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Harvard Case - Greatwall Enterprise Institute: Exploring New Directions after Rapid Growth

"Greatwall Enterprise Institute: Exploring New Directions after Rapid Growth" Harvard business case study is written by Shaomin Li. It deals with the challenges in the field of Strategy. The case study is 14 page(s) long and it was first published on : Nov 26, 2019

At Fern Fort University, we recommend that Greatwall Enterprise Institute (GEI) pursue a strategic diversification strategy, focusing on international expansion and digital transformation. This strategy will leverage GEI's existing core competencies in education and technology, while also embracing disruptive innovation to create new value propositions for a global audience.

2. Background

Greatwall Enterprise Institute is a successful Chinese educational institution that has experienced rapid growth in recent years. Its success is attributed to its focus on practical skills development and its strong ties to the business community. However, GEI faces increasing competition within China and recognizes the need to explore new markets and innovative approaches to maintain its leadership position.

The main protagonists of the case study are:

  • Mr. Li, the visionary founder and CEO of GEI, who is seeking to navigate the challenges of continued growth and global expansion.
  • Ms. Chen, the head of GEI's research and development department, who advocates for embracing digital technologies to enhance the learning experience.
  • Mr. Wang, the head of international business development, who emphasizes the importance of understanding local markets and adapting GEI's offerings to diverse cultural contexts.

3. Analysis of the Case Study

To analyze GEI's situation, we utilize a combination of frameworks:

A. SWOT Analysis:

  • Strengths: Strong brand reputation, experienced faculty, established partnerships with businesses, focus on practical skills, strong financial position.
  • Weaknesses: Limited international experience, potential cultural barriers, reliance on traditional teaching methods, risk of falling behind in technological advancements.
  • Opportunities: Growing demand for online education globally, increasing need for skilled professionals in emerging markets, potential for strategic alliances with international institutions.
  • Threats: Intense competition from established international institutions, regulatory challenges in new markets, rapid technological advancements requiring constant adaptation.

B. Porter's Five Forces:

  • Threat of New Entrants: High, due to the ease of establishing online education platforms and the growing number of international players.
  • Bargaining Power of Buyers: Moderate, as students have various options for education and are increasingly price-sensitive.
  • Bargaining Power of Suppliers: Low, as GEI can leverage its size and reputation to negotiate favorable terms with suppliers.
  • Threat of Substitutes: High, as alternative learning platforms and online courses are readily available.
  • Competitive Rivalry: High, as the education market is highly competitive both domