Harvard Case - EduSports: Extending the Value Proposition
"EduSports: Extending the Value Proposition" Harvard business case study is written by Vijay Krishnamurthy, Ram Subramanian. It deals with the challenges in the field of General Management. The case study is 10 page(s) long and it was first published on : Jan 21, 2024
At Fern Fort University, we recommend EduSports adopt a multi-pronged strategy to extend its value proposition, focusing on expanding its reach into new markets, diversifying its offerings, and leveraging technology and data analytics to enhance its impact and profitability. This strategy will involve a combination of organic growth, strategic partnerships, and targeted acquisitions to achieve sustainable growth and solidify its position as a leading provider of sports-based education and development programs.
2. Background
EduSports, a social enterprise, has successfully established itself in India by providing sports-based education programs to underprivileged children. The organization faces a critical juncture, seeking to expand its reach and impact while ensuring financial sustainability. The case study explores the challenges and opportunities EduSports faces in extending its value proposition, particularly in the context of a rapidly evolving market and the need to adapt to changing stakeholder expectations.
The main protagonists of the case study are:
- Anurag, the founder and CEO of EduSports, who is passionate about using sports to empower children and is seeking to expand the organization's reach and impact.
- The EduSports team, who are dedicated to delivering high-quality programs but face challenges in scaling operations and managing resources effectively.
- Potential investors and partners, who are interested in supporting EduSports' mission but require evidence of financial viability and a clear growth strategy.
3. Analysis of the Case Study
To analyze EduSports' situation, we will utilize a combination of frameworks, including:
- SWOT Analysis:
- Strengths: Strong brand reputation, proven program effectiveness, experienced team, passionate leadership, social impact focus.
- Weaknesses: Limited financial resources, dependence on grants and donations, operational inefficiencies, lack of data-driven decision-making, limited reach beyond India.
- Opportunities: Expanding into new markets (emerging markets, international), diversifying offerings (adult programs, corporate wellness), leveraging technology for program delivery and data collection, building strategic partnerships.
- Threats: Competition from established players, funding challenges, regulatory changes, economic instability, changing societal priorities.
- Porter's Five Forces:
- Threat of new entrants: Moderate, as establishing a sports-based education program requires significant resources and expertise.
- Bargaining power of buyers: Low, as EduSports caters to a specific target audience with limited alternatives.
- Bargaining power of suppliers: Low, as EduSports relies on readily available resources like coaches and equipment.
- Threat of substitutes: Moderate, as other educational and development programs exist, but may not offer the same unique value proposition.
- Competitive rivalry: Moderate, as EduSports faces competition from both established players and emerging social enterprises.
- Value Chain Analysis:
- Primary Activities: Program development, coach training, program delivery, fundraising, marketing and communication.
- Support Activities: Human resource management, finance and accounting, technology infrastructure, data analytics.
4. Recommendations
EduSports should implement the following recommendations to extend its value proposition and achieve sustainable growth:
1. Expand into New Markets:
- Emerging Markets: Focus on expanding into other emerging markets with a high demand for quality education and development programs, leveraging existing partnerships and building new ones with local organizations.
- International Expansion: Explore opportunities in developed markets with a growing interest in sports-based education and a strong focus on corporate social responsibility. This could involve partnering with international NGOs or establishing joint ventures with local organizations.
2. Diversify Offerings:
- Adult Programs: Develop and offer sports-based programs for adults, focusing on corporate wellness, leadership development, and community engagement. This will diversify revenue streams and attract a new customer base.
- Specialized Programs: Develop specialized programs catering to specific needs, such as sports-based therapy for children with disabilities, or sports-focused training for aspiring athletes.
3. Leverage Technology and Data Analytics:
- Digital Platform: Develop a digital platform for program delivery, online learning resources, and data collection. This will enhance program accessibility, improve efficiency, and enable data-driven decision-making.
