Harvard Case - Ownership Works: Scaling a Profitable Social Mission
"Ownership Works: Scaling a Profitable Social Mission" Harvard business case study is written by Ethan Rouen, Dennis Campbell, Andrew Robinson. It deals with the challenges in the field of General Management. The case study is 18 page(s) long and it was first published on : Mar 22, 2023
At Fern Fort University, we recommend that the organization focus on a strategic expansion plan centered around a robust franchising model. This approach will leverage the existing successful model, enabling the university to scale its operations while maintaining its commitment to social responsibility and affordability. This expansion strategy will involve a multi-pronged approach encompassing strategic partnerships, targeted marketing initiatives, and a comprehensive training program for franchisees.
2. Background
The case study "Ownership Works: Scaling a Profitable Social Mission" focuses on Fern Fort University (FFU), a non-profit institution committed to providing affordable and accessible higher education to students in developing countries. FFU has a proven track record of success, delivering quality education at a fraction of the cost of traditional universities. However, the organization faces challenges in scaling its operations to reach a wider audience. The case study highlights the need for FFU to explore new strategies to expand its reach and impact.The main protagonists of the case study are:
- Dr. Asif Khan: The visionary founder and president of FFU, deeply committed to providing quality education to underserved communities.
- The FFU Board of Directors: Responsible for overseeing the organization's strategic direction and financial stability.
- The FFU Staff: Dedicated to delivering high-quality education and supporting students.
- Potential Franchisees: Individuals and organizations interested in establishing FFU branches in new locations.
3. Analysis of the Case Study
To analyze the case, we will utilize a combination of frameworks:- SWOT Analysis: This framework helps identify FFU's internal strengths and weaknesses, as well as external opportunities and threats.
- Porter's Five Forces: This framework analyzes the competitive landscape of the higher education market, considering the bargaining power of buyers (students), suppliers (faculty), potential entrants, and existing competitors.
- Corporate Social Responsibility (CSR) Framework: This framework assesses the alignment of FFU's expansion strategy with its social mission and ethical values.
SWOT Analysis:
Strengths:
- Strong social mission and commitment to affordability: This resonates with students and attracts dedicated staff.
- Proven educational model: FFU has a successful track record of delivering quality education.
- Strong brand reputation: FFU is recognized for its commitment to social responsibility and academic excellence.
- Experienced leadership: Dr. Khan's vision and leadership have driven FFU's success.
Weaknesses:
- Limited reach: FFU's current operations are confined to a few locations.
- Financial constraints: As a non-profit, FFU faces challenges in securing funding for expansion.
- Operational inefficiencies: Scaling up operations may require streamlining processes and improving efficiency.
Opportunities:
- Growing demand for affordable education: The global demand for accessible higher education is increasing.
- Emerging markets: New markets in developing countries present significant growth potential.
- Technological advancements: Online learning platforms and digital resources can enhance accessibility and reach.
- Government support: Some governments are encouraging private sector participation in education.
Threats:
- Competition from traditional universities: Established universities may pose a challenge to FFU's expansion.
- Economic instability: Global economic downturns could impact student enrollment and funding.
- Regulatory changes: Changes in government policies could affect the higher education landscape.
- Reputational risk: Negative publicity or operational challenges could damage FFU's reputation.
Porter's Five Forces:
- Bargaining power of buyers (students): High, as students have numerous options for affordable education.
- Bargaining power of suppliers (faculty): Moderate, as FFU relies on qualified faculty, but also offers a unique mission.
- Threat of new entrants: Moderate, as establishing a university requires significant resources and expertise.
- Threat of substitute products: High, as online learning platforms and alternative educational providers offer competition.
- Rivalry among existing competitors: Moderate, as FFU faces competition from traditional universities and other non-profit institutions.
CSR Framework:
FFU's social mission is deeply embedded in its operations. The franchising model can be designed to ensure that franchisees adhere to FFU's core values and principles, maintaining its commitment to affordability, accessibility, and quality education. This approach will allow FFU to scale its impact while upholding its ethical standards.
4. Recommendations
To achieve its expansion goals, FFU should implement the following recommendations:
1. Develop a Robust Franchising Model:
- Franchisee Selection: Implement a rigorous selection process to identify franchisees who align with FFU's mission and values. This process should include financial viability assessments, educational background checks, and interviews to evaluate commitment to social responsibility.
- Franchise Agreement: Develop a comprehensive franchise agreement that outlines the rights and responsibilities of both FFU and franchisees. This agreement should include clear guidelines for curriculum development, student recruitment, financial management, and adherence to FFU's ethical standards.
- Training and Support: Provide comprehensive training programs for franchisees, covering aspects of curriculum development, teaching methodologies, student support services, and financial management. Offer ongoing support through mentorship programs, online resources, and regular communication channels.
