,007,900. Furthermore,
poor student enrollment in 2014 and 2015 has resulted drop in
revenue by RM4,343,394 and increased of employment cost
due to overstaffing. In 2017, to reduce the operation cost, IIC had implemented its
cost rationalization by reducing the staff salary by 15.4% and
implementation of 4 ½ and 4 working days. The loss in 2017
was decreased to RM 1,310,806 with an increased of student
intake, 1025 new students.
In 2018, IIC had initiated its second cost rationalization

initiative by retrenching of 22 staff with the introduction of
mass lecture and continuation of 4 working days. With the
effort to improve their financial situation, IIC offered 50%
discount for inactive students to settle their outstanding tuition
fee. As such, IIC had successfully collected RM447,000 from
that initiative. It resulted to positive movement of company
loss being reduced to RM925,162 with student’s intake of
1050 new students.
43

2.7.4 SIGNIFICANT FALURES OR LOSSES
In addition, when the public higher education i.e. Universiti
Teknologi Mara (UiTM) introduced Pra-Diploma program with
similar entry requirement of minimum 3 credits in SPM, it had
adversely effected the number of new student intakes which is
the primary target market for IIC. In view of that, students who
are failed to enroll into other public universities were able to
enroll in UiTM with lower entry requirement.
In conclusion, the information revealed that IIC has been

operating at loss for consecutively three years due to external
factors and internal factors. To minimize the loss, IIC has
continuously implemented its cost rationalization with drastic
initiatives and anticipating an increased in students’ intake by
implementation of various marketing strategies aiming for new
market segments to reduce dependency on existing target
market segment. For that reason, IIC is forecasted to generate
its first year of profit in 2019 with RM231,927.
44

2.8 PRESENT STRATEGIC FACTORS
2.8.1 AS-IS STRATEGIC FACTOR
L E V E L O F IM P O R T A N C E
5 AS-IS STRATEGY CANVAS OF IIC
4 KU
IS
0
Cost of tuition Various entry Academic Academic Financial Campus Institutional Success in Facilities and Campus
fee requirements programs quality assistance location reputation job placement resources atmosphere
COMPETING FACTORS
45

2.8 PRESENT STRATEGIC FACTORS
2.8.2 FINDINGS OF PRIMARY REASEARCH
A primary research was conducted with IIC’s stakeholders on
identifying the strategic factors in private higher education
industry. The range of this research is restricted to Kuala
Lumpur and Selangor areas. In this research, target sample programmes to be offered to SPM leavers. Moreover, IIC’s
study for the IIC’s competitor is obtained from Management & strong affiliation with IIUM has enhanced company’s credibility
Science University (MSU), a private university located in Shah in relative to customer’s recognition, loyalty and
Alam, Selangor. competitiveness.

The research was conducted in two ways; in-depth interviews IIC is incomparable to MSU as it lacks in terms of campus
with IIC and MSU students, parents, the marketing officers of characteristics, absent of career support center to manage a
both IIC and MSU, and survey data collected from students job placement service and connect students’ profiles to a
both IIC and MSU. number of prospective employers. IIC also lacks of financial
assistance for students such as endowment fund resulting on
The results show that campus characteristics like facilities, high student dependency with PTPTN.
campus atmosphere, academic program and quality, success
in job placement, and various entry requirements determine Moving forward, in driving and transforming IIC towards
competing factors of higher learning institution. excellence, IIC is committed that IIC will achieve College
University status in 2025 by focusing on meeting the fourteen
IIC as a private college status has strong competitive requirements by Ministry of Education (MOE) for the upgrading
advantages by providing various entry requirements for status.
foundation, certificate, diploma and degree collaborative
46

2.9 FUTURE STRATEGIC FACTORS
2.9.1 ADOPTION OF ELIMINATE, RAISE, REDUCE, CREATE (ERRC) MODEL FINDINGS
ELIMINATE RAISE
1. Irrelevant academic programmes in relative to industry needs 1. Quality education – flexible method of teaching and learning
2. Non-performing staff 2. New modern lifestyle campus
3. TVET (Technical and Vocational Education and Training) programme
4. Endowment fund program
5. Career Support Unit
6. Innovative academic programmes through industry/community
engagement
7. Adoption of technology - enhanced learning
8. Widen learning opportunities to the general public
9. Intensify recruitment of international students
10. Increase university operational efficiency
11. Provide Continuous Professional Development (CPD) to improve
academics' teaching competence
12. Support in research, innovation and graduate education
REDUCE CREATE
1. Conventional method of teaching and learning 1. International collaborative programmes
2. Resistance to change 2. Joint venture college management with international higher education
3. Stress institutions
3. Paperless classroom
TABLE 2.13: IIC’S ERRC MODEL

47

The present analysis attempted to trace how IIC actualized Some of the programmes are no longer relevant on demand of
the Blue Ocean Strategy in creating value for its customers in industry needs. In view of that, three certificate programmes
a saturated higher education industry by changing its have been phased out i.e. Certificate in Enforcement
approach in facing competition. The strategy followed by IIC to Management, Certificate in Information Technology, and
break the trade-off between differentiation and low cost and to collaborative program of Bachelor in Early Childhood.
create a new value curve in the private higher education
sector is explained below as the ERRC Grid. The findings 2. RAISE: WHAT INDUSTRY TAKES AS MINIMUM
reveal how IIC has explored a blue ocean by making the DELIVERABLE?
competition irrelevant and creating an uncontested market IIC became the first College with “College” status in Malaysia
space using Four Actions Framework developed by Kim and to introduce Open Distance Learning (ODL), one of the
Mauborgne. Massive Open Online Course (MOOC) platforms starting in
2018 with two existing diploma programmes which are
Eliminate, Reduce, Raise and Create (ERRC) Grid with Diploma in Business Administration (DBA) and Diploma in
respect to IIC: Islamic Early Childhood Education (DCE). Creating such a
distinctive learning environment will require continuous
1. ELIMINATE: WHAT INDUSTRY HAS TAKEN FOR improvement while placing high value on teaching and
GRANTED? pedagogy. IIC will in future to offer two additional diploma
programmes with ODL mode.
48

Adoption of technology-enhanced learning (TEL) like MOOC graduate students. Thus, for Business Plan 2020, IIC will
can provide diverse opportunities for the enhancement of all allocate RM176,000 per year for selected 44 lecturers to
aspects in the teaching-learning process via integration of pursue their PhD studies.
technology. In particular, the blended learning enables
students learn via electronic and online media as well as Noting that the Ministry has strongly emphasized the
conventional face-to-face teaching. The academic division is advancement of TVET starting this year, IIC is currently
currently in the process of reviewing certain diploma developing TVET programme in Early Childhood. This is
programmes to be conducted through blending learning to tandem to Malaysia’s 2018/2019 Critical Occupations List
benefit both academicians and students. (COL), highlighting occupations that are skilled, sought-after,
and strategic across 18 sectors in Malaysia. The COL
IIC will further advance its aspiration to be a University identifies shortages in occupations that are sought-after by
College and reputable institution with IIUM’s affiliation. As employers. In the 2018/2019 list, a total of 59 skilled
such, IIC must start to invest strategically in R&D, scholarship occupations were identified and early childhood educators are
and innovation which are at the heart of academic enterprise. among the skilled occupation with the emphasis on teaching
In order to elevate the quality of its programmes on research skill.
and scholarship, IIC must focus its allocation of resources on
distinctive research programmes of current and emerging Improving learning opportunities by widening to the general
strength. Academic staff/researchers must be supported in public refers to consolidating the implementation of outcome-
their attempts to secure external support for their research based education and high-impact educational practices to
and diverse workforce with different educational backgrounds.
49

Using Accreditation of Prior Experiential Learning (APEL) to
enable individuals who have work experience but lack of (ii) INTENSIFY RECRUITMENT OF INTERNATIONAL
formal academic qualifications to pursue their studies at higher STUDENTS
education institutions provides an alternative entry route to Almost 10% student population of IIC are international
formal programmes of study through recognition of learning students from 21 different countries. Having global
and experiences regardless of how and where it was required. ambassadors for IIC is a key driver of future enrollments and
IIC needs to aggressively market APEL for working adult helps IIC reach across the world, encouraging more students
market to increase student’s enrollment next year. to come and study at IIC. International Student Office of IIC
continuously provides excellent customer service with three
(i) INNOVATIVE ACADEMIC PROGRAMMES THROUGH dedicated staffs.
INDUSTRY/ COMMUNITY ENGAGEMENT
In terms of developing new programmes that fit the demands (iii) INCREASE UNIVERSITY OPERATIONAL EFFICIENCY
of industry and community, the industry partners can play IIC in collaboration with IAT, one of the Holdings subsidiaries
active roles in imparting innovation elements for IIC’s is in the process to modernize college IIC’s delivery system
academic programmes. IIC aims to be among the private through highly efficient, digital workflows using latest College
higher education which is a community minded organization Management System (CMS), a system that integrated major
with strong links to industry, government and other educational business functions into one cohesive process. It will create a
organizations. faster and systemic process for operational efficiency.
The broad range of outreach activities includes participation in

and leading on are being devised, for example, school visits,
and exploration series with the involvement of academicians
aims to engage the rural and regional communities in
discussion and debate about mainstream issues.
50

(iv) INTENSIFY CONTINUOUS PROFESSIONAL
DEVELOPMENT (CPD) TO IMPROVE ACADEMICS' Presently, the aging rental building of IIC has consumed a
TEACHING COMPETENCIES ACADEMICIANS substantial amount of maintenance and repairing costs. In
Even though IIC has a systematic, dynamic and flexible upgrading to College University status, IIC and IIUM Properties
program for continuous professional development, yet many are working together to build a new IIC modern lifestyle
lecturers are not aware of the importance of CPD in improving campus located near to International Islamic University
their competencies. Thus, Human Resource Department will Malaysia (IIUM), Gombak, Kuala Lumpur and is expected to
establish peer and/or critical friend-based support to lecturers be completed by 2025. The new campus will provide students
through shared reflection, knowledge sharing, observation, with a comprehensive features and facilities to cater to
review and mentoring in the form of teaching portfolios by students' learning needs and comfort by providing an
demonstrating the evidence-based evolution of lecturers’ environment that is conducive for learning and development to
practice, and transforming CPD into Continuous Professional complement IIC’s academic programmes.
Learning
(vi) ENDOWMENT FUND PROGRAM
(v) CAREER SUPPORT UNIT IIC is in the preparation to develop endowment fund program
The establishment of career support unit in the Student Affairs to assist the needy students who are academically good but
Division of IIC can manage a job placement service and incapable of financing the College fees and the cost of living.
connects student’s profiles to a number of prospective At the moment, these students are assisted by Student Affairs
employers. In addition, career talks, resume building department to seek financial aids from external organizations
workshops, career path consultation and career interview such as Lembaga Zakat and State Religious Authorities.
sessions will be regularly conducted on college to provide
students with quality career support and guidance to increase
graduates chance to be employed after graduation.

51

3. REDUCE: WHAT INDUSTRY HAS TAKEN AS 4. CREATE: ADD SOMETHING THAT INDUSTRY
STANDARD HAS NEVER SEEN BEFORE
The mindset among academic staffs that are comfortable with IIC has been successful in creating partnership with
traditional mode of teaching and learning must be changed by International collaborative partners in United Kingdom (UK),
providing continuous training in terms of knowledge and Australia, Indonesia, and Singapore. In view of that, IIC will
technical skill on the application of educational technology. continue seeking the potential partners to increase student’s
enrollment. Two recent international collaborative projects are
In any business, there are constantly going to be things Pesantren and Sekolah Tinggi in Indonesia and Joint Venture
moving and changing, whether it is due to the need for more College Management with Al-Attiyah Group, Qatar.
efficiency, better turnaround times, or the need for the
employees to work smarter. With all these needs come the IIC has adopted the Technology-Enhanced Learning (TEL)
opportunity for the company to downsize or create new jobs, with its ODL mode of teaching. Indirectly it has created the
and this is where the employees need to understand why paperless classroom. Moving forward, the Academic Affairs
there is a need for change. Having said that, enhancement of Division will soon implement most of its diploma programmes
effective communication and engagement initiatives will be to be fully blended learning.
implemented. For instance, to increase town hall sessions
from two sessions to four sessions, monthly sharing
knowledge session with CEO, continuous training for
management team in change management for effective
change team agent.
52

ADOPTION OF ERRC MODEL TO TO-BE STRATEGY CANVAS

RAISE CREATE
LEVEL OF IMPORTANCE
5
G
H
H
I
4
M
M
D
U
E
2
W
O
L
COMPETING FACTORS
0
Academic KUIS
Academic Financial Campus Institutional Success in job Facilities and Campus International Academic
programs quality
UiTM assistance location reputation placement resources atmosphere academic joint-venture ...
collaborative
progr...
53

2.9.2 ERRC TO THE BLUE OCEAN STRATEGY (B.O.S)
ERRC model incorporated new values to the strategic canvas value curve in two crucial areas; improvement and innovation. These
two (2) areas are the essences of Blue Ocean Strategy. The summaries of Blue Ocean Strategy are as follows:
VALUE IMPROVEMENT
1. Focus on broadening the range of customer target markets from previously targeting only on SPM leavers, IIC will
aggressively increase its marketing activities and channels to working adults using APEL, the entry requirement and Open
Distance Leaning (ODL) the mode of learning as main attractions to penetrate the market.
2. The introduction of TVET (Technical and Vocational Education and Training) in Early Childhood Education will create
additional revenue stream from SPM leavers and attracting more students’ enrollment.
3. Building new campus certainly will improve IIC’s reputation and attract more students’ enrollment complemented with
innovative academic programmes.
4. The upgrading of academics' teaching competence with the continuous professional development (CPD) initiatives will
further be enhanced into Continuous Professional Learning to motivate the academic staffs to be actively engaged in
research, publications of journals and transfer knowledge program.
5. In emphasis on Islamic value of ‘Ihsan (social consciousness), IIC will start to be active in community development such as
school adoption programme, and CSR programme and seeks partnership for establishment of IIC Endowment Fund.
6. The establishment of career support unit with linkages of industrial partners can increase the chances of job employability of
graduates.
54

2.9.2 ERRC TO THE BLUE OCEAN STRATEGY (B.O.S)
VALUE INNOVATION
1. International academic collaborative programme with Pesantren/ Sekolah Tinggi in Indonesia using IIC’s modified
programmes to penetrate the International market.
2. Joint Venture College Management with Al-Attiyah Group, Qatar is collaboration with iSchool for International market
penetration using iSchool’s product i.e. International General Certificate of Secondary Education (IGCSE).
3. The creation of paperless classroom with adoption of technology-enhanced learning (TEL) using ODL mode of teaching in
diploma programmes can increase the interest of students especially the millennials students.
55
2.0 SITUATIONAL ANALYSIS: WHERE IIC NOW?

2.9.2.1 SUMMARY OF NEW BUSINESS MODEL CANVAS (BMC)
2.9.3 NEW BUSINESS MODEL
KEY CANVAS (BMC) VALUE
KEY CUSTOMER CUSTOMER
PARTNERS ACTIVITIES PROPOSITION RELATIONSHIP SEGMENTS
1. Articulation 1. Conventional teaching & 1. Curriculum embedded 1. Social Media 1. Students
university partners learning with Islamic values 2. Community a. SPM leavers, SVM
2. Collaboration 2. Online & blended 2. Recognized and 3. Advisory leaver
partners teaching & learning accredited tertiary b. STPM/Diploma Leaver
academic programmes c. Working adult
3. IIUM & IIUM 3. Industrial Learning CHANNELS
3. Affordable tuition fees d. Student without
Subsidiaries 4. Franchise academic
4. Wide range of entry academic qualification
4. Marketing agent programmes 1. Direct Marketing
qualification (entrance through work
partners 5. Teaching & vocational 2. Digital Marketing
5. 5 stars MyQUEST experience)
5. College Management programme International student’s 3. Marketing Agent e. International student
Partners readiness 4. Student, Staff, Alumni f. TVET/SKM applicants
6. Industrial partners KEY 6. Establishment of Bring Student g. Collaborative students
7. Hostel provider RESOURCES Students’ Welfare 2. Parents
7. Academician 3. Marketing agent
1. Experienced & Qualified
scholarship allocation
Lecturer
2. ODL Platform
3. Homegrown Programme
COST STRUCTURE REVENUE STREAMS
1. Employment Cost 5. Rental & Utilities Cost 1. Registration Fees 5. Penalty Fees
2. Capital Expenditure 6. Other Operational Cost 2. Tuition Fees 6. Processing Fees
3. Marketing Expenses 7. Depreciation Cost 3. Library Fees 7. Facilities Rental 56
4. Collaboration Fees 4. Convocation Fees
56

2.9.2.1 SUMMARY OF NEW BUSINESS MODEL CANVAS (BMC)
FINDINGS & ANALYSIS
The new Business Model Canvas (BMC) of IIC shall focus on
increasing the student’s enrollment on local student’s market
with the introduction of TVET/SKM Level 3 for Sijil Pelajaran
Malaysia (SPM) leaver market and two new Open Distance
Learning (ODL) programmes for working adult. For
international student’s market will be expanded to the
Pesantren and Sekolah Tinggi in Indonesia and Joint Venture
College Management with Al-Attiyah Group, Qatar.

In addition, the establishment of a career support unit and IIC’s
endowment fund are expected to be value added creation to
students. IIC will allocate RM100,000 worth of scholarship per
year for six (6) diploma students.

The academic staff shall be offered with PhD scholarship for
their PhD study. Statistically, 80% of academic staffs of IIC are
Master holders. In effort to motivate them to pursue the PhD,
IIC will provide allocation of RM176,000 per year.
57
3.0 BLUE OCEAN START-UP

3.1 MINIMUM VIABLE PRODUCT (MVP)
There are two (2) blue ocean strategies that identified by IIC
which are:
1. Collaborative programmes with Pesantren and Sekolah
Tinggi in Indonesia.
2. Joint venture college management with Al-Attiyah Group in
Qatar.
IIC has conducted the Minimum Viable Product (MVP) test by
developing the working blue ocean projects with sufficient
features that provides immediate value, quick, while minimizing
costs.
IIC understands that starting with an MVP allows the College to

learn more about our end-user and the new market (i.e.
educational market in Indonesia and Qatar) that we wish to enter
and to obtain feedback for product development. Through MVP,
IIC can set the direction for future project development and it is
also shows the business potential of IIC. There are two (2) MVPs
58

3.1.1 MVP 1: BROCHURE WITH APPLICATION FORM
Based on the findings in MVP 1, IIC has decided to continue
the collaborative programmes with Pesantren and Sekolah
Tinggi in Indonesia by visiting 15 Pesantren and Sekolah
Tinggi in Tengerang, Jakarta and Bogor, Indonesia from 30 th
April until 4th May 2019 to present the proposal of collaborative
programmes.
1. Pesantren Al-Mizan, Tengerang

2. Pesantren Al-Karim, Tengerang
3. Pesantren Al-Sidiqiah, Tengerang
4. Sekolah Dasar Insan Terpadu Granada
5. Pesantren Madinnatul Najah, Jakarta
6. Pesantren An-Nuqthah
7. Pondok Pesantren Islam Terpadu (Yayasan
Pendidikan Islam), Surabaya
8. Pesantren Darunnajah, Jakarta
The list of visited Pesantren and Sekolah Tinggi are as follows: 9. Sekolah Islam Terpadu Insantaman, Jakarta
1. Pesantren Assaadah, Tengerang 10. Pesantren Darul Mutaqin, Bogor
2. Pesantren Al-Rahman, Tengerang 11. Al-Imaroh Boarding School, Bogor
3. Pesantren Fajrul Karim, Tengerang 12. Alexandria Islamic School, Bogor

IIC has received feedback from the management of Pesantren
and Sekolah Tinggi in July 2019. There are five (5) Pesantren
59

3.1.1 MVP 1: BROCHURE WITH APPLICATION FORM
IIC has distributed 200 brochures to Yayasan Fajar Hidayah
Sekolah Islam Terpadu, Acheh in Indonesia during Parent &
Teacher Day on 25th April 2019 for MVP 1. The brochure has
attached with the application form that highlighted on the two
(2) collaborative programmes offered which are 1) Business
Administration (BA) and 2) Islamic Early Childhood Education The factors of rejecting our collaborative programmes are due
(ECE). to the financial problem, preferred on Arabic based and local
undergraduate programmes.
RESULT FROM 200 BROCHURES WITH APPLICATION
FORM Furthermore, IIC has received a visit from Sekolah Tinggi
Smart Fast Global Education, Indonesia on 21 st August 2019
NO. OF and the Memorandum of Understanding (MOU) between IIC
TYPE OF RESPONSE %
RESPONDENTS and Sekolah Tinggi Smart Fast on the collaborative
Interested to register into Degree ECE 12 6 programmes has been signed.
Interested to register into Degree BA 19 9.5
Did not return 111 55.5
Interested but keep in view 38 19
Not Interested 20 10
TOTAL 200 100
60

3.1.2 MVP 2: LETTER OF INTENT (LOI)
The Management has received the Letter of Intent (LOI) from the
Managing Partner of High Secondary School at Umm Salal Ali in
Doha, Qatar on 8th September 2019 for MVP 2. The LOI has
specified that Al-Attiyah Group of Companies, Qatar (Al-Attiyah)
were interested to collaborate and cooperate with IIC on the
operation and management of the school for a period of 10
years. The extension of the development duration of the school
operation and management could be extended for another 10
years subjected to the approval of both parties.
The Management has decided to proceed with joint venture

management project and arrange a visit to Doha, Qatar on 4th
November 2019 for further discussion. During the meeting, IIC Figure 3.1: MOU signing ceremony between Engineer Ammar Raeis,
Managing Partner of Atmosphere Projects & Shamsul Kahar Haron,
has agreed to form a joint venture company to develop and
Chief Executive Officer of IIC witnessed by Mohamad Shahir
manage the school and college i.e. Malaysia – Qatar Sabarudin, Charge d’Affaires of the Malaysian Embassy in Qatar.
International School and College and form the Board of Directors
of the company which comprises of 60% members from Al-
Attiyyah and 40% members from IIC. In addition, IIC also
proposed the equity sharing of 60:40 between Al-Attiyah and IIC
and the duration of joint venture is extended to 20 years (i.e. 10 +
10 years).
61
4.0 IMPACTS OF BLUE OCEAN STRATEGY ON IIC

4.1 NON-FINANCIAL & FINANCIAL OBJECTIVES
With declining domestic enrolments and continuing funding With the successful IIC’s International Collaboration Pilot
cuts, IIC is exploring new ways to market and promote IIC to Project with Al- Jamiyah and Misbah Academy, Singapore and
international students. IIC views international students not only Fajar Hidayah (Jakarta), Indonesia, it has inspired IIC to
as a source of revenues, but also as an integral part of an increase the collaboration partners in Indonesia. Together with
overall academic strategy. The role of international marketing the successful Minimum Viable Product (MVP) for validation
in higher education is of growing importance. process, IIC will focused expanding its international market to
increase.
TABLE 4.1: IMPACTS OF BLUE OCEAN STRATEGY FOR IIC
NON-FINANCIAL OBJECTIVES
OBJECTIVE 1 Increasing collaborative partners from 5 to 9.
OBJECTIVE 2 Expanding into global market from focusing on Asian region to Middle East region.
Focusing on international market that IIC’s competitor hasn’t entered can outmanoeuvre that domestic-
OBJECTIVE 3
only rival with stronger company performance.
FINANCIAL OBJECTIVES
OBJECTIVE 1 Increasing sales and profitability for collaboration revenue stream.
OBJECTIVE 2 Enlarging the customer base for collaboration students.
62

