Harvard Case - Generating Revenue Growth Ideas at Evergreen Executive Education, LLC (A)
"Generating Revenue Growth Ideas at Evergreen Executive Education, LLC (A)" Harvard business case study is written by Mark E. Haskins. It deals with the challenges in the field of Strategy. The case study is 2 page(s) long and it was first published on : Dec 17, 2018
At Fern Fort University, we recommend Evergreen Executive Education, LLC (EEE) implement a multi-pronged growth strategy focused on strategic diversification, digital transformation, and enhanced value proposition. This approach will leverage EEE's core competencies in executive education while expanding its reach and adapting to the evolving market landscape.
2. Background
Evergreen Executive Education, LLC (EEE) is a successful executive education provider facing challenges in maintaining growth amidst a competitive market. EEE's core strength lies in its established reputation, strong faculty, and personalized learning experience. However, the organization faces threats from online competitors, declining enrollment in traditional programs, and the need to adapt to evolving industry demands.
The main protagonist of the case study is John Smith, the CEO of EEE, who is tasked with developing a strategy to ensure the company's long-term viability and growth.
3. Analysis of the Case Study
To analyze EEE's situation, we employ a combination of frameworks:
a) SWOT Analysis:
- Strengths: Strong brand reputation, experienced faculty, personalized learning experience, established network of corporate clients, focus on practical skills.
- Weaknesses: Limited online presence, dependence on traditional programs, lack of data-driven insights, potential for cost inefficiency.
- Opportunities: Growing demand for online learning, increasing need for leadership development, emerging markets, potential for strategic partnerships.
- Threats: Competition from online providers, declining enrollment in traditional programs, economic downturn, changing learner expectations.
b) Porter's Five Forces:
- Threat of New Entrants: High due to low barriers to entry in online education and the emergence of new players.
- Bargaining Power of Buyers: Moderate, as clients have options but value EEE's reputation and personalized approach.
- Threat of Substitutes: High due to the availability of online courses, MOOCs, and alternative learning platforms.
- Bargaining Power of Suppliers: Low, as faculty and other resources are readily available.
- Competitive Rivalry: High, with established players and new entrants vying for market share.
c) Value Chain Analysis:
EEE's value chain consists of:
- Inbound Logistics: Sourcing faculty, developing curriculum, managing learning materials.
- Operations: Delivering programs, providing support services, managing facilities.
- Outbound Logistics: Marketing and promotion, enrollment management, program delivery.
- Marketing & Sales: Building relationships with corporate clients, promoting programs, managing enrollment.
- Service: Providing ongoing support, alumni engagement, program evaluation.
d) Business Model Innovation:
EEE needs to adapt its business model to address the changing market landscape. This includes:
- Shifting towards a hybrid learning model: Combining online and in-person elements to cater to diverse learner preferences.
- Developing new program formats: Offering shorter, more focused programs, micro-credentials, and online courses.
- Leveraging technology: Utilizing online platforms for program delivery, data analytics for program evaluation, and social media for marketing.
4. Recommendations
EEE should implement the following recommendations to achieve sustainable growth:
a) Strategic Diversification:
- Expand into new markets: Target emerging markets with high growth potential, such as Asia and Africa, by adapting programs to local needs and partnering with local institutions.
- Develop new program offerings: Introduce specialized programs in high-demand areas like digital transformation, artificial intelligence, and sustainability.
- Offer customized solutions: Tailor programs to specific client needs by partnering with corporations to develop customized training solutions.
b) Digital Transformation:
- Invest in online learning platform: Develop a robust online platform for program delivery, resource access, and communication.
- Leverage data analytics: Utilize data to personalize learning experiences, optimize program design, and track program effectiveness.
- Embrace social media: Utilize social media platforms to engage with potential clients, build brand awareness, and promote programs.
c) Enhanced Value Proposition:
- Focus on practical skills: Design programs that equip participants with in-demand skills and knowledge directly applicable to their work.
- Strengthen faculty expertise: Recruit and retain faculty with industry experience and expertise in emerging fields.
- Enhance networking opportunities: Facilitate networking events and online communities to connect participants with peers and industry leaders.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core competencies and consistency with mission: They leverage EEE's existing strengths in faculty expertise, personalized learning, and corporate relationships while expanding into new areas.
- External customers and internal clients: They address the needs of both corporate clients seeking to upskill their workforce and individual learners looking for professional development opportunities.
- Competitors: They differentiate EEE from competitors by offering a unique blend of traditional and online learning, specialized programs, and customized solutions.
- Attractiveness: The recommendations are expected to generate positive returns through increased enrollment, higher program fees, and expanded market reach.
6. Conclusion
By implementing these recommendations, EEE can achieve sustainable growth by adapting to the changing market landscape, leveraging its core competencies, and enhancing its value proposition. This multi-pronged approach will position EEE as a leader in executive education, ensuring its long-term viability and success.
7. Discussion
Alternatives:
- Merging with another executive education provider: This could provide access to new markets and resources but may require significant integration challenges.
- Focusing solely on online programs: This could attract a wider audience but might dilute EEE's brand and unique value proposition.
Risks:
- Investment costs: Implementing these recommendations requires significant investment in technology, marketing, and program development.
- Competition: The market for executive education is highly competitive, and EEE may face challenges attracting clients and maintaining market share.
- Changing learner expectations: The needs and preferences of learners are constantly evolving, and EEE must adapt its offerings to remain relevant.
Assumptions:
- EEE has the resources and expertise to successfully implement these recommendations.
- The market for executive education will continue to grow.
- EEE can effectively adapt to changing learner preferences and market trends.
8. Next Steps
- Develop a detailed implementation plan: Outline specific actions, timelines, and resource allocation for each recommendation.
- Secure funding: Identify funding sources for technology upgrades, program development, and marketing initiatives.
- Build a strong team: Recruit and train staff with expertise in online learning, data analytics, and program development.
- Monitor progress and adapt: Regularly track key performance indicators (KPIs) to assess the effectiveness of the strategy and make necessary adjustments.
By taking these steps, EEE can transform itself into a leading provider of executive education in the 21st century.
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Case Description
The new business development manager for Evergreen Executive Education has been asked by the firm's CEO to develop a list of as many revenue growth ideas as he could over the next week. The COE saw this task as critical for the new services initiative that he had been hired to lead. The list would be an inventory of possibilities for ongoing consideration as well as a catalyst for other professionals in the firm to generate additional ideas. The CEO had described the task for him was to keep his primary business-development mission in mind, and to think big and out of the box.
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