1. Dyson/Johnson Advisory Council 26th April 2017
SC Johnson College of Business: An update and five year strategy Soumitra Dutta Dean
Dyson/Johnson Advisory Council
26th April 2017

2. Facts and Figures Third largest in faculty Fourth largest in budget
Ninth largest in endowment (~$430m)
~240 faculty across three schools
~500 staff
~3200 students within the College and ~3500 minors (across Cornell)
~40,000 alumni
Fourth largest college in Ithaca
Business education is a core area of strength for Cornell University

3. Foundations for Success
Research strengths
Dyson: Sustainability, development, climate change, food and agriculture (PLANET)
The Hotel School: Hospitality, services, customer service, real estate (PEOPLE)
Johnson: Finance, Accounting, Marketing (CORE BUSINESS)
Cornell Tech: Digital transformation (TECHNOLOGY)
Highly ranked programs
Dyson: leading graduate programs in development, top ten ranked undergraduate program
The Hotel School: leading hospitality program in world
Johnson: MBA ranked between 7th and 16th in the USA (market most competitive)
Strength of Cornell
Ivy league brand
Strong Cornell schools – CALS, Engg, Computer Science, Weill Cornell, Vet School, ILR, etc.
Distinctive focus on impact and engagement

4. Early Successes Faculty Students
17 faculty searches across three schools; Synergies across searches
Cluster hiring; Quality of candidates in the pool
More efficient teaching loads across schools
Students
Large increase in applications for Dyson (+135% vs 2015)
High number of applications to The Hotel School (+18% vs 2015)
New programs – Masters of Professional Studies (Accounting)
Organically proposed by faculty across all three schools
New minors
Entrepreneurship, real estate, health and hospitality, sports management
Funding: Naming gift - Cornell SC Johnson College of Business
Transformative impact on business education at Cornell across multiple dimensions
Other significant gifts recently closed or in pipeline: $15m, $6m, $4m, $3m, $1.5m

5. Five Year Priorities (2022)
Improve ranking of Johnson MBA
Student quality: (a) integration with NYC and Cornell Tech (b) leverage strengths of Dyson and SHA (c) increase scholarships
Corporate connections: leverage (a) NYC presence (b) corporate connections across all three schools
Make Dyson the top ranked undergraduate business program
Invest in faculty: (a) strategic hiring (b) leverage faculty across all three schools
Best-in-class student experience: (a) leverage lessons from The Hotel School (b) improve career support
Ensure continued leadership of The Hotel School in hospitality
Invest in industry connectivity (a) faculty treks and incentives (b) Cornell Tech and NYC
Grow beyond core hotel and real estate into new areas: (a) sports (b) health and hospitality (c) luxury
Develop significant presence (faculty and programs) in NYC as part of Cornell Tech campus
Support the mission of Cornell Tech
Grow endowment to ~$700m
Reduce gap with leading peer schools

6. Five Year Financial Summary (2022)
2022 revenue is $89 MM higher than 2017 (from $246 MM in 2017 to $335 MM in – 36% growth) driven by:
+$33 MM due to annual tuition rate increase (3.75%/year)
+$39 MM due to higher undergrad and graduate enrollment and launching new programs
+$9 MM cash flow from matching gift in 2022 vs (cumulative $30.7 MM over 5 years)
2022 expenses are $75 MM higher vs (from $249 MM in 2017 to $324 MM in 2022 – 30% growth) driven by:
($15 MM) faculty cost increase (cumulative net +24 faculty over 5 years)
($14 MM) staff increase (cumulative net +48 staff over 5 years; 1:2 incremental faculty:staff ratio)
($7 MM) benefits including incremental faculty & staff
($23 MM) financial aid (MBA and new programs are at higher fin aid/tuition rate)
($4 MM) net lease increase (Breazzano & Bridge)
2022 operating margin is +$11.8 MM vs. ($2 MM) in 2017, a $13.9 MM improvement

7. Overall Performance Indicators
Excellence:
Mean SAT, ACT, GMAT and GRE
Acceptance and Yield Rates
% of Budget for Faculty Research
Tuition & non‐Tuition Revenue Growth
Program Profitability (by FY18)
# of Peer Review Journal Publications
# of Google Scholar Citations
Community:
Student Satisfaction Survey
Faculty/Staff Satisfaction Survey
# of Unique Participants in Community Events
% of Seats Filled in Community Events
Impact:
Total Fall Enrollment
%FT Hires at post graduation
Program Rankings (USN, BW, FT, P&Q)
Employer Satisfaction Survey
# & $ Contracts & Research Grants
$ Executive Education Contracts
Inclusion:
%URM: Students, Faculty/Staff
% Female: Students, Faculty/Staff
# of cross‐collaborative ventures
# of Programs with other colleges
%Female & URM on Dean’s College/School Advisory Councils
Engagement:
%Alumni Engagement; %Alumni Giving
Total Funds Raised (NG&C and Cash)
#of Organizations Recruiting
#of Organizations Engaged with Faculty/Staff/Students and C&I

8. Conclusions
Successful first phase in creating the SC Johnson College of Business
Working on defining roles, providing clarity and managing workloads for both faculty and staff
Build successful distinctive SC Johnson College while strengthening individual school missions
NYC and Cornell Tech is central to the future of the SC Johnson College
Continued focus on growing endowment in a competitive environment
SC Johnson college can truly become an excellent, distinctive and top ranked business college globally

9. Thank you! soumitra.dutta@cornell.edu