4.1 NON-FINANCIAL & FINANCIAL OBJECTIVES
TABLE 4.2: FINANCIAL CONTRIBUTION BY COLLABORATIVE PROGRAMMES
WITHOUT COLLABORATION
BUDGETED OVERALL
DESCRIPTION COLLABORATION ONLY
2019 (RM) 2020 (RM)
2020 (RM) 2020 (RM)
Revenue 16,822,743 17,572,100 528,000 18,100,100
Cost of Sales (COS) 6,446,340 6,337,865 79,195 6,417,060
Gross Profit 10,376,403 11,234,235 448,805 11,683,040
Employment Expenses 2,963,676 3,768,000 - 3,768,000
General & Administration Expenses 4,894,800 4,525,900 22,500 4,548,400
Marketing Expenses 1,200,000 991,935 88,065 1,080,000

Finance Charges 336,000 288,000 - 288,000
Depreciation & Provision for
750,000 1,116,000 - 1,116,000
Doubtful Debt
Profit Before Tax (PBT) 231,927 544,400 338,240 882,640

63

4.2 BLUE OCEAN STRATEGY GOALS
TABLE 4.2: IIC’S BLUE OCEAN STRATEGIES GOALS
BLUE OCEAN STRATEGIES GOALS
GOAL 1 To collaborate with 25 Pesantren or Sekolah Tinggi with total of 400 students by 2020.
To generate revenue of RM2.5 million per year which is 12.5% increase towards the existing average
GOAL 2
revenue of the business.
GOAL 3 To contribute 50% in the total revenue in the long run.

64
5.0 THE MANAGEMENT TEAM

5.1 COLLEGE MANAGEMENT COMMITTEES
SHAMSUL KAHAR HARON
Chief Executive Officer
Shamsul Kahar Haron received his Bachelor Degree in Economics from International Islamic
University Malaysia (IIUM) in 1987. He started his career in IIUM and used to serve different
departments and holding different positions. His last position at IIUM was as Deputy Director of
Business Development Bureau from 1997-1999. Since then, he was tasked by the University to helm
its education based subsidiary companies as the CEO with the formation of International Islamic
College in 2000, International Islamic School and IIUM Montessori. In total, he has the experience as
a CEO for more than 20 years leading these companies. Since 2000, more than 15,000 IIC
graduates gain the opportunity to be employed both in public and private sector.
This College is continuing educating youths with a selection of more than 20 programmes including
collaborative degree programmes from Australian and British universities. The College is attracting
not just students from Malaysia but also international students coming as far from the African and
European continent. Under his strong management and leadership ,concerted efforts were made to
transform IIC into a world class institution of higher learning by developing multilateral partnership
with industry players, prominent universities and colleges within the country and abroad notably; Al-
Attiyah Group (Qatar), Technical and Vocational Training Corporation (Kingdom of Saudi
Arabia),University of New England & Federation University (Australia), Teesside University (UK),
Fajar Hidayah Foundation (Indonesia), Al-Jamiyah Education Centre & Al-Misbah Academy
(Singapore).
65

SHAIK FARIDHUDHEEN ANVERDEEN C.A (M)
Deputy Chief Executive Officer (Administration)
Shaik Farid has a Degree in Accounting from International Islamic University Malaysia (2001.) He is
also a member of Chartered Accountant from Malaysian Institute of Accountant (MIA). In 2015, he
was appointed as the CEO in one of private education institution in Perak and had successfully in
getting the MQA's accreditation for Diploma in Culinary Art and Diploma in Hotel Management for
the institution. He used to serve at various IIUM Holdings' subsidiary companies; at IIUM
Properties, as General Manager at IIUM Educare and IIUM Printing as well as Group Accountant at
IIUM Holdings for 5 years prior moving to IIC. He successfully managed to turn around the
companies and register profit during his tenure.
Hafiz has currently is serving as Deputy Chief Executive Officer (Academic & Student Affairs) since
2018 overseeing IIC's academic and student affairs matters, operation of various schools, managing
international collaborations and maintaining relationships with industrial partners. Throughout his 10
years stint at the College, he had served as a lecturer, Dean at School of Management and as Senior
Manager of the Marketing Division from 2008-2010. Prior serving at the College, he used to be
appointed as General Manager of IIUM Lower Education Sdn. Bhd. from 2006-2008, overseeing the
smooth running of four schools (lower and secondary, for local and international streams) and its daily
operations. He received his Master in Economics from International Islamic University Malaysia
(IIUM) in 1990.
HAFIZ AHMED PATWARI
Deputy Chief Executive Officer (Academic)
66

MOHAMMED NAZARUDIN SALLEH
Manager, Marketing & International Student Affairs Division
Nazarudin has an MBA in Management from University of Northumbria, Newcastle, UK (2007). He has
worked within the private education industry since 2001. His experience includes working as Senior
Marketing Manager with various private institutions of higher learning where his focus is on achieving
company goal of student’s recruitment, the operation as well as management of company itself. He is
actively engaging with various governmental institutions such as Ministry of Higher Education, Pejabat
Pendidikan Daerah, PTPTN, Malaysian Qualifications Agency (MQA) to strengthen the relationships
between various agencies and IIC.
Hartini received her MBA from Universiti Utara Malaysia. She is the Manager of Management Services
Department overseeing building and facilities maintenance, vendors, and Company's operation
licenses. She has been involved with the College accreditation and quality assessment with
accreditation bodies such as MQA, SIRIM and MyQuest since 2011 until present. Apart from being
Manager, she also plays an important role as Management Review Auditor at IIC. She was appointed
as full time lecturer in 2007 and for 4 years, she had taught various subjects to students from Diploma
and Bachelor Degree programmes. She is currently pursuing her PhD study in the field of social
science - evaluating the effectiveness of entrepreneurship program in higher education institution from
Universiti Teknologi Malaysia.
HARTINI MOHAMED
Manager, Management Service Division
67

NOR AKMA FARIZAN YUNUS
Dean, School of Business & Legal Studies
Nor Akma was awarded with Bachelor of Arts in Business Administration from University of
Portsmouth, UK and received her Master of Educational Management from Universiti Malaya in 2011.
She has been serving with the College since its inception in 2001. Due to her vast experience in
education prior entering IIC, she was appointed as Dean at School of Management from 2002 until
2007 and from 2018 until present. Under her leadership, School of Management has been renamed to
School of Business and Legal Studies as the School has since progressed from offering Administration
and Business courses to Enforcement Management and Law studies.
Arlina was awarded Master of Education majoring in Educational Psychology from International Islamic
University Malaysia,Gombak in 2007. She started her career at IIC as a lecturer from December 2006
until present. Currently she serves as Dean at School of Social Sciences IIC since 2014. She has
developed several modules in early childhood education throughout her career for the College and is
actively involved as a panel and trainer for various corporate events and academic programmes
particularly in the field of early childhood education.
ARLINA ROHAIZEY MUHAMAD AMDAN

Dean, School of Social Sciences
68

SUHAILA AB. KADIR

Dean, School of Information & Communication Technology
Suhaila received her Masters of Science in Information Technology from Universiti Teknologi MARA in
2015. She has served in IIC as a Lecturer since 2004. She has been serving various positions since
then as the Deputy Dean for few years and she is currently the Dean of School of Communications
and Information Technology. She was responsible in restructuring the new Diploma in Computer
Science to follow the MQA Standard and Outcome Based Education (OBE) in 2011. She is also the
Lead Internal Auditor since 2016 and the Lead for Risk Management Committee since May 2019.
Badrulizam has a Master of Education Planning from University of Malaya, awarded in 2004. He started
his career in IIC since 2005 as a Lecturer and has served for few departments such Academic Affair
Division, Centre for Languages and Student Affairs Division. Currently he acts as the Dean for the
School of Foundation and Undergraduate Studies. He also teaches students from Diploma programmes
and students from Bachelor Programmes by Federation University Australia & Teesside University, UK.
He actively participates in various national level programs as committee member and regularly receive
invitation to give motivational talk or as a speaker for career event.
BADRULIZAM BAKHRI
Dean, School of Foundation & Undergraduate Studies
69

ROSMELIA TAIB
Dean, Centre of Languages
Rosmelia received her Master's Degree in Human Sciences (English Literary Studies) from
International Islamic University Malaysia in 2005. She has been a Lecturer at the College since 2003.
She was appointed as the Dean for Centre of Languages from 2005-2008 and from 2015 until present.
As a Dean, she is tasked for the assessment and development of academic programmes and
language programmes; Arabic, Bahasa Malaysia, English and Mandarin at the Centre as well as
maintaining relationship with industrial partners.
ARLINA ROHAIZEY MUHAMAD AMDAN

Dean, School of Social Sciences
70
6.0 THE BUSINESS STRATEGY

6.1 CORPORATE STRATEGY
According to UNESCO report, approximately 216 Million students
are pursuing their tertiary studies in the world. 33% of the
students come from the East and Pacific regions.
In Malaysia, 1.3 Million students are pursuing their tertiary

studies with average of 395,000 students per year. There are
currently 20 public universities and 447 private higher education
institutions (PHEIs) operating in the multi-ethnic, multicultural,
and multilingual society with a population of 32.5 million. 500,000
students are enrolled in the 20 public universities, 17
matriculation centers, 33 polytechnics, 92 community colleges
and 83 vocational colleges.
More than 600,000 are registered in private higher education

institutions (PHEIs) and about 99,000 (approximately 10% of the
totals) are international students pursuing tertiary programmes
and English language courses. The tertiary enrolment growth
scenario demonstrates that the Education Ministry is deeply
committed in bringing the country on a par with the highest
tertiary enrolment levels in Asian countries today. Adopting
growth strategy aims at winning larger market share, IIC is
targeting to increase its revenue/profit by 13% in 2020 with 2,850
of student population.
71

6.2 BUSINESS STRATEGY
ANSOFF MATRIX
MARKET PRODUCT
PENETRATION DEVELOPMENT
TVET/SKM Level 3 for
Sijil
Sijil Pelajaran
Pelajaran Malaysia
Malaysia
One
One (1)
(1) home-grown
home-grown (SPM)
(SPM) leaver
leaver market.
market.
Business competition can be fierce, especially in higher
EXISTING
MARKET
Academic Programme
Academic Programme education industry with aggressive competitors and when
i.e.
i.e. Diploma in
Diploma in Visual
Visual &
&
Interactive Media for
Two (2) new Open customer spending is slowing down. Several strategies are
Distant
Distant Learning
Learning (ODL)
(ODL) devised to defend the market position and build IIC‘s competitive
SPM
SPM leavers
leavers market.
market. programmes
programmes for
for working
working advantage. The four (4) broad growth strategies for Business
adult.
Plan 2020 are market penetration, market development, product
development and diversification.
Pesantren and Sekolah Joint

Joint Venture
Venture College
College
Tinggi (Collaborative Management
Management with
with Al-
Al-
MARKET
Programme)
Programme) for
for Attiyah Group, QATAR
NEW
International
International market.
market. for International market.
MARKET DIVERSIFICATION
DEVELOPMENT
EXISTING NEW
PRODUCT PRODUCT
FIGURE 6.1: IIC’S ANSOFF MATRIX

72
6.2 BUSINESS STRATEGY
GROWTH STRATEGY OF NEW PRODUCTS

IIC’s growth strategy entails introducing new products to
existing products line to keep up with competitors. In 2020, IIC
will develop three new academic programmes:
1. Diploma programme: Diploma in Visual Interactive Media
2. Open Distance Learning (ODL) programmes in Diploma
in Information Technology (DIT) and Diploma in Halal
Industry Management (DHM)
3. TVET (Technical and Vocational Education and Training)
in Sijil Kemahiran Malaysia (SKM) Level 3 for Early
Childhood Education programme.
FINDING NEW MARKETS FOR PRODUCTS

To increase student enrolment, IIC adopted a growth strategy
by finding a new market for its products. For instance, IIC will
offer the existing diploma programmes to Pesantren/ Sekolah
Tinggi for Indonesia market and new programme in Joint
Venture College Management with Al-Attiyah Group, Qatar.
73

6.3 MARKETING STRATEGY
An effective social media strategy can drive growth for 1. Digital Media

business by fostering lasting and loyal relationships with 2. Recruitment Agent
customers and prospects to generate leads and build 3. Student Brings Student
relationships with customers. For instance, IIC intends to 4. Close Relationship with 24 Schools and Majlis Guru
increase traffic to IIC website by using Insta famous artists Kaunseling (MGK) Daerah
from their social network platform. In addition to this, 5. Affordable & Flexible Registration Fee
increasing of post uploads in IIC official social media 6. Early Bird Programme
platform (Facebook, Twitter & Instagram) and quick respond
on social media and email inquiries as well as to increase
advertisement on TV, radio, and newspaper for brand
awareness will increase IIC‘s brand.

