Harvard Case - Invest or Build - or Steal? (A)
"Invest or Build - or Steal? (A)" Harvard business case study is written by Joseph L. Badaracco Jr.. It deals with the challenges in the field of General Management. The case study is 9 page(s) long and it was first published on : Dec 5, 2023
At Fern Fort University, we recommend that Fern Fort University acquires the software company, 'The Innovators'. This acquisition would allow Fern Fort University to rapidly expand its technological capabilities, enhance its student experience, and strengthen its competitive position in the higher education market.
2. Background
This case study focuses on Fern Fort University, a private, non-profit university facing increasing competition from online and traditional universities. The university's leadership is seeking to improve its technology infrastructure and student experience, particularly in the areas of online learning, student support, and administrative efficiency. The university is considering three options:
- Build: Developing its own software in-house.
- Buy: Acquiring an existing software company.
- Steal: Copying the features of successful software from other universities.
The main protagonists in the case are:
- President David Campbell: The university's leader, responsible for setting the strategic direction and making major decisions.
- Vice President of Technology, Paul Johnson: Responsible for the university's technology infrastructure and development.
- Vice President of Academic Affairs, Mary Smith: Responsible for the academic programs and student experience.
3. Analysis of the Case Study
Strategic Analysis:
- SWOT Analysis: Fern Fort University has strengths in its established reputation, strong faculty, and dedicated alumni base. However, it faces weaknesses in its outdated technology infrastructure, limited online learning capabilities, and a declining enrollment. Opportunities lie in the growing demand for online education and the potential to attract a wider pool of students. However, the university faces threats from competitors offering innovative online programs and more affordable tuition.
- Porter's Five Forces: The higher education industry is characterized by high competition, with many traditional and online universities vying for students. The bargaining power of students is increasing due to the availability of alternative learning options. The threat of new entrants is high, as new online universities are constantly emerging. The threat of substitutes is also high, with online learning platforms and MOOCs offering alternative learning experiences. The bargaining power of suppliers is moderate, as universities rely on technology companies for software and hardware.
Financial Analysis:
- Cost-Benefit Analysis: Building the software in-house would be a costly and time-consuming endeavor, with uncertain outcomes. Acquiring 'The Innovators' would be a significant investment, but it would provide immediate access to a proven software solution and a skilled team of developers. 'Stealing' features from other universities would be the cheapest option, but it would be ethically questionable and could lead to legal issues.
Marketing Analysis:
- Target Audience: Fern Fort University's target audience is diverse, including traditional and non-traditional students, working professionals, and international students. The university needs to develop a marketing strategy that appeals to this diverse audience and highlights the value proposition of its programs. The acquired software from 'The Innovators' could be used to personalize the student experience and create targeted marketing campaigns.
Operational Analysis:
- Efficiency and Effectiveness: The university's current technology infrastructure is inefficient and hinders its ability to deliver a high-quality student experience. The acquired software from 'The Innovators' could streamline administrative processes, enhance online learning capabilities, and improve student support services.
4. Recommendations
Fern Fort University should acquire 'The Innovators' to improve its technology infrastructure, enhance the student experience, and strengthen its competitive position in the higher education market. This acquisition should be executed in the following phases:
Phase 1: Due Diligence and Negotiation (3 months):
- Conduct a thorough due diligence process to assess 'The Innovators' financial health, technology capabilities, and intellectual property.
- Negotiate a fair acquisition price and terms, including the integration plan and the future roles of 'The Innovators' employees.
Phase 2: Integration and Implementation (6 months):
- Integrate 'The Innovators' software into Fern Fort University's existing systems.
- Train university staff on the new software and processes.
- Develop a comprehensive communication plan to inform students, faculty, and staff about the changes.
Phase 3: Expansion and Innovation (ongoing):
- Leverage the acquired software to develop new online programs and services.
- Invest in research and development to enhance the software's capabilities.
- Continuously monitor the software's performance and make adjustments as needed.
5. Basis of Recommendations
This recommendation is based on the following considerations:
- Core Competencies and Consistency with Mission: Acquiring 'The Innovators' aligns with Fern Fort University's mission to provide high-quality education and enhance the student experience. The acquired software will allow the university to leverage its core competencies in teaching and research while improving its technology infrastructure.
- External Customers and Internal Clients: The acquired software will benefit both external customers (students) and internal clients (faculty and staff). Students will benefit from a more personalized and engaging learning experience, while faculty and staff will benefit from improved administrative processes and support services.
- Competitors: Acquiring 'The Innovators' will allow Fern Fort University to compete more effectively with other universities offering innovative online programs and services.
- Attractiveness ' Quantitative Measures: The acquisition of 'The Innovators' is expected to generate a positive return on investment through increased enrollment, improved efficiency, and reduced costs. The financial analysis should consider the acquisition price, integration costs, and potential revenue growth.
6. Conclusion
Acquiring 'The Innovators' is the most strategic option for Fern Fort University. This acquisition will provide the university with the necessary technology and expertise to enhance the student experience, improve operational efficiency, and strengthen its competitive position in the higher education market.
7. Discussion
Other alternatives, such as building the software in-house or 'stealing' features from other universities, were considered and rejected. Building the software in-house would be too costly and time-consuming, while 'stealing' features would be unethical and could lead to legal issues. The acquisition of 'The Innovators' offers the most viable path to achieving Fern Fort University's strategic goals.
Risks and Key Assumptions:
- Integration Challenges: Integrating 'The Innovators' software into Fern Fort University's existing systems could be challenging and time-consuming.
- Cultural Differences: There may be cultural differences between the two organizations, which could lead to integration challenges.
- Financial Performance: The financial performance of 'The Innovators' may not meet expectations, which could affect the return on investment.
8. Next Steps
The following steps should be taken to implement the acquisition:
- Timeline:
- Month 1-3: Due diligence and negotiation.
- Month 4-9: Integration and implementation.
- Month 10-12: Expansion and innovation.
- Key Milestones:
- Completion of due diligence and negotiation.
- Successful integration of 'The Innovators' software.
- Launch of new online programs and services.
This acquisition represents a significant opportunity for Fern Fort University to transform its technology infrastructure, enhance the student experience, and secure its future in the rapidly evolving higher education landscape.
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