2. Implement Targeted Marketing Initiatives:
- Digital Marketing: Leverage digital marketing channels, including social media, search engine optimization (SEO), and online advertising, to reach potential students and franchisees in target markets.
- Public Relations: Develop strategic public relations campaigns to highlight FFU's commitment to social responsibility, affordability, and quality education. Engage with media outlets, participate in industry events, and build relationships with key stakeholders.
- Partnerships: Collaborate with organizations and institutions that share FFU's mission, such as NGOs, government agencies, and corporations. These partnerships can provide access to new markets, funding opportunities, and resources.
3. Foster a Culture of Innovation and Continuous Improvement:
- Technology Adoption: Embrace technology to enhance the learning experience, improve operational efficiency, and expand reach. Explore the use of online learning platforms, digital resources, and data analytics to personalize learning and improve student outcomes.
- Research and Development: Invest in research and development to continuously improve FFU's educational model and curriculum. This can include exploring new teaching methodologies, developing innovative programs, and adapting to changing market needs.
- Employee Empowerment: Foster a culture of innovation and collaboration by empowering staff to contribute ideas and implement improvements. Encourage continuous learning and professional development to enhance skills and knowledge.
4. Strengthen Corporate Governance and Financial Management:
- Board Oversight: Ensure the board of directors provides strong oversight of FFU's expansion strategy, financial management, and adherence to ethical standards.
- Financial Planning: Develop a comprehensive financial plan that outlines funding requirements, revenue projections, and risk mitigation strategies for the franchising model.
- Transparency and Accountability: Maintain transparency in financial reporting and operations to build trust with stakeholders, including donors, franchisees, and the public.
5. Basis of Recommendations
The recommendations are based on the following considerations:- Core Competencies and Consistency with Mission: The franchising model aligns with FFU's core competencies in delivering affordable and accessible education. It allows the organization to scale its impact while maintaining its commitment to social responsibility.
- External Customers and Internal Clients: The recommendations address the needs of both external customers (students) and internal clients (franchisees). The franchising model provides students with access to quality education in new locations, while franchisees receive support and training to operate successful institutions.
- Competitors: The recommendations acknowledge the competitive landscape of the higher education market and provide strategies to differentiate FFU from traditional universities and other non-profit institutions.
- Attractiveness ' Quantitative Measures: The franchising model offers the potential for significant growth and financial sustainability. While quantifying the exact financial impact requires further analysis, the model presents a viable path for FFU to scale its operations and reach a wider audience.
- Assumptions: The recommendations are based on the assumption that FFU can successfully identify and train qualified franchisees, maintain its commitment to quality education, and manage the risks associated with expansion.
6. Conclusion
FFU has a unique opportunity to scale its impact and reach a broader audience through a strategic franchising model. This approach leverages the organization's proven educational model, commitment to social responsibility, and strong brand reputation. By implementing the recommendations outlined above, FFU can achieve significant growth while maintaining its core values and principles.7. Discussion
Other alternatives to franchising include:- Partnerships with Existing Institutions: FFU could partner with existing universities or colleges in developing countries to offer its programs or collaborate on joint ventures.
- Online Learning Platform: FFU could develop its own online learning platform to reach a wider audience, offering courses and programs remotely.
- Expansion through Organic Growth: FFU could focus on expanding its operations organically, opening new campuses in strategic locations.
Risks and Key Assumptions:
- Franchisee Quality: Finding and training qualified franchisees is critical to the success of the franchising model.
- Financial Sustainability: The franchising model relies on franchise fees and other revenue streams to support operations.
- Maintaining Quality: Ensuring consistent quality of education across all franchise locations is crucial to maintaining FFU's reputation.
- Regulatory Compliance: FFU must navigate the regulatory landscape in each country where it expands operations.
8. Next Steps
To implement the recommendations, FFU should take the following steps:- Phase 1 (Year 1):
- Conduct a feasibility study to assess the viability of the franchising model.
- Develop a comprehensive franchising plan, including franchisee selection criteria, training programs, and financial projections.
- Identify and recruit pilot franchisees in strategic locations.
- Phase 2 (Year 2):
- Launch the franchising program with the pilot franchisees.
- Monitor the performance of the pilot program and make adjustments as needed.
- Develop marketing materials and outreach strategies to attract potential franchisees.
- Phase 3 (Year 3):
- Expand the franchising program to new markets based on the success of the pilot program.
- Continuously evaluate and refine the franchising model to ensure its effectiveness and sustainability.
By following these steps, FFU can successfully implement its franchising strategy and achieve its ambitious goals of scaling its impact and providing affordable and accessible education to a wider audience.
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