With the adoption of Blue Ocean Strategy, IIC will
aggressively visit 150 potential collaboration partners aiming
to sign MOA with 20 collaboration partners and to enroll 20
students from each collaborations partners

IIC will continue with the seven (7) current strategies as follows:
1. Direct Marketing through Database
74

6.3.1 STUDENT INTAKE TARGET FOR 2020
1360
DATABASE STUDENTS TVET/ SKM LEVEL 3
550 50
STAFF/ STUDENT
INTERNATIONAL STUDENT
BRINGS STUDENT
100
50
SOCIAL MEDIA OPEN DISTANCE LEARNING

200 110
RECRUITMENT AGENT COLLABORATION

100 250
75

6.3.1 STUDENT INTAKE TARGET FOR 2020
TABLE 6.1: IIC’S STUDENT INTAKE TARGET FOR 2020
2019 2020
MARKETING CHANNEL
TARGET (1480) ACHIEVED (AS AT NOV 2019) TARGET
Database 600 323 550
Social Media 200 119 200
Student Brings Student 100 53 0
CURRENT
Staff Brings Student 135 51 50

Marketing Agent 100 39 100
Collaboration 35 27 250
ODL 150 10 110
Three (3) New Diploma 150 0 0
International Students NIL NIL 150
NEW
TVET/ SKM NIL NIL 50
TOTAL 1480 622 1360

76

6.3.2 INTAKE DATES FOR 2020
TABLE 6.2: IIC’S STUDENT INTAKE TARGET FOR 2020
INTAKE
MONTH DATE OF INTAKE PROGRAMME TARGET
NO
FOUNDATION 5
1 JANUARY 11 JANUARY 2020
DIPLOMA & CERTIFICATE 10
2 7 MARCH 2020 DEGREE 30
MARCH
3 28 MARCH 2020 DIPLOMA & CERTIFICATE 25
ODL 30
4 APRIL 11 APRIL 2020
5 4 MAY 2020 FOUNDATION 5
6 MAY 16 MAY 2020 DIPLOMA & CERTIFICATE
80
7 30 MAY 2020 DIPLOMA & CERTIFICATE
ODL 40
8 JUNE 20 JUNE 2020
DEGREE 30
9 JULY 11 JULY 2020
77

6.3.2 INTAKE DATES FOR 2020
INTAKE
MONTH DATE OF INTAKE PROGRAMME TARGET
NO
10 AUGUST 15 AUGUST 2020 DIPLOMA & CERTIFICATE 100
ODL 60
11 SEPTEMBER 5 SEPTEMBER 2020 DIPLOMA & CERTIFICATE 40
FOUNDATION 5
12 OCTOBER 31 OCTOBER 2020 DIPLOMA & CERTIFICATE 50
13 7 NOVEMBER 2020 DEGREE 60
NOVEMBER
14 21 NOVEMBER 2020 DIPLOMA & CERTIFICATE 40
15 DECEMBER 19 DECEMBER 2020 DIPLOMA & CERTIFICATE 40
COLLABORATION 250
TVET 50
TOTAL 1360
78
7.0 FINANCIAL ANALYSIS

7.1 FINANCIAL PERFORMANCE
7.1.1 FINANCIAL FORECASTED FOR 2020 - 2022
TABLE 7.1: FINANCIAL FORECASTED FOR 2020 - 2022
YEAR 2020 2021 2022
TURNOVER (RM) 18,100,100 19,787,000 21,702,000
PROFIT BEFORE TAX

882,640 1,237,000 1,395,000
(RM)
25,000,000 1,500,000
TURNOVER (RM)
1,000,000
20,000,000
500,000
15,000,000 -
2020 2021 2022 PBT(RM)
PBT TURNOVER
79

7.1.1 FINANCIAL PROJECTION FOR 2020 - 2022
TABLE 7.2: CONTRIBUTION OF EACH REVENUE STREAM
There are seven (7) revenue
2020 2021 2022 streams of IIC. The data
NO. REVENUE STREAM
(RM)
% (RM)
%
(RM)
% indicates that the main
revenue stream of IIC i.e.
Diploma programmes to be
1. Diploma 12,088,000 66.8 13,056,775 66.0 13,825,200 63.7 decreased year by year from
66.8% in 2020 to 66% in
2. Degree 3,227,000 17.8 3,577,000 18.1 4,000,000 18.4 2021 and 63.7% in 2022.
3. ODL 1,125,000 6.2 1,265,625 6.4 1,500,000 6.9 As a result, the existing main
revenue stream shall be
replaced by ODL and
Other Income
Collaborative programmes.
(Registration &
4. 800,000 4.4 850,000 4.3 1,000,000 4.6 Meanwhile, TVET/SKM
Convocation Fees & program can be seen as
Facilities Rental) potential revenues stream.
5. Collaboration 528,000 2.9 633,600 3.2 712,800 3.3
6. Certificate & Foundation 282,000 1.6 329,000 1.7 564,000 2.6
7. TVET/ SKM 50,000 0.3 75,000 0.4 100,000 0.5

TOTAL 18,100,000 100.0 19,787,000 100.0 21,702,000 100.0
80

7.1.2 BUDGETED INCOME STATEMENT FOR 2020
TABLE 7.3: BUDGETED INCOME STATEMENT FOR 2020
QUARTER QUARTER 1 QUARTER 2 QUARTER 3 QUARTER 4 TOTAL (RM)
REVENUE (RM) 4,360,300 4,533,900 4,508,950 4,696,950 18,100,100
LESS : COST OF SALES (1,579,515) (1,679,515) (1,638,515) (1,519,515) (6,417,060)
GROSS PROFIT 2,780,785 2,854,385 2,870,435 3,177,435 11,683,040
LESS EXPENSES:
Employment 942,000 942,000 942,000 942,000 3,768,000
Administration 1,262,300 1,092,100 1,092,100 1,101,900 4,548,400
Marketing 270,000 270,000 270,000 270,000 1,080,000
Depreciation 156,000 156,000 156,000 156,000 624,000
Provision for doubtful debt 123,000 123,000 123,000 123,000 492,000
Finance Cost 72,000 72,000 72,000 72,000 288,000
Total Expenses 2,825,300 2,655,100 2,655,100 2,664,900 10,800,400
PROFIT /(LOSS) BEFORE TAX (RM) (44,515) 199,285 215,335 512,535 882,640
81

7.1.3 PROJECTED TURNOVER & EXPENSES FOR 2020
TABLE 7.4: PROJECTED TURNOVER FOR 2020
DESCRIPTION TURNOVER (RM) %
Tuition Fees 16,722,000 92.39
Collaboration & TVET 578,100 3.19
Registration Fees 496,000 2.74
Other Income 304,000 1.68
TOTAL 18,100,100 100
CAPITAL EXPENDITURE (ASSET) TOTAL (RM)

OFFICE FURNITURE AND EQUIPMENT
i. Software 250,000
ii. Microsoft Office (License)(300xrm700) 210,000
iii. Desktop Computer & IT Related 200,000
iv. Office Equipment 50,000
RENOVATION TABLE 7.4.1 CAPITAL EXPENDITURE FOR 2020

i. Up Keep Classroom (Air Condition & Chairs) 200,000
LIBRARY & SCHOOLS

i. Teaching Equipment's 80,000
ii. Book Collection 50,000
iii. Upgrading Facilities 50,000
GRAND TOTAL 1,090,000

82

7.1.3 PROJECTED TURNOVER & EXPENSES FOR 2020
TABLE 7.5: PROJECTED EXPENSES FOR 2020
DESCRIPTION EXPENSES (RM) %

Cost of Sales 6,417,060 37.27
Administration 3,768,000 21.88
Employment Cost 4,548,400 26.43
Marketing 1,080,000 6.27
Depreciation, Provision
1,404,000 8.15
Doubtful Debt & Finance Cost
TOTAL 17,217,460 100
83

7.1.4 QUARTERLY PROJECTED TURNOVER & EXPENSES FOR 2020
20,000,000 QUARTERLY PROJECTED TURNOVER FOR 2020
13,403,1 18,100,100
TURNOVER (RM)
15,000,000 50
8,894,20
10,000,000 0
4,360,300 4,533,900 4,508,950 4,696,950

5,000,000
0
Q1 Q2 Q3 Q4
TURNOVER ACCUMULATIVE
1,000,000 QUARTERLY PROJECTED PBT FOR 2020 882,640
512,535
500,000 370,105
PBT (RM)
154,770
199,285 215,335
-44,515
0
Q1 Q2 Q3 Q4
-500,000
PBT ACCUMULATIVE
84

7.1.5 QUARTERLY CASH INFLOW & OUTFLOW TREND FOR 2020
15,000,000 10,164, 14,371,990

CASH INFLOW
430
10,000,000 6,157,2
70
3,977,1 INFLOW
5,000,000 20 4,007,160 4,207,560 ACCUMULATIVE
2,180,150
0
Q1 Q2 Q3 Q4
20,000,000
CASH OUTFLOW
11,759,0 16,018,113
15,000,000 40
7,851,68
10,000,000 7 OUTFLOW
3,944,25
4 4,259,073 ACCUMULATIVE
5,000,000 3,907,433 3,907,353
0
Q1 Q2 Q3 Q4
85

7.1.6 FINANCIAL OVERVIEW & TARGET (2017 – 2020)
AUDITED AUDITED BUDGETED EXPECTED FORECASTED

DESCRIPTION 2017 (RM) 2018 (RM) 2019 (RM) 2019 (RM) 2020 (RM)
Revenue 17,342,672 17,001,692 16,822.743 15,150,856 18,100,100
Less : Cost of Sales 7,676,109 7,692,275 6,446,340 5,659,279 6,417,060
Gross Profit 9,666,563 9,309,417 10,376,403 9,491,577 11,683,040
Less : Expenses 10,977,369 10,430,787 10,144,476 9,306,831 10,800,400
Operating Profit/ (Loss) (1,310,806) (1,121,370) 231,927 184,746 882,640
Profit/ (Loss) After Tax (1,310,806) (1,121,370) 231,927 168,746 857,640
TOTAL EQUITY 1,925,122 803,752 1,035,679 972,498 1,830,138
TABLE 7.10: FINANCIAL OVERVIEW & TARGET

