CBS Communications & Marketing

1. CBS Communications & Marketing November/December 2007

2. Julius Thomsens Plads

3. CBS – facts I • Founded 1917 • Private institution (by FUHU) • Integrated in Danish University System 1965 • Governed by University Act 2003 • Data • Students: 15,000 • Faculty: 450 • External part-time faculty: 1,000 • Administrative staff: 500 • Budget: 780 mio. DKK • Modern buildings /campus, architecture and art

4. 1989 1989 Dalgas Have Dalgas Have

5. 1999 1999 Solbjerg Plads Solbjerg Plads

6. 2006 2006 Kilen ”Kilen”

7. 2006 2006 Porcelænshaven Porcelænshaven

8. CBS – facts II • Data (continued) • Faculties: 0 (until 2007: 2) • Departments: 14 • Research Centres (incl applied management research): appr. 32 • Programme structure: 3 years + 2 years + 3 years (Bologna) • Full-time programmes (CBS Undergraduate): 14 • Full-time programmes (CBS Graduate School): 29 • PhD: 7 research schools • Part-time programmes (CBS Post Experience): 15 (+ short courses) • Executive programmes (CBS Executive): 10

9. CBS International • Data • International degree students: > 1,300 • Exchange students, incoming: > 1,000 • Exchange students, outgoing: > 800 • Cooperation agreements: > 350 • International networks: CEMS, PIM, GLOBE, • Double Degrees, Øresund University • Programmes taught in English: 37% • English taugth courses: > 300 • International Summer University Program (> 300 int’l students) • EQUIS accreditation; heading for AACSB and AMBA • FT rankings (CBS, MBA, MSc)

10. CBS Corporate Partners

11. CBS Strategy 2010 • Vision • ”CBS educates dynamic thinkers who are internationally competitive by virtue of their research-based knowledge, innovation abilities, cultural understanding and personal leverage.” • CBS aims to • be an internationally recognised business university at European top level; • offer world class research environments and programmes; • contribute new, pioneering knowledge which can be converted into innovation, competitiveness and value creation.

12. CBS Strategy 2010* • Strategic focus areas • International profile with national attachment • Partnership with business and society • Being a Learning University • The Learning University • Learning rather than teaching • Nurture of individual talent • Development of both professional and personal skills + cooperative skills • Stimulate curiosity, creativity and innovation abilities • *) Strategy 2010 currently under revision

13. CBS Strategy 2010 • Diversity is the backbone of CBS’ strength

14. CBS Organisation

15. Mergers • Government globalisation plan – ”creating world class Danish universities” • Mergers 2006/2007 • CBS ”standing alone” – national cooperation on a wide scale • International strategic alliances • Evaluation of present mergers in 2009 • Sharper and more focused strategy

16. CBS – Outlook I • DK monopoly – easy to recruit in DK, close relations to business, high level of exposure in society • No threats from Nordic competitors • Diversity and the ability to utilise synergies of diversity is our strenght and unique characteristic globally • No clear / outstanding brand internationally • Mass education vs elite • Diversity vs core economics • New Management structure and organisation • Restricted possibilities of differentiation (University Act)

17. CBS – Outlook II • HR - Recruitment and retention • Attract high profile international faculty and competent administrative staff • Problems with Danish taxation; rigid job and salary structure • Facilities • Students House; Executive Center; Residence hall for int’l students • Lack of m2 (until 2015)

18. CBS – Outlook III • Dependancy on government funding (75%); Insufficient economic foundation • New ways of receiving government funding (education and research) • Attracting external funding – business community, research councils, EU • International marketing • Attracting students from outside EU/EEA (paying tuition fee) • Executive education; short term and tailor made postexperience courses for businesses • Alumni