Arab Academy for Science, Technology and
Maritime
Graduated school of Business
Presented by
Doaa Alnawawy (Reporter)
Emad Elhabashy
Mohamed Nasef
Mohammed Assal
Sara Elsaadany (Facilitator)
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3
Introduction
• Establishing the Idea in 1970
• the United Nations Development Programme (UNDP)
prepared document , 1971
• The AASTMT started its activity in a temporary
location in Alexandria (1) on 28th of February, 1972.
• On the 9th of November, 1974 in the Arab League
premises, the Arab countries' representatives signed
the agreement of establishing the Arab Academy for
Maritime Transport,
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AASTMT Ranking
The primary aim of the QS World University Rankings is to help
students make informed comparisons of leading universities around
the world. Based on six performance indicators, the rankings are
designed to assess universities in four areas: Research, Teaching,
Employability and Internationalization. Universities are evaluated
according to the following metrics:
• Academic reputation (40%)
• Employer reputation (10%)
• Student-to-faculty ratio (20%)
• Citations per faculty (20%)
• International faculty ratio (5%)
• International student ratio (5%)
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QS World University Rankings
2019
1
2
3
4
5
6
7
Arab Region
8
11
12
13
29
32
41
8
51-60
9
10
11
12
13
14
15
16
17
18
19
61-70
71-80
71-80
71-80
81-90
81-90
81-90
91-100
101-110
101-110
111-120
University
The American University in Cairo
Cairo University
Alexandria University
Ain Shams University
Mansoura University
Assiut University
Al Azhar University
Helwan University
Tanta University
Arab Academy for Science, Technology and Maritime Transport (AASTMT)
Suez Canal University
Zagazig University
Benha University - Egypt
Fayoum University
Minia University
British University in Egypt
Beni-Suef University
Kafrelsheikh University
German university in Cairo
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Webometrics Ranking
• Since 2004, the Ranking Web (or Webometrics Ranking) is
published twice a year (data is collected during the first weeks
of January and July for being public at the end of both
months), covering more than 28,000 Higher Education
Institutions worldwide.
• intend to motivate both institutions and scholars to have a
web presence that reflect accurately their activities.
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Webometrics Ranking
INDICATORS
DESCRIPTION
SOURCE
WEIGTH
PRESENCE
Size (number of pages) of the main webdomain of
the institution. It includes all the subdomains,
sharing the webdomain and all the file types
including rich files like pdf documents
Google
5%
Impact
Number of external networks originating backlinks to the
institutions webpages
After normalization, the maximum value between the
two sources is selected
Ahrefs
Majestic
50%
TRANSPARENCY
(or OPENNESS)
Number of citations from Top authors according to
the source
See Transparent Ranking for additional info
Google
Scholar
Citations
10 %
EXCELLENCE
(or SCHOLAR)
Number of papers amongst the top 10% most cited in 26
disciplines Data for the five year period (2012-2016)
Scimago
35 %
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Webometrics Ranking
January, 2019
Egypt
65
University
Arab World
1149
University
Africa
1682
University
World more
than
28000
University
AASTMT
17
57
59
2582
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Best Global Universities rankings
• the Best Global Universities rankings which focus specifically
on schools' academic research and reputation overall and
not on their separate undergraduate or graduate programs
can help those applicants accurately compare institutions
around the world.
• Add institutions that had met the minimum threshold of 1,500
papers published in the 2011-2015 time frames.
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Times Higher Education
Times Higher Education has produced an ordered list of universities,
updated annually and trusted by students, parents and academics.
The ranking indicators
• Teaching : the learning experience and quality at a university.
• Research : both the quality and quantity of research
• Citations : how influential that research is
• International Outlook : the environment and attitude with respect to
international students, staff and research.
• Innovation or Industry Income : based on how much the university earns from
its inventions and industrial work.
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GSB Strategic Plan
GSB Introduction
GSB Introduction
• Since its inception in 1972, the Arab Academy for Science &
Technology has been at the forefront of innovation in education.
The start was a distinct undergraduate program in business
delivered by the college of Management and Technology, then, the
same spirit of innovation…
• Then, the same spirit of innovation has extended by the initiation
of the AAGSB and its predecessor Advanced Management Institute
in 1994 to furnish graduates with meaningful and successful careers
through provision of supportive and challenging programs in postgraduate business education.
AAGSB Institutes
AAGSB offers its degree programs, professional certificates, training and consultation
services through the following specialized institutes:










Advanced Management Institute
Arab Institute of Public Administration
Arab Institute for Management and Development
Arab Institute for Sports Management
Arab Institute for Energy and Environment Management
Arab Institute for Disaster Reduction & Crisis Management
Arab Institute for Electronic Business
Arab Institute for Trade and Commodities Exchanges
Arab Institute of Finance and Investment
Arab Institute of Media Management
Academic Services and Offerings
DBA
MBA
MPA
Diploma
International Programs
Professional Certificates
Training courses
Vision
To be recognized as the top Business Education service provider in the Arab region that provides
rigorous, demanding graduate programs in management, as well as quality intellectual contributions
and outreach programs.
Mission
The mission of the AAGSB is to contribute to the intellectual and human capital development of
future business leaders in order to enhance their competences in a changing world. We ensure the
highest quality of education by carefully and continuously updating and upgrading our graduate
programs that advance management and business practices.
Values
–
–
–
–
–
We are passionate about learning
We encourage a spirit of innovation and inquiry
We strive to enable personal growth and development
We take pride in our work
We accept responsibility to act ethically with professional integrity
Slogan:
Careers by choice not by chance
We want to change it to be
Change makers for a Changing World
Accreditation
AAGSB degree programs are accredited by the
Egyptian Supreme Council for Universities
AAST Situational Analysis
Key
Success
Factors
Porter
SWOT
Five
PESTEL
Forces
Amazon Situational Analysis
Key Success Factors
Business School Key Success Factors










The Rating Race , Ranking
Academic Staff
Academic & Business Interacting
Excellent Speakers And Business Leaders
The Syllabus
Price & Value Added
Location And Time Availability
Classrooms And Education Infrastructure
E-Learning
Research Activities and facilities
AAST PESTEL ANALYSIS
Political Factors
•Political Stability
•International Support
•Great Opportunity
"Investing In Stability"
Economic Factors
Economic Factors
• The economy performance directly affect the demand for
post graduates degree,
• Egyptian Pound Exchange Rate is opportunity for foreign
nationalities
• On the opposite side is highly add burden on Egyptians
student fees.
Social Factors
Social Factors
•
Social Factors
 Population over 100 million, Egypt is considered the most
populated country in the Arab countries
 The post degree value
 Promotion according qualification
 Social inclusion and cultural diversity acceptance
 The high position of Egypt at Arab countries
 All of these factors represented really opportunities
Technological Factors
 Big Data, Data science and Data Analysis
 Artificial Intelligence
 Internet Of Things IOT
 Cybersecurity
 Blockchain technology , Digital Currency, Bitcoins
 Data Revolution and Digital Disruption
Environmental Factors
ENVIRONMENTAL FACTORS
Environmental Factors
Legal Factors
 Supreme Council of Egyptian Universities (SCU) is the accreditation
body which is the regulatory entity of the Ministry of Egyptian Higher
Education
 Egypt 2030 encourages International university to open new branches
in Egypt
 Egypt 2030 encourages Privet Sector to invest in High quality
education
 All these factor represent threats of new entrants
GSB Strategic Plan
SWOT analysis
Strengths
1)
2)
3)
4)
5)
6)
7)
8)
9)
10)
11)
Offering of different professional programs (MBA, DBA, GDM,..)
Part time programs
Brand name recognition, Listed as top MBA provider
AAGSB is 25 years old and going strong
Egyptian Higher Supreme Council accreditation
Good and Improving Ranking
Unique location
Small class size – average less than 30 students per class
Highly-qualified faculty
Specialized grad programs
Established relationships with local public, private, and
government agencies
Weaknesses
1) No college of business building – classes, labs, faculty and
students dispersed across campus
2) Many approved programs are not implemented
3) No hybrid programs
4) Qualified employees(targeting)
5) Limited faculty size Rate of faculty renewal
6) Lack of senior faculty to support MBA and PhD programs
7) Inability to influence central administration
8) MBA placement is weak
9) Research support for faculty
10) IT support
11) No R&D, Routine (Comfort zone)
Opportunities
1) Technology Improvements
2) Digital undergraduate and MBA curriculum plans
3) International opportunities for students and faculty
4) Distance learning gaining acceptance
5) Demand from international students
6) Trend toward specialized masters
7) Student desire for graduate education
8) Market receptivity to DBA
9) International institutions wishing to partner
10) Alumni relationships
11) Younger faculty composition
Threats
1)
2)
3)
4)
5)
6)
7)
8)
Other universities – public and private
Innovative Technology programs by competitors
Online schools
Reduced budget for research
Shift away from MBA education
Inability to maintain competitive advantage except for tuition
Losing faculty to other schools
Lack of competitive salary attracts faculty to neighboring
colleges
9) Vocational education & Shrinking pool of high school students
GSB Strategic Plan
Porter 5 forces
FIVE FORCES OF M.PORTER
Bargaining power of suppliers:
The power of suppliers is consider high
Suppliers is the academic staff and instructors
who are considered one of the most effective key
success factors
The scarcity of high qualified staff
 Increasing number of higher education
institutions
Bargaining power of customers/buyers
The bargaining power of buyers is medium - high.