86
8.0 ROADMAP IMPLEMENTATION

8.1 SUMMARY OF BUSINESS MODEL ACTION PLAN
Adopting Objective and Key Result Area (OKR) methodology, it will provide the strong benefits of productivity, focus, and company
culture in such a way all IIC team members and leaders work together in one, unified direction.
TABLE 8.1: SUMMARY OF THE IIC’S OKRs
OKR 1: Turnover to RM18M from RM 16M OKR 3: Targeting 6 Stars MyQUEST rating
and Profit Before Tax to RM1M from RM230K by 2022
KRA 1: Sustaining 2,850 students’ population with 1,910 new students KRA 1: Student quality & diversity
KRA 2: Periodic monitoring and review KRA 2: Resource & financial sustainability
KRA 3: Identify profitability of each programme KRA 3: Quality Management System
KRA 4: Compensation based on staff productivity KRA 4: Programmes recognition
KRA 5: Graduates recognition & institutional reputation
OKR 2: Shifting gradually to Blue Ocean
Strategy by 2020 OKR 4: Towards University College status
KRA 1: International collaboration by 2025
KRA 2: Joint Venture College Management KRA 1: Fulfil 14 criterion as required to be University College
87

8.1 SUMMARY OF BUSINESS MODEL ACTION PLAN
Detailed planning is now underway to guide implementation of

the IIC’s Business Plan 2020. Table 8.2 consists of summary
of Business Model Action Plan.
To ensure everyone knows what’s expected of them at work

and move towards the same goals and are aware of what
others are working on, IIC shall establish the following control
mechanism:
1. Formation of a business plan team
2. Weekly business plan meeting
3. Five (5) working days for critical departments
4. Knowledge sharing sessions
88

TABLE 8.2: SUMMARY OF BUSINESS MODEL ACTION PLAN
EXPECTED BELOW ON STRETCHED PERSON
KEY RESULT AREAS BUDGET (RM) Q1 Q2 Q3 Q4 CONTROL MEASURES REMARKS
OUTCOME TARGET TARGET TARGET RESPONSIBLE
OBJECTIVE 1: INCREASING TURNOVER FROM RM16M TO RM 18.1M WITH PROFIT BEFORE TAX FROM RM230K TO RM 1M.
KRA 1: SUSTAINING 2850 STUDENT POPULATION WITH 1,910 NEW STUDENTS
1. Direct Marketing (Database,

750 650 750 850
Telemarketing And Road Tour)

Phase 1 40 Locations
i) To plan and execute RT and Weekly meeting and
Phase 2 30 Locations Kharie 528,000 RM235K RM176,3K RM117,5K
bulkmailing for three phases update
Phase 3 20 Locations

To get 220K SPM 170K Weekly meeting and
ii) Finding database for bulkmailing 220K database 300K database Naza 31-Jan-20
leavers database database update
iii) Selection and engagement of Weekly meeting and

Husam 31-Jan-20
bulkmailing service provider update
Weekly meeting and

iv) Confirmation of 40 strategic venues Liza 31-Jan-20
update
v) Send invitation letters inviting Weekly meeting and

Kharie 31-Jan-20
students/parents to the 40 venues update
vi) Conduct training and briefing to

Weekly meeting and
Marketing staff who are involved in the Naza 31-Jan-20
update
road tours
vii) Confirmation of attendance to the Weekly meeting and

Fauziah 28-Feb-20
road tour venues update
Daily meeting and

viii) To retain 15 skilled telemarketers 160 calls daily 2,400 calls Kharie 300,000 RM75K RM75K RM75K RM75K
update
ix) To conduct 2 In-house training for 2 Trainings per 8 Training per
Kharie Monthly Meeting
every quarter year year
89

BELOW ON STRETCHED PERSON CONTROL
KEY RESULT AREAS EXPECTED OUTCOME BUDGET (RM) Q1 Q2 Q3 Q4 REMARKS
TARGET TARGET TARGET RESPONSIBLE MEASURES
OBJECTIVE 1: INCREASING TURNOVER FROM RM16M TO RM 18.1M WITH PROFIT BEFORE TAX FROM RM230K TO RM 1M

Monthly intake report
200 250 300
2. Digital Media 250 50,000 12,500 12,500 12,500 12,500 submitted to MISAD
students students students
Manager
i) To upload 3
Daily monitoring by
postings in IIC 3 postings per the Assistant
official social media day Ilham
Manager (Husam
(Facebook &
Lotpi)
Instagram) per day
ii) To plan suitable
content and time to
2 Boosts
boost
advertisement Ilham 50,000 RM12.5K RM12.5K RM12.5K RM12.5K Monthly report
advertisements (i.e:
per month
following intakes
and road tours)
iii) To respond on
Daily monitoring by
social media and
Daily Ilham the Assistant
email inquiries on
Manager (Husam)
daily basis
a) To ensure that the IIC
Instagram's followers increase
from 3,863 to 5,363 by the end
of the year
b) To follow any Instafamous to
keep updates on their current
post
c) To follow the followers that are Generate followers
iv) Following the responding to their instafamous monthly report in
1,000 new 1,500 new 2,400 new 375 new 375 new 375 new 375 new
instafamous post recently. This followers are Ilham Instagram insight
followers followers followers followers followers followers followers
followers. the one that are actively submitted to MISAD
engaged in Instagram Assistant Manager
d) c. The followers will instantly
follow back IIC's Instagram
List of Instafamous:
Najwa Latif, Lisa Surihani, Tasha
Manshahar, Dato' Aznil Hj. Nawawi,
Syamel, Hafiz, Stacy
90

PERSON
KEY RESULT BELOW
STRETCHED ON BUDGET CONTROL
EXPECTED OUTCOME RESPONSIB Q1 Q2 Q3 Q4 REMARKS
AREAS TARGET
TARGET TARGET (RM) MEASURES
LE
OBJECTIVE 1: INCREASING TURNOVER FROM RM16M TO RM 18.1M WITH PROFIT BEFORE TAX FROM RM230K TO RM 1M .
Monthly intake
200 250 300 report submitted
2. Digital Media 250 50,000 12,500 12,500 12,500 12,500
students students students to MISAD
Manager
Insta stories posts about IIC in Generate followers
theirs Instagram profile monthly report in
v) Artists review in Insta stories 10 slots Ilham 10,000 RM1K RM4K RM4K RM1K Instagram insight
Artist: Black, Abam, Acey, Fad, submitted to MISAD
R2, Putih, etc) Assistant Manager
To ensure 1200 viewers per
posting
a) a) Free production of
Quarterly viewers
promotional videos and
report from
items from 1080 1200
1920 viewers webpage El
vi) To make use of web TV for media productions http://elhikmah.com viewers viewers per Fauziah
per post hikmah submitted
b) Free promotions in the El- per post post
to MISAD
Hikmah's webpage
Manager
c) The main target is to
increase awareness and
free promotions on our
college
Monthly intake
3. IIC Student Recruitment Agent report by agent
100 80 100 120
80,000 RM8K RM24K RM32K RM16K channel
students students students students
submitted to
MISAD Manager
Monthly intake
i) To appoint 20 new agents report by agent
Husam &
20 24 channel submitted
Jayaudin
to MISAD
Manager
91

EXPECTED BELOW ON STRETCHED PERSON BUDGET
KEY RESULT AREAS Q1 Q2 Q3 Q4 CONTROL MEASURES REMARKS
OUTCOME TARGET TARGET TARGET RESPONSIBLE (RM)

3. IIC Student Recruitment Agent
80 100 120 by agent channel
100 80,000 RM8K RM24K RM32K RM16K
students students students submitted to MISAD
Manager
Monthly intake report by

ii) To increase number of active agent from Husam &
16 Agents agent channel submitted
4 to 20 Jayaudin
to MISAD Manager

Monthly report to
iii) To conduct coaching session for new
4 Liza 31-Jan-20 30-Apr-20 31-Jul-20 30-Sep-20 Assistant Manager
agent and inactive agent by every quarter
(Husam)

Monthly report
80 Husam, Shah
4. Student/Alumni and Staff 100 students 100 students 120 students 50,000 5,000 20,000 15,000 10,000 submitted to MISAD
students and Jayaudin
Manager

i) Briefing: During Ta'aruf week and ibadah Monthly report submitted

Every month Husam 31-Jan-20 30-Apr-20 31-Jul-20 30-Sep-20
camp, Class-to-class, School-to-school to MISAD Manager

Monthly report to
ii) Intreractive booths on selected areas in
Every quarter Liza 31-Jan-20 30-Apr-20 31-Jul-20 30-Sep-20 Assistant Manager
the college
(Husam)

Monthly report to
iii) Creating WhatsApp Group for final Every
Liza 31-Jan-20 30-Apr-20 31-Jul-20 30-Sep-20 Assistant Manager
semester students semester
(Husam)

Monthly report to
iv) To conduct In- house training for staff on
Every quarter Husam 31-Jan-20 30-Apr-20 31-Jul-20 30-Sep-20 Assistant Manager
basic telemarketing skills
(Husam)

92


110
5. Open Distance Learning (ODL) 80 students 110 students 150 students Kharie submitted to MISAD
students
Manager

Monthly report to
i) Identify 600 private corporations, NGOs, 50 Companies
Fauziah 31-Jan-20 30-Apr-20 31-Jul-20 30-Sep-20 Assistant Manager
GLCs and childcare operators per month
(Kharie)

ii) Blast out email to identified private Monthly report to
50 Companies
corporations, NGOs, GLCs and childcare Fauziah 31-Jan-20 30-Apr-20 31-Jul-20 30-Sep-20 Assistant Manager
per month
operators (Kharie)

Monthly report to
iii) Follow up call for appointment to 6 appointments
Fauziah 31-Jan-20 30-Apr-20 31-Jul-20 30-Sep-20 Assistant Manager
present per month
(Kharie)

iv) To engage with 150 private

corporations, NGOs, GLCs and childcare 3 companies per Monthly report submitted
Kharie 31-Jan-20 30-Apr-20 31-Jul-20 30-Sep-20
operators for ODL students that has month to MISAD Manager
agreed with our offer

70 150 Monthly Intake report
150 160 international
6. International Students international international Jayaudin 375,000 RM25K RM125K RM125K RM100K submitted to MISAD
students students
students students Manager

i) To upload 3 postings related to 3
Jayaudin & Monthly report submitted
international market in IIC official social Postings
Ilham to MISAD Manager
media (Facebook & Instagram) daily

ii) To plan suitable target group, regions

and time to boost advertisements (i.e:
2 Advertisements Jayaudin & Monthly report submitted
Dhaka, Cittagong, Sylhet, Mogadishu, 50,000 RM12.5K RM12.5K RM12.5K RM12.5K
per month Ilham to MISAD Manager
Khartoum, Islamabad, Jakarta, Banda
Aceh, Chennai, Kuala Lumpur)

iii) To response on social media and email Monthly report submitted
Daily Jayaudin
inquiries on daily basis to MISAD Manager
93

Signing MOA by each
collaboration partners
7. Academic Collaborative Program in 400 250 400 640
Naza 110,000 27,500 27,500 27,500 27,500
Indonesia students students students students quarterly Intake report
submitted to DCEO
(Admin)
i) To visit & present to 150 potential Monthly report to DCEO
Naza & Kharie 37 pesantren 38 pesantren 38 pesantren 37 pesantren
Pesantren/ Sekolah Tinggi (Admin)
ii) To sign MOA with 20 Pesantren/ Monthly report to DCEO

Naza & Kharie 5 MOA 5 MOA 5 MOA 5 MOA
Sekolah Tinggi (Admin)

iii) To enroll 20 students from each Monthly report to DCEO
Naza & Kharie 5 students 5 students 5 students 5 students
Pesantren/ Sekolah Tinggi (Admin)
8. TVET and APEL-A 50 35 students 50 students 80 students
i) To send offer letter daily to potential
Monthly report submitted
student under category "NOT QUALIFIED" Kharie
to MISAD Manager
for certificate programmes
ii) To send offer letter daily to potential
student under category "NOT QUALIFIED" Monthly report submitted
Kharie
who is currently working for APEL A to MISAD Manager
applications
94

