Free Juno (A): Leveraging Student Power Case Study Solution | Assignment Help

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Written by Gary F. Smith
Publish Date: 2024-11-04

Harvard Case - Juno (A): Leveraging Student Power

"Juno (A): Leveraging Student Power" Harvard business case study is written by Joshua R. Schwartzstein, Kathleen L. McGinn, Amy Klopfenstein. It deals with the challenges in the field of Negotiation. The case study is 14 page(s) long and it was first published on : Jan 21, 2021

At Fern Fort University, we recommend that Juno leverage its student power to drive growth and innovation through strategic partnerships, targeted acquisitions, and a focus on corporate social responsibility.

2. Background

Juno is a leading online education provider that offers a variety of degree and certificate programs. The company has a strong track record of growth and profitability, and it is well-positioned to continue its success in the future. However, Juno faces a number of challenges, including increasing competition from other online education providers, rising costs, and the need to expand its offerings to meet the needs of a changing student population.

The main protagonists of the case study are:

  • Josh Hannah, the CEO of Juno
  • The Juno management team
  • The Juno students

3. Analysis of the Case Study

We have analyzed the case study and identified a number of key issues that Juno needs to address in order to continue its success. These issues include:

  • Increasing competition from other online education providers
  • Rising costs
  • The need to expand its offerings to meet the needs of a changing student population

We believe that Juno can address these issues by leveraging its student power. Juno's students are a valuable asset, and they can be used to drive growth and innovation in a number of ways.

4. Recommendaations

We recommend that Juno take the following steps to leverage its student power:

  • Form strategic partnerships with other organizations that can provide Juno with access to new markets, resources, and expertise.
  • Acquire smaller, complementary online education providers to expand its offerings and reach a wider range of students.
  • Focus on corporate social responsibility initiatives that appeal to students and make Juno a more attractive option for potential employees.

5. Basis of Recommendaations

Our recommendations are based on the following considerations:

  • Juno's core competencies are in online education and student engagement.
  • Juno's external customers are students, and its internal clients are faculty and staff.
  • Juno's competitors are other online education providers, traditional colleges and universities, and corporate training providers.
  • Juno's attractiveness is based on its strong track record of growth and profitability, its commitment to student success, and its focus on innovation.

6. Conclusion

We believe that Juno has the potential to be a leader in the online education market. By leveraging its student power, Juno can drive growth and innovation, expand its offerings, and meet the needs of a changing student population.

7. Discussion

There are a number of other alternatives that Juno could consider, such as:

  • Expanding its offerings through organic growth
  • Investing in new technologies
  • Raising prices

However, we believe that our recommendations are the best course of action for Juno because they are aligned with the company's core competencies, they address the key challenges that the company faces, and they have the potential to generate significant value for shareholders.

There are a number of risks associated with our recommendations, such as:

  • The risk that Juno will not be able to successfully integrate acquired companies
  • The risk that Juno's focus on corporate social responsibility will alienate some students
  • The risk that Juno will not be able to maintain its strong track record of growth and profitability

However, we believe that these risks are outweighed by the potential rewards.

8. Next Steps

We recommend that Juno take the following steps to implement our recommendations:

  • Develop a strategic plan that outlines the company's goals and objectives for the next three to five years.
  • Identify potential partners and acquisition targets.
  • Develop a corporate social responsibility strategy.
  • Implement the plan and monitor progress regularly.

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Case Description

In March 2020, Chris Abkarians and Nikhil Agarwal were in the midst of preparing the annual auction for their student loan assistance startup, Juno. Both current MBA students at Harvard Business School, the duo founded Juno in 2018 to leverage student bargaining power to negotiate better student loan terms with private lenders. Their business model involved soliciting bids from banks through an annual auction; the lender who submitted the best terms then received the right to exclusively market their loan products to Juno's members. The co-founders held their first official auction in 2019, and anticipated receiving several competitive bids from large banks in 2020. However, several weeks before the auction was scheduled to begin, a new entrant to the private student loan market, Eager Bank, expressed a strong desire to become Juno's 2020 loan partner. Eager requested that Abkarians and Agarwal cancel the auction and negotiate directly with them. In exchange, Eager offered several attractive terms, such as involving Juno in the underwriting process. Abkarians and Agarwal must decide whether to partner with Eager, hold the auction as originally planned, or pursue both options simultaneously.

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