Students are the customer who seek high quality
education
There are limited no of alternatives
 bargaining power of buyers is gradually increasing by
increasing no of higher education institutions
Threat of new entrants
Threat of new entrants is high
 Egypt 2030 encourages International university to open new branches
in Egypt
 Egypt 2030 encourages Privet Sector to invest in High quality
education
 Increasing no of high school foreign education seekers encourages
Privet Sector to invest in higher education institutions
 All these factor represent threats of new entrants
Threat of substitutes:
The threat of substitutes considered medium.
High cost of MBA,DBA compared by Master in
governmental universities
Total Quality Master
E-Learning
Credit course certificate
International certifications PMP, PHR,…
Rivalry in the industry
Rivalry among competing institutions is high.
 Increasing no of higher education institutions
 Governmental universities MBA, DBA
 International MBA, DBA
GSB Strategic Plan
Goals & Objectives
EGYPT VISION 2030
1.
2.
3.
4.
5.
6.
7.
8.
9.
highly qualified professionals
knowledge and skills sharing
Higher educations
Infrastructure
Modern technology
International universities
Academic researches
Equal opportunities
Adapting innovation and
creativity
10. Corporate Social
Responsibility
11. Sustainability and Equality
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GSB TREE
GSB
tree
Strategic goals
Education
academic researches
Strategic enablers
(pillars)
Human resources
Adapting innovation and
creativity
Infrastructure
Internationalization
finance
Strategic
Themes
(environment)
Corporate Social Responsibility
Sustainability and Equality
Outstanding Students
Experience and Satisfaction
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GSB Strategic Goals
1-Strategic goals (Education excellence)
2-Strategic goals (Adopt innovation and creativity)
3-Strategic goals (Excellence in academic research)
4-Strategic goals (Internationalization)
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Strategic Goals (Education excellence)
Objective and Activities
Due date / Frequency
Responsible / Relevant
units
Strategic Goals (Education excellence)
Improve the quality of recruiting and
retaining process
Jan. 2020
Quality assurance unit
Accreditation commitment
Jan. 2020
Administrative unit
Update and unify the academy
curriculum
Bi-annually
Dean office of GSB
Improve the efficiency of the educational
programs
July 2019
Educational unit
Increase satisfaction
July 2019
Dean office of GSB
Periodical transparent assessment
termly
Dean office of GSB
Training center for Technical education
Jan. 2020
Technical service dept.
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Strategic goals (Adopt innovation and
creativity)
51
Strategic goals (Excellence in academic
research)
52
Strategic goals (Internationalization)
53
ENABLERS (Pillars)
• Human Resources
• Infrastructure
• Finance
HUMAN RESOURCES
Objective 1 : Work Flow Planning and Preparation of
Job Specifications
Objective 2 : Institutionalization of Human Resources
Planning
Objective 3: Ensuring the adaption of the selfevaluation culture and carrying out work on increasing
the number of accreditations.
Objective 1 : Work Flow Planning and
Preparation of Job Specifications
56
Objective 2 : Institutionalization of
Human Resources Planning
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the self-evaluation culture and carrying
out work on increasing the number of
accreditations.
58
Infrastructure
Objective 1: Improving the Quality and Quantity of
Classrooms
Objective 2 : Establishing Simulation classrooms and
Ensuring Their Efficient Use
Objective 3: Improvement of informatics facilities and
ensuring their efficient use and distribution
Objective 4: Improving the Capacity and Services of the
GSB Library
Objective 5 : Improving the Capacity and Services of the
GSB Library
Objective 1: Improving the Quality and
Quantity of Classrooms
classrooms and Ensuring Their Efficient
Use
61
Objective 3: Improvement of
informatics facilities and ensuring their
efficient use and distribution
62
Objective 4: Improving the Capacity and
Services of the GSB Library
63
Objective 5 : Improving the Capacity
and Services of the GSB Library
64
Finance
Objective 1: Ensuring Efficient Use of the GSB Budget
Objective 1: Ensuring Efficient Use of
the GSB Budget
Objective and Activities
Due Date /
frequency
Responsible /Relevant units
Ensuring Efficient Use of the GSB Budget
Implementation of departmental
action plan for simplification of
all processes and procedures for
the use of the budget.
Implementation of departmental
action plan for transforming all
bureaucratic procedures to
online environment using ERP
System.
SEP 2020
• Financial Dept.
DEC 2020
• Financial Dept.
• IT Dept.
Approving and Applying Action
Plans
Jan 21
Conducting a periodical review
and update of the processes.
Quarterly
• IT Dept.
• Dean office of GSB
Objective 1: Ensuring Efficient Use of
the GSB Budget
Objective and Activities
Due Date /
frequency
Responsible /Relevant units
Ensuring Efficient Use of the GSB Budget
Conducting a review of the
existing Alumni registration
process and approval procedures
for the purpose of making them
more effective and updated.