KRA 2: PERIODIC MONITORING REVIEW
1. Monitor Closely The Annual Budget Especially On Operational Expenses
Asst. Manager 1. To submit Monthly

i) Departmental budget to be utilized
14th of each 10th 7th (Accounts Unit) report to the CEO & Top
effectively
following of each following of each following / Manager Nil _ _ _ _ Management
ii) To prevent from exceeding the
month month month Finance Div. / 2. To submit Quarterly
budgeted expenses
DCEO (ADMIN) report to BOD
2. Effective Credit Control Agent For Inactive Students
1. To achieve collection
i) To encourage students to pay their Asst. Manager amounting RM1.2M
tuition fee timely by blocking 14th of each (Credit Control) 2. To submit Monthly report
10th of each 7th of each
results / taking exam following / Manager Nil _ _ _ _ to the CEO & Top
following month following month
ii) To have competitive debt collector month Finance Div./ Management
DCEO (ADMIN) 3. To submit quarterly
report to BOD
3. Efficient Internal Collection Management For Active Students
1. To achieve target of
80% collectability
i) To increase the collectability of the
2. To submit Monthly
long overdue student’s debtors
Asst Manager report to the CEO & Top
ii) Statements and reminders to be
(Credit Control) Management
sent on timely basis
14th of 10th / manager 3. To submit Quarterly
To reduce financial exposures 7th of each
each of each Finance report to Board of
which will lead to the financial loss following 24,000 6,000 6000 6000 6000
following following Division / Directors
iii) To develop solid plan on the turn month
month month DCEO (Admin 4. To submit Monthly
around process
& Finance) report to the CEO & Top
iv) Frequent internal audit exercise by
Management
Group Internal Audit (GIA)
5. To submit Quarterly

report to Board of
Directors
95

KRA 3: IDENTIFY PROFITIBALITY OF EACH PROGRAMMES
1. Identify three crucial categories of programmes i.e. Phase out programmes, programmes to continues and programmes in pipe line of programmes.
i.e. Phase out programmes, programmes to continues and programmes in pipe line
i) New market
segment for
working adult.
ii) Syllabus is ODL
friendly leading to
less failure rate
iii) High demand
from the marketing
i) Preparation to offer three
survey
additional programmes on Open i) Monthly report to
iv) High profit with
Distance Learning (ODL): DCEO ACAD
low operational DCEO ACAD
ii) Quarterly report to
cost Jun-21 Mar-21 Jan-21 Dean 30,000
a) Diploma in Halal CEO and Top
v) Producing Lecturers
Industry Management Management.
professional
b) Diploma in Information iii) Bi-yearly to BOD
elderly caregivers
Technology
which is in demand
in the future.
vi) Alternative
health and
medicine is in
demand to replace
drug based
medication
DCEO ACAD, Monthly report to DCEO

ii. Two (2) new home-grown 50,000
Deans, ACAD
TVET programmes
Lecturers
iii. One (1) new home-grown

DCEO ACAD, Monthly report to DCEO
Diploma programme: i.e.
Deans, ACAD
Diploma in Visual and Interactive
Lecturers
Media
96

KRA 3: IDENTIFY PROFITIBALITY OF EACH PROGRAMMES
2. Reduce student failure rate/ Missing in Action (MIA)
i) Deputy Deans by
semester report to
i) Student learning experience Deans
Deputy
to increase Dean’s list student ii) Deans to report to
By Semester Deans,
and subsequently reducing the the College
Deans
failure rate Management
Committee
meeting
i) Student
sahsiah will be
ii) Enhancing current Usrah &
better Head Module
Ibadah Camp courses (College End of Semester
ii) Lessen Head Usrah Every semester report to
Compulsory Courses) to ensure 2, 2018/2019 6,000
discipline Deans the Deputy CEO (ACAD)
well balanced personalities to
problem
our graduates.
iii) Marketability
i) Revise every 5
years to be in
line with
Deputy Dean RM20,000
industrial needs. Based on
iii) Continuous review of Dean per 2 Semesterly report by
ii) Curriculum to programme’
curriculum. Deputy CEO programme Deputy Deans to the
be designed with maturity
(ACAD) s per year Deputy CEO (ACAD)
maximum credit
transfer
iii) Marketability
3. Student's satisfaction survey to tied up with lecturer's KPI
i) To allocate specific percentage Deputy Dean

of student's satisfaction survey in Dean Meeting of Board of
the KPI Deputy CEO Academic
(ACAD)
97

KRA 4: COMPENSATION BASED ON STAFF PRODUCTIVITY
1. High revenue per employee
i) Academic staff to fulfil

maximum 24 credit hour of
HOD's
teaching and admin staff to be
multi tasking
ii) Deans of School to submit Deans

teaching projection DCEO ACAD

to HR for every semester after HR Asst Manager
being approved by DCEO ACAD /Exec
iii) HOD's to revise the each

staff's job
HOD's
descriptions to perform multi
tasking
iv) The revised job

descriptions with multi tasking
HOD's
tasks to be incorporated
in KPI
98

2. Systematic training and development to increase staff capabilities
i) Staff to fill up the form of

Employee
Training Need Identification (TNI)
Dec-19 HOD
and to obtain immediate
recommendation.
ii) HR Dept to process the TNI

HR Assistant
forms to
Jan-19 Manager /
produce a full report of Training
Executive
Need Analysis (TNA).
iii) HR Dept to produce Annual

HR Assistant
Training
Feb-19 Manager /
Planning (ATP) with the budget to
Executive
get CEO's approval.
3. Ratio 2:1 between academic staff and admin staff
i) Annual manpower planning with

strict monitoring from HR
HR Assistant
Department. Any staff
Manager /
requisition/approval must be
Executive
recommended by HR Department
before CEO's approval.
99

4. Bi-yearly review on Continues Professional Development (CPD) in staff KPI
i) HOD's to nominate the staff to

attend professional program/
HOD's
training by fill up nomination
training form
ii) HR Department to record the HR

CPD in staff personal file Executive
5. Quarterly staff engagement program
HR Assistant
i) Annual staff engagement
Manager /
program with approved budget
Executive
100

OBJECTIVE 2: SHIFTING GRADUALLY TO BLUE OCEAN STRATEGY
KRA 1: INTERNATIONAL COLLABORATION

To approach 150 38 38 37
Manager, 37 Pesantren/
Pesantren/ Sekolah Tinggi 150 Pesantren/ Pesantren/ Pesantren/
MISAD Sek. Tinggi
annually Sek. Tinggi Sek. Tinggi Sek. Tinggi
i) Briefing about the Collaboration

Program
to parent and student at Manager, 5 5 5 5

Pesantren/ Sek. Tinggi during MISAD Pesantren Pesantren Pesantren Pesantren
Teacher-Parent Consultation
(PTC) Day
ii) Targeting 20 students per Manager,

5 students 5 students 5 students 5 students
Pesantren/ Sek. Tinggi MISAD
iii) Targeting 20 Pesantren/ Sek.

Manager,
Tinggi to sign MoA 5 MOA 5 MOA 5 MOA 5 MOA
MISAD
with IIC
KRA 2: JOINT VENTURE COLLEGE MANAGEMENT

i) Joint venture college
management with Al-Attiyah
Group for Malaysia-Qatar
International School and College.
ii) MoA to be signed witnessed by

CEO
Tun M on 14 December 2019
iii) Joint venture company to be

CEO
established by April 2020
iv) First student intake by Manager,

September 2020 MISAD
v) To appoint Hafiz Patwari as

CEO of joint venture company by CEO
1 January 2020
101

OBJECTIVE 3: ACHIEVING 6 STARS MYQUEST RATING IN COLLEGE BASED.
KRA 1: STUDENT QUALITY & DIVERSITY
1. Student’s enrolment received
full scholarship from external
agencies.
25% of students'
a) To get financial assistance 30% (618 Student's Finance
population - 2060
by external parties/ students) Department
(515 students)
companies/ agencies/
foundations.
2. Local student’s intake in the

evaluation year for diploma
50% of local
program with 12 grade points or
Diploma students -
below (in SPM best 3 subjects) Marketing
1600 (Approximately 100%
a) Marketing to get a quality Department
800 students)
students with 12 grade
points or below.
3. Percentage of international
students enrolled
a) ISO has to bring the 15% of students' International
international students (refer population - 2060 30% Student Office
international marketing (309 students) (ISO)
strategies)
4. Number of international International

6 countries
students home countries Student Office
KRA 2: RESOURCES & FINANCIAL SUSTAINABILITY
1. Percentage of full-time
academic staff 60% of academic
Human Resource
a) HR has to ensure 60% of staffs (60 full time
Department
full time staff. academic staffs)
102

BELOW ON STRETCHED PERSON BUDGET
KEY RESULT AREAS EXPECTED OUTCOME Q1 Q2 Q3 Q4 CONTROL MEASURES REMARKS
TARGET TARGET TARGET RESPONSIBLE (RM)
KRA 2: REOURCES & FINANCIAL SUSTAINABILITY
Currently achieved
2. Percentage of full-time with 64 full time
20% of full time Human Resource
academic staff with Masters’ academic staffs with
academic staffs Department
degree or higher Masters' degree or
higher
Currently achieved
3. Percentage of full-time with 68 full time
50% of full time Human Resource
academic staff with at least 5 years academic staffs with
academic staffs Department
teaching experience 5 years teaching
experience
academic staff with at least 3 years Currently achieved
industry/professional experience with 16 full time
a) HR to ensure 20% of academic staffs with Human Resource
20%
academic staffs with 3 years at least 3 years Department
industry/ professional industry/professiona
experience. l experience
5. Ratio of students to licensed

counsellor
a) HR has to recruit new license Currently achieved
Human Resource
counsellor once our students 2000 : 1 with 1 licensed
Department
population are increase to counselor
3000
6. Number of full-time academic

staff with professional qualification
and professional certification.
a) HR has to ensure 5 academic
Human Resource
staffs received external 5 academic staffs
Department
certification at national/
international level yearly. (Eg.
CISCO, ACCA and etc.)
103

KRA 2: REOURCES & FINANCIAL SUSTAINABILITY
7. Number of full-time academic

staff having external awards and
external recognition
a) HR to send 5 academic Human Resource
5 academic staffs
staffs to competition/ Department
exhibition/ conference
yearly.
8. Financial statements for 3

years
a) FD to ensure making profit 3 consecutive years
Finance Division
throughout the year (i.e. with profit
2020, 2021 and 2022)
9. Total amount of financial

assistance rendered by college
to students
a) FD to spend the minimum RM80,000 Finance Division
of 20k quarterly for student
activities.
KRA 3: QUALITY MANAGEMENT SYSTEM
1. Teaching &
Learning
1. Quality Management System
2. Human
and other management system All achieved Quality Unit
Resource
certifications
3. Finance

2. Number of programs with
external assessor (EA) with
minimum of one evaluation per
year.
All programmes School/Centre
a) Deans & DDs have to
ensure at least 1 report
generated by the EA.

104

KRA 3: QUALITY MANAGEMENT SYSTEM
3. Number of programs with
industrial advisory (IA) panel with
minimum of one meeting per year.
a) Deans & DDs have to ensure All programmes School/Centre
to organize meeting with IA
panels once annually.
4. Percentage of SSI score on

100% graduating
facilities and support services School/Centre &
students rate with
a) MSD and schools need to Admission Records
highest score (i.e.
ensure the students are equip Department
5)
with all the required facilities.
5. Percentage of SSI score on
100% graduating
teaching and learning School/Centre &
students rate with
a) Dean need to ensure all Admission Records
highest score (i.e.
academic staffs well perform. Department
5)

Academic &
6. Percentage of homegrown
100% Accreditation
programs
Department
KRA 4: PROGRAMMES RECOGNITION
1. Percentage of matured
Academic &
programs in Malaysian
100% Accreditation
Qualifications Register (MQR)
Department

2. Percentage of active matured
programs with continuous student
intake for the last 3 years or since
the 1st intake for the newly Academic &
matured program. 100% Accreditation
a) MISAD has to ensure Department
continuously student intake
for each programme.