- Data-Driven Insights: Utilize data analytics to track program performance, measure impact, and identify areas for improvement. This will enable EduSports to optimize program delivery and tailor offerings to specific needs.
4. Strategic Partnerships:
- Corporate Partnerships: Partner with corporations seeking to engage in corporate social responsibility initiatives, providing them with opportunities to sponsor programs and contribute to EduSports' mission.
- Government Partnerships: Collaborate with government agencies to integrate sports-based education into existing educational programs and leverage public funding opportunities.
5. Targeted Acquisitions:
- Complementary Organizations: Explore strategic acquisitions of organizations with complementary offerings or expertise, expanding EduSports' reach and capabilities.
- Technology Companies: Consider acquiring technology companies specializing in educational platforms or data analytics to enhance EduSports' technological capabilities.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core Competencies and Consistency with Mission: The recommendations align with EduSports' core competencies in program development and delivery, while also expanding its reach and impact in line with its mission to empower children through sports.
- External Customers and Internal Clients: The recommendations address the needs of both external customers (children, adults, corporations) and internal clients (EduSports team, investors).
- Competitors: The recommendations aim to differentiate EduSports from competitors by offering a wider range of programs, leveraging technology, and building strategic partnerships.
- Attractiveness: The recommendations are expected to generate positive returns on investment, with potential for significant growth in revenue and impact.
- Assumptions: The recommendations are based on the assumption that EduSports can secure necessary funding, build strong partnerships, and adapt to changing market conditions.
6. Conclusion
By implementing these recommendations, EduSports can extend its value proposition, achieve sustainable growth, and solidify its position as a leading provider of sports-based education and development programs. This will enable the organization to reach more children, empower them through sports, and create a positive impact on society.
7. Discussion
Other alternatives not selected include:
- Focusing solely on organic growth: This approach may be slower and less impactful, as it relies on existing resources and limited funding.
- Expanding into new markets without adequate research and planning: This could lead to financial losses and reputational damage.
- Ignoring technology and data analytics: This would limit EduSports' ability to optimize program delivery and measure impact effectively.
The key risks associated with the recommendations include:
- Insufficient funding: Securing adequate funding for expansion and technology investments is critical.
- Competition: The market for sports-based education is becoming increasingly competitive.
- Execution challenges: Implementing the recommendations effectively requires strong leadership, a skilled team, and robust operational processes.
8. Next Steps
To implement the recommendations, EduSports should take the following steps:
- Develop a detailed strategic plan: This plan should outline the specific goals, strategies, and timelines for each recommendation.
- Secure funding: Identify potential investors and partners and develop a compelling investment proposal.
- Build a strong team: Recruit and retain talented individuals with expertise in program development, technology, and business operations.
- Develop a robust marketing strategy: Create a comprehensive marketing plan to reach new target audiences and promote EduSports' expanded offerings.
- Continuously monitor and evaluate progress: Regularly assess the effectiveness of the recommendations and make adjustments as needed.
By taking these steps, EduSports can effectively extend its value proposition, achieve sustainable growth, and create a lasting impact on the lives of children and communities around the world.
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Case Description
In mid-September 2022, Saumil Majmudar, the co-founder, chief executive officer, and managing director of Sportz Village faced a problem. The company, based in Bengaluru, India, was India's leading sports education organization, which provided a structured physical education (PE) curriculum to K-12 schools. Thirteen years after its inception, EduSports, a division of Sportz Village, was unable to reach its goal of penetrating 5,000 schools with its PE curriculum. Research had indicated that the low penetration rate stemmed from not offering inter-school sports competitions to showcase the ability of the students involved in the structured PE program. Majmudar had to evaluate between two funding sources to enable EduSports to offer inter-school sports competitions: pass on the increased subscription price to students or keep the subscription price the same but look for brands to offset the increased costs of running inter-school events. Given that the yearly sales cycle would begin in about two weeks, Majmudar's decision was urgent.
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