Establishing procedures for
Alumni donation process and
approval procedures for the
purpose of making them more
easier (ex. Using Fawry epayment).
Conducting a periodical review
and update of the processes.
SEP 2020
• Vice-dean for Training
and Community Services
• Alumni Association
DEC 2020
• Financial Dept.
• Alumni Association
• IT Dept.
Quarterly
• Dean office of GSB
Strategic Themes(environments)
• Corporate Social Responsibility
• Sustainability and Equality
• Outstanding Students Experience and Satisfaction
Strategic Themes(environments)
Objective 1 : Supporting
Research/Application/Educational Programs targeted
towards community problems , encouraging the
participation of graduates and students into these
processes
Objective 2: Ensuring Nature and Human-Friendly,
Sustainable and Secure Campus
Objective 3: Maintaining the AAST values against
Harassment, Discrimination, Mobbing, Bullying of Any
Kind and all other Similar behaviour & attitudes within
the GSB.
Research/Application/Educational
Programs targeted towards community
problems , encouraging the
participation of graduates and students
70
Objective 2: Ensuring Nature and
Human-Friendly, Sustainable and
Secure Campus
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values against Harassment,
Discrimination, Mobbing, Bullying of
Any Kind and all other Similar behavior
& attitudes within the GSB.
72
Objective 4 : Design of processes
facilitating creative, independent and
scientific thought
73
pertaining to social life of processes
facilitating creative, independent and
scientific thought
74
nutritional, transportation
infrastructure & Increasing the
efficiency of health services of all types
(including mental health).
75
Objective 7 : Improving the
Communication and Relations with
Alumni and Ensuring Their Continuation
76
Objective 8 : The Awarding of
Successful Students
77
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Benchmarking
TOP 10 MBA in the world 2019
https://www.youtube.com/watch?v=g3YXslmqu7E
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Benchmarking
TOP 10 MBA in the world 2019
1. Stanford
2. Harvard
3. Wharton
4. London Business School (UK)
5. MIT
6. INSEAD ( France)
7. HEC ( France)
8. Chicago
9. IE (Spain)
10. Columbia
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HARVARD BUSINESS SCHOOL ( MBA-2020)
81
HARVARD BUSINESS SCHOOL ( MBA-2020)
82
HARVARD BUSINESS SCHOOL ( MBA-2020)
83
HARVARD BUSINESS SCHOOL ( MBA-2020)
84
HARVARD BUSINESS SCHOOL ( MBA-2020)
85
HARVARD BUSINESS SCHOOL ( MBA-2020)
86
HARVARD BUSINESS SCHOOL ( MBA-2020)
• https://www.youtube.com/watch?v=g3YXslmqu7E
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Marketing
1. Alumni
Diversity
- Gender ( 40% Females)
- Pre-MBA Background( 15% maximum from industry)
ambassador from his industry to GSB and ambassador from GSB to
industry
- Age Diversity ( Average of 27 years )
- Nationalities ( Maximum 50% Egyptians)
- Minorities ( Religion, ethnic ,….etc)
- Experience ( Minimum 5 years )
- Personal Characteristics
( Habit of Leadership, Analytical Aptitude and appetite , Engaged Community
citizenship)
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Marketing
2. Change Makers from GSB
Highlight Success stories graduates from GSB
- Ministers
- Businessmen
- Military
- Entrepreneurs
- Sports Directors
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Marketing
3.
3. People Behind creating Change-makers
Who are GSB professors
- Academic competencies
( No. of PHD holders, MSc. , published papers, professors)
- Awards
- Lecturers from the Industry
- The way we create change makers
( Case studies, Research, projects)
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Marketing
4. Added Value
What Can GSB Add to you
- Pre-MBA salary
( Pre-MBA salary 70.000$ vs. Post-MBA Salary 140.000$)
- Promotion
( Managerial Level road is well paved after graduation)
- Public Servant qualification
( Senator, Governor, Minister, Manager,….etc)
- Better Understand the world and join the Revolution
( Economics, Management, Accounting, HR, Marketing….etc)
- Career change
( consultants, Entrepreneurs, Managers, Public Servants……etc)
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Marketing
5. Strength
What Can GSB offer you
1)
2)
3)
4)
5)
6)
7)
8)
Instructor To Student Ratio
Campus ( state of the art , Digital , )
Strong Alumni presented in more than 50 countries
Cosmopolitan city Alexandria
Bibliotheca Alexandrina
Egyptian Knowledge Bank
Multinational companies prefer AAST GSB graduates
Governments In Arab countries and African countries prefer AAST GSB graduates
9) Tution Fees is relatively low compared to other International Universities.
10) The only Graduate school of Business In Egypt
11) International Program
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Thank YOU
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