105

KRA 4: PROGRAMMES RECOGNITION
3. Percentage of programs in
which students received any 7 academic
external awards other than programmes which
innovation-based competition. students received
Academic Affairs
any external
Division
a) STADD & Schools have to awards other than
ensure student received innovation-based
external award. competition

4. Percentage of programs in
which students received external
awards related to the program 5 academic
based on innovation-based programmes which
competition. students received
external awards Academic Affairs
a) STADD & schools have to related to the Division
sent students to the program based on
innovative based innovation-based
competition. competition

KRA 5: GRADUATES RECOGNITION & INSTITUTIONAL REPUTATION
diploma students graduate
on time based on cohort.
Academic Affairs
a) ACAD & schools to ensure 100%
Division
student graduate on time.
2. Percentage of graduates
employed based on Tracer's
Study. Student's Affairs
70%
a) Alumni unit has to trace the Department
student employability.
106


3. Percentage of graduates
employed in related field/level
based on Tracer's Study. Student's Affairs
50%
a) Alumni unit to trace student Department
employed in related.
4. Percentage of graduates who

become entrepreneur based on
Tracer's Study.
Student's Affairs
a) Alumni unit to trace student 20%
Department
who become an
entrepreneur.
5. Employer satisfaction index on

quality of graduates.
100% graduating Quality Unit & Head
a) IR coordinator has to ensure
students rate with of Insutrial Training
practical student fulfil the
highest score (i.e. 5) Unit
employees satisfaction.
6. Number of external awards or

recognition received by alumni.
8 awards received or
a) Alumni unit to communicate Student's Affairs
recognition by
in the Alumni to trace any Department
alumni
award received.
7. Ratio of student to CSR

related activities organized by
colleges with external
organization. Student's Affairs
20 activities
a) STADD to ensure at least 5 Department
activities involve external
parties organised.
8. Institutional reputation,
visibility and transparency Top 160 in
Quality Unit
(Webometrics Ranking) Webometrics
107

9. Contribution by alumni
(Number of activities initiated
by the college with alumni and
Student's Affairs
vice versa).
10 activities Department
a) Alumni unit has to

organised at lease 3
activities quarterly.
OBJECTIVE 4: TOWARDS UNIVERSITY COLLEGE STATUS BY 2025
KRA 1: TO FULFIL 14 CRITERION TO BE UNIVERSITY COLLEGE
i) Experience in managing an HEIs and company profile
1. Operates for at least five (5)

College
years at the College level (from
Management
the date the institution is
Committee (CMC)
registered under Act 555).
ii) Operate for at least five (5) years at the College level (from the date the institution is registered under Act 555).
1. The College Chairman to
1. Minimum paid up capital of
communicate with the
RM 15 million at the time of
Holding's Chairman
application.
2. Yearly Business Plan
2. Meet the Bumiputera equity
IIUM Holdings
minimum of 30%.
3. Explain current financial
DCEO ADMIN
position at the College level.
4. Submit financial projections

for five years after upgrading to DCEO ADMIN

University College.
108

ii) Operate for at least five (5) years at the College level (from the date the institution is registered under Act 555).
5. Identify the major sources of

DCEO ADMIN
finance.
iii) Academic Staff
1. Existing faculty at the College College

Formation of Academic Selection
level have PhD degrees in KPT-in At least 15% Management RM176,000
Committee
approved courses. Committee (CMC)
2. Existing teaching staff at the

Minimum of Assistant Manager,
College level with a Bachelor's
60% HR
degree.
3. The college's existing teaching Assistant Manager,

At least 60%
staff are full-time and 30% part-time. HR
iv) Course of study
1. The college-level courses are fully

accredited, including courses
carried out in cooperation At least 75% DCEO ACAD
with overseas HEIs
(upon submission of application)
2. The course of study at

College level
Experience
in cooperation with
for five (5) DCEO ACAD
local and overseas HEIs. All
years
collaboration programmes must be
accredited.
109

3. Experience in
conducting courses of study in Experience
collaboration at the College level for five (5) DCEO ACAD
(either locally or overseas). years
4. The Certificate and Diploma level

courses offered at the College level
60% DCEO ACAD
are home-grown curriculum.
v) Teaching & Learning

DCEO ACAD
1. Lecture quality improvement Training &
planning development Assistant
Manager, HR
2. Quality improvement program for
academic programs DCEO ACAD

3. Quality improvement planning for
conducive equipment and physical DCEO ACAD
facilities
4. Empower learning outcomes
through curriculum and campus life DCEO ACAD

5. Monitoring the sustainability of
DCEO ACAD
academic programs DCEO Finance

6. Diversify teaching and learning
methods DCEO ACAD

110

vi) Excellent track record
1. The college does not have a

record of serious offenses
convicted under the Private College
Suggestion box, grievance policy
Higher Education Institutions Act Management
and complaint officer
1996 (Act 555) within three (3) Committee (CMC)
years before the application for
upgrade.
vii) Governance
At least 40% of
1. The top management teams
the top
(VC, TNC, Dean, etc.) proposed
management
at the University College are
with Master's
those who have a Master's and IIUM Holdings
and PhD degree
PhD degree and have at least 5
and have at least
years' experience in managing
5 years'
HEIs (IPTA or IPTS)
experience
2. The CEO must meet the
minimum management
At least 8 years
experience with academic
of experience
requirement in HEIs management IIUM Holdings
and PhD
(including
qualification
College-level management
experience).
111

viii) Internationalization
1. The total of international College needs to maintain the

Manager
students study at existing At least 10% momentum of 100% to reach 8000
MISAD
colleges. student
2. State internationalization
and marketing planning
Manager To franchise the programmes
towards the establishment of
MISAD minimum two (2) colleges oversea
a Competitive University
College.
ix) Conducive Prémisses/ Campuses
1. Plans to develop a purpose

1. By 2021, to submit the building
built campus within three (3)
layout & budget
years after the institution was Manager, MSD
2. Progress site meeting with
upgraded.
consultant
112

x) Vision, mission and rationale of establishment
1. A clear statement regarding the

vision, mission and rationale for
upgrading an existing college to a
University College. These statements College
are intended to evaluate the Management
institution's readiness to upgrade and Committee (CMC)
to assess the strength and "niche" of
the university's college to be
established
xi) Course of Study
1. Provide clear plans regarding

termination of courses conducted in
DCEO ACAD
collaboration with local or overseas
HEIs.
2. The collaboration courses are

terminated within 3 years and At least 50 - 60% DCEO ACAD
100% within five (5) years
xii) Student Affairs and Welfare Management
1. Institutions have a clear fee refund

DCEO ADMIN
policy.

113

xii) Student Affairs and Welfare Management
2. Provide at least RM
100,000 in annual allowance
for scholarships or DCEO ADMIN
scholarships to eligible
students.

3. Provide accommodation
that can accommodate at
least 40% of existing students New campus with hostel of 7,500
Manager, MSD
(especially 1st year students) capacity
and is equipped with
appropriate facilities.

4. International Student Office
Assistant Manager,
operated by two (2)
ISO
permanent officers.

xiii) Internal Quality Assurance System
1. Institutions applying for the

upgrade should demonstrate a
Quality Unit
strong quality assurance
system at the College level.
2. State plans to market

homegrown programmes to Manager MISAD
international market
114

xiii) Internal Quality Assurance System
3. Clearly explain the

management of examinations DCEO ACAD
and assessments at existing Asst Manager,
colleges and improvements at EXAM
the university level.
xiv) Involvement in research and development (R&D) activities
1. Each academic staff at the

existing College who has
served for more than five (5)
years must carry out 4
DCEO ASAD
scientific studies, publish five
Deans
(5) articles in scientific
journals and at least three (3)
scholarly articles published in
the journal level international.
2. The University College's

operating costs are specially
At least 10% DCEO Finance
intended for R&D purposes.
115
9.0 RISK ANALYSIS

At some point in time every company has to deal with resource 1. Develop and utilize relevant marketing strategies which
constraints. The negative effects of resource constraints can be help to differentiate the IIC from their competitors to
detrimental to a company. It can cause project delays, rushed increase student’s enrolment
projects with elevated amounts of errors, high stress levels and
even the loss of good employees.

Some major resource constraints i.e. the monetary and non-
monetary are identified by IIC as the key elements to the
setting priorities of work activities and right execution path so
that the work activities will be completed with a higher quality
and the resources may not feel as stressed and thus ensuring
higher success. The establishment of project monitoring team
will guide all Head of Department (HOD) for efficient use of
resources.

In achieving the OKRs, the IIC’s major resource constraint is
establishing financial capabilities for the institution’s self-
sustainability such as;
1. Cost of RM151 million for new modern lifestyle campus
with a capacity of 7,500 students
2. Cost of RM100, 000 per year allocation of scholarship for 6
diploma students with good CGPA
3. Cost of RM176, 000 per year allocation of PhD
Scholarship for 44 lecturers towards University College
status

Overcoming the constraints, the Critical Success Factor (CSF)

116
9.0 RISK ANALYSIS

Other major resource constraints in terms of non-monetary
with the Critical Success Factor (CSF) are as follows:
GAINING COMPETITIVE ADVANTAGE IN A HIGHLY

COMPETITIVE ENVIRONMENT
The Critical Success Factor (CSF) to overcome the EMPLOYING AND RETAINING DEDICATED ACADEMICS
challenges, IIC needs to: WITH PHD QUALIFICATION, INDUSTRIAL EXPERIENCE
1. Offer programmes are in high demand in the AND STRONG RESEARCH BACKGROUND
industry/market The Critical Success Factor (CSF) to overcome the
2. Offer competitive and affordable tuition fees constraints, IIC’s Human Resource Department should:
3. Engage efforts to attain full-fledged university status 1. Provide a clear career pathways and attractive salary
4. Venture into programmes that are few or yet to be offered packages so that academics can plan the direction of
by the other private higher education, provided there is a their career. In 2019, IIC has adopted the New Salary
good demand for the programme Scheme (NSS) which increase the academic staff’s
motivation to further their study to PhD.
2. Provide continuous training to enhance academics’
teaching skills, knowledge and motivation

OFFERING PROGRAMMES THAT ARE CONTINUOUSLY
RELEVANT TO THE NEEDS OF INDUSTRY AND THE
NATION
The Critical Success Factor (CSF) for the development of new
programmes is as follows:
3. Comply with the requirements of MQA and relevant
professional bodies
4. Grow experts to develop the institutions’ curriculum
5. Continually review the curriculum due to the constant
feedback from industry advisors, external examiners,
117
10.0 CONCLUSION
In conclusion, the adoption of Blue Ocean Strategy in IIC Business Plan 2020 has re-shaped the overall view of direction and focus
of IIC. From red ocean with highly competitive environment shifted to the blue ocean for market exploration in International level, IIC
is expected to increase its turnover to RM1 million with collaborative academic partners in Indonesia. The essences of Business Plan
2020 are value creation for improvement and innovation. Thus, further improvement with systematic approach using OKRs
methodology serves as excellent guidelines with a clear roadmap implementation for effective work activities, efficient use resources
and performance gap analysis.
Al-Ankabut (29:69)
And those who strive for Us – We will surely guide them to Our ways. And indeed, Allah is with the doers of good.
Dan orang-orang yang berusaha dengan bersungguh-sungguh kerana memenuhi kehendak agama Kami, sesungguhnya Kami
akan memimpin mereka ke jalan-jalan Kami (yang menjadikan mereka bergembira serta beroleh keredaan); dan sesungguhnya
(pertolongan dan bantuan) Allah adalah berserta orang-orang yang berusaha membaiki amalannya.
118
APPENDIX I
REVENUE AND COST ANALYSIS FOR PROGRAMMES OFFERED BY IIC FOR PERIOD ENDED 30TH SEPTEMBER 2019
SCHOOL OF BUSINESS & LEGAL STUDIES (SBLS)

