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42 July/August 2014 BizEd B OR ZAYA/TH I N KSTOCK Kellogg School of Management and marketing), an industry sec- tor (Vanderbilt's Owen Graduate School of Management and health- care), geography (London Busi- ness School and London), delivery method (University of Phoenix and online learning), delivery time (Santa Clara's Leavey School and its part-time offerings or Rotman and its early morning part-time program), or overall thematic approach (the University of South Carolina's Moore School of Busi- ness and international business). At Simon, we have adopted a five-year strategic plan to differen- egic plan to differen- tiate our school through a thematic emphasis on business analytics. We also focus on developing critical thinking and problem-solving abili- ties through our Frame, Analyze, and Communicate (FACt) model. In addition, we have launched a new brand positioning statement, "Toughen Up." We have sought to position Simon not as a Darwin- ian environment where only the fittest survive, but as a school that prepares business leaders to work with the very best in a competi- tive global marketplace. It is a call to action to our faculty, staff, and alums to keep raising our game as we train students for professional success. "Toughen Up" conveys to students that their success requires focus, creativity, and hard work. In Step with the Market Business schools also must be ready to change as the market changes. We've developed the Simon School's five-year plan to respond directly to several trends: ■ Specialized master's degrees. Like many schools, we're seeing higher enrollments in specialized master's programs than in full-time programs, so we've developed spe- cialized programs that follow shorter, more focused formats that are attractive to working professionals. Our part-time MS in medical man- agement, for instance, has grown in step with the expanding healthcare sector and the advent of the Afford- able Care Act—so much so that we have added a full-time option on our main campus and are considering a part-time variant at our New York City Extension Center location. We also offer MS options in finance, accounting, marketing, medical man- agement, pricing, management, and business analytics. ■ Degree programs for work- ing professionals. Our part-time Professional MBA is a cohort- based program that allows students to complete their coursework in two and a half years; each year, it enrolls more than 40 students, nearly all of whom complete their studies. That's compared to only about 70 percent of students in our non-cohort-based part-time version of this program. ■ Programs for undergrads. In partnership with our undergraduate college, we have restarted an under- graduate business major and plan to graduate at least 120 students annually by 2019. The initiative is designed to encourage students to obtain the best of both educational worlds in business and liberal arts. The business major also will hedge against declines in our graduate business enrollments, open more channels with recruiters, enhance the pipeline of students to our graduate programs, and support our fundraising efforts. ■ More joint and multidisci- plinary programs. Four years ago we started a Technical Entrepre- neurship and Management (TEAM) program in partnership with the Hajim School of Engineering and our university's Center for Entrepre- neurship. We are in discussions with our counterparts at our medical program to develop an analogue to TEAM in the biomedical engineer- ing space, as well as with our East- man School of Music to launch a possible joint program in music and entertainment management. We have taken these steps while remaining cognizant of the number of programs we can effectively man- age. We already have shut down certain programs and will continue to evaluate our offerings for impact, strategic fit, and profitability. More Roads to Revenue By constantly revising our program mix, we hope we will continue to attract new students, which will lead to enhanced tuition revenues. Improved fundraising has been another part of our fiscal success. The Simon Business School has set the goal to raise $85 million as part of our university's overall $1.2 billion major capital campaign. To date, we have secured 12 new endowed professorships as part of the campaign, and we have quad- rupled our annual private sector scholarship support. A key step forward has been the