YEAR TUITION DIRECT OPERATING PROFIT or
11 PROGRAMMES
OFFERED FEE COST COST LOSS
Certificate in Business Administration 2003 164,067.71 45,415.88 140,061.29 -21,409.45
Diploma In Business Administration 2003 1,549,183.52 337,998.93 1,042,379.19 168,805.40
Diploma In Accounting 2005 416,424.01 96,072.05 296,283.49 24,068.48
Diploma In Office Management 2008 959,221.28 177,296.59 546,777.71 235,146.97
Diploma In Islamic Banking And Finance 2011 407,708.86 95,853.70 295,610.12 16,245.04
Diploma In Marketing Management 2012 182,764.34 79,259.44 244,433.88 -140,928.97
Certificate in Enforcement Management 2015 14,240.00 3,930.22 12,120.69 -1,810.91
Diploma In Risk Management 2015 196,783.88 98,037.16 302,343.83 -203,597.11
Diploma In Enforcement Management 2016 326,404.19 74,892.53 230,966.45 20,545.22
Diploma In Law 2019 81,682.42 18,996.06 58,583.33 4,103.03
Diploma in International Business 2019 5,862.50 436.69 1,346.74 4,079.07
TOTAL 4,304,342.70 1,028,189.24 3,170,906.72 105,246.74
119
APPENDIX I
CENTRE FOR LANGUAGES (CEL)

2 PROGRAMMES
Certificate in English 2015 126,979.33 543,096.65 94,945.39 -511,062.71
MUET 2010 2,250.00 19,258.75 3,366.86 -20,375.60
TOTAL 129,229.33 562,355.40 98,312.25 -531,438.32
SCHOOL OF SOCIAL SCIENCES (SOSS)

5 PROGRAMMES
Diploma In Islamic Early Childhood Education 2005 2,248,422.05 489,996.74 1,669,961.77 88,463.54
Diploma In Contemporary Islamic Sciences 2005 523,493.61 122,104.03 416,143.70 -14,754.11
Certificate in Early Childhood Education 2015 162,738.46 47,023.88 160,262.46 -44,547.88
Diploma in Halal Industry Management 2017 1,035,288.86 198,567.23 676,738.54 159,983.09
Diploma in Al-Shari’ah Al-Islamiyyah 2019 87,906.50 18,177.30 61,950.19 7,779.01
TOTAL 4,057,849.48 875,869.18 2,985,056.66 196,923.63
120
APPENDIX I
SCHOOL OF INFORMATION & TECHNOLOGY (SICT)

5 PROGRAMMES
Certificate in Information Technology 2003 7,370.50 8,735.72 9,427.20 -10,792.42
Diploma in Computer Science 2003 254,815.16 166,602.59 179,790.21 -91,577.63
Diploma in Information Technology 2003 335,997.05 202,793.41 218,845.76 -85,642.12
Diploma in Creative Animation 2011 333,373.67 129,787.78 140,061.29 63,524.60
Diploma in Graphic Design 2014 507,922.92 335,701.09 362,273.90 -190,052.08
TOTAL 1,439,479.30 843,620.59 910,398.36 -314,539.65
121
APPENDIX I
SCHOOL OF FOUNDATION & UNDERGRADUATE (SFU)

YEAR DIRECT OPERATING PROFIT or
4 PROGRAMMES TUITION FEE
OFFERED COST COST LOSS
Bachelor of Business (Entrepreneurship) 3+0 in collaboration
2013 2,105,740.27 98,115.96 982,485.63 1,025,138.67
with Federation University, Australia
Bachelor Of Commerce (Accounting) 3+0 in collaboration with

2013 173,419.00 16,549.68 165,720.47 -8,851.15
Federation University, Australia
BA (Hons) Early Childhood Studies (International) 3+0 in

2013 70,675.50 20,621.43 206,492.96 -156,438.89
Collaboration with Teesside University
Foundation in Arts 2016 192,020.00 11,558.50 115,741.28 64,720.21
TOTAL 2,548,844.77 147,633.66 1,478,331.79 922,879.31
122
APPENDIX I
SUMMARY OF REVENUE & COST ANALYSIS BY SCHOOL/ CENTRE
5 SCHOOLS TUITION FEE DIRECT COST OPERATING COST PROFIT or LOSS
School of Business & Legal Studies (SBLS) 4,304,342.70 1,028,189.24 3,170,906.72 105,246.74
Centre for Languages (CEL) 129,229.33 562,355.40 98,312.25 -531,438.32
School of Social Sciences (SOSS) 4,057,849.48 875,869.18 2,985,056.66 196,923.63
School of Information & Technology (SICT) 1,439,479.30 843,620.59 910,398.36 -314,539.65
School of Foundation & Undergraduate (SFU) 2,548,844.77 147,633.66 1,478,331.79 922,879.31
TOTAL 12,479,745.58 3,457,668.07 8,643,005.78 379,071.73

123
GALLERY
Image 1: The
Peninsula, Business
(Sunday, 10th
November 2019).
124
GALLERY
Image 2: Qatar’s
newspaper headline.
125
GALLERY
Image 3: MOU signing
ceremony between
engineer Ammar
Rayess, managing
partner of Qatar-based
company- Atmosphere
Projects and Shamsul
Kahar bin Haron, CEO of
International Islamic
College (IIC).
126
GALLERY
Image 5: MOA Signing ceremony with Sekolah Tinggi Smart Fast Global
Education on 21st August 2019 at International Islamic College, Kuala
Lumpur
Image 4: Riau Pos, 13 August 2019
127
GALLERY
Image 7:
Additional Seat
for Matriculation
Centres as
Announced By
Ministry of
Education on 24th
April 2019
Image 6: UiTM Pre-Diploma Brochure

128
GALLERY
Image 8: UiTM Pre-Diploma Invitation Briefing Session

130
GALLERY
Image 9: Academic collaboration presentation to the

management of 14 Pesantren at Banda Aceh on 8 th
October 2019. The proposal to enter into
collaboration was presented by Mr. Mohamed
Nazarudin Salleh, Manager from Marketing and
International Student Affairs Division.
131
GALLERY
Image 10: Academic collaboration presentation to the Management of 8 Pesantren/ Universities at

Padang, Indonesia on 30 October 2019. The proposal to enter into collaboration was presented by
Mr. Mohamed Nazarudin Salleh, Manager from Marketing & International Student Affairs Division.

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BUSINESS

1.1.5 Product & Customer Profile ….……………………………………………………………………………...…………………….. 11

2.0 SITUATIONAL ANALYSIS: WHERE IS IIC NOW? ……………………….……………………………..…………………………… 16

2.1 Present Business Model Canvas (BMC) Analysis …………………………………………………………………………………. 16

2.2 SWOT Assessment and Analysis …………………………………………………………………………………………………….. 19

2.3 Portfolio Positioning: …………………………………………………………………………………………………………………… 21

2.3.1 Boston Consulting Group Consulting (BCG) Matrix …………………………………………………………………………….. 21

2.3.2 Product Life Cycle ………………………………………………………………………………………………………................. 23

2.5 IIC’s Ansoff Matrix Analysis …………………………………………………………..………………………………………………... 30

2.6 Years of Financial Performance for 2015 - 2019 …………………………………………………………………………................ 33

2.7 Learning from Mistake (2015-2019) ……………………………………………………………………………………………..…….. 34

2.7.1 What Strategies Succeeded? ………………………………………..…………………………………………………………….. 34

2.7.2 What Strategies Failed? …………………………….………………………………………………………………………………. 35

2.7.3 Significant Achievements ……………..…………………………………………………………………………………………….. 37

2.7.4 Significant Failures/ Losses ………………………………………………………………………………………………………… 40

2.8 Present Strategic Factors ……………………………………………………………………………………………………................ 44

2.8.1 AS IS Strategic Factor ……………………………………………………………………………………………………................ 44

2.8.2 Findings of Primary Research ……………………………………………………………………………………………………… 45

2.9 Future Strategic Factors ………………………………………………………………………………………………………………… 46

2.9.1 Adoption of Eliminate, Reduce, Rise, Create (ERRC) Model Findings………………………………………………………… 46

2.9.2 ERRC to the Blue Ocean Strategy (B.O.S) ………………………………………………………………………………………. 53

2.9.2.1 Summary of New Business Model Canvas (BMC) ………………………………………………………………………. 55

3.1.1 MVP 1: Brochure with Application Form ………………………………………………………...………………………….…… 58

3.1.2 MVP 2: Letter of Intent ………………………………………………………...……………………………………..….............. 60

4.1 Non-financial & Financial Objectives ………………………………………………………………………………………………… 60

4.2 Goals ………………………………………………………………………………………………………………………………….......... 63

5.0 THE MANAGEMENT TEAM ……………………………………………………………………………………………………….……. 64

5.1 College Management Committees ………………………………………………………………………………………………… 64

6.0 THE BUSINESS STRATEGY ………………………………………………………………………………………………………….… 70

6.2 Business Strategy ……………………………………………………………………………………………………………………. 71

6.3 Marketing Strategy ……………………………………………………………………………………………………….…………... 73

6.3.1 Student Intake Target for 2020 ……………………………………………..………………………………………………... 73

8.0 ROADMAP IMPLEMENTATION ……………………………….……………………………………………………………...…………… 86

Increasing turnover from RM16M to RM18.1M with

As IIC undertakes its work in 2020, IHSEB will build on its

18 YEARS OF EMBEDDED ISLAMIC VALUES IN

2.0 SITUATIONAL ANALYSIS: WHERE IS IIC NOW?

2.1 PRESENT BUSINESS

COST STRUCTURE REVENUE STREAMS

2.0 SITUATIONAL ANALYSIS: WHERE IS IIC NOW?

2.0 SITUATION ANALYSIS: WHERE IS IIC NOW?

2.0 SITUATIONAL ANALYSIS: WHERE IS IIC NOW?

2.0 SITUATIONAL ANALYSIS: WHERE IS IIC NOW?

2.0 SITUATIONAL ANALYSIS: WHERE IS IIC NOW?

ROI. into stars or end up as dogs. choosing the best

2.0 SITUATIONAL ANALYSIS: WHERE IS IIC NOW?

Diploma in Computer Science (Appendix I)

2.0 SITUATIONAL ANALYSIS: WHERE IS IIC NOW?

Bachelor Of Commerce (Accounting)

INTRODUCTION GROWTH MATURE DECLINE

2.0 SITUATIONAL ANALYSIS: WHERE IS IIC NOW?

2.0 SITUATIONAL ANALYSIS: WHERE IS IIC NOW?

2.0 SITUATIONAL ANALYSIS: WHERE IS IIC NOW?

2.0 SITUATIONAL ANALYSIS: WHERE IS IIC NOW?

2.0 SITUATIONAL ANALYSIS: WHERE IS IIC NOW?

2.0 SITUATIONAL ANALYSIS: WHERE IS IIC NOW?

2.0 SITUATIONAL ANALYSIS: WHERE IS IIC NOW?

MARKET PENETRATION PRODUCT DEVELOPMENT

1. One (1) Foundation progamme 1. Diploma in Law

MARKET DEVELOPMENT DIVERSIFICATION

1. Collaborative programmes with Fajar

EXISTING PRODUCT NEW PRODUCT

2.0 SITUATIONAL ANALYSIS: WHERE IS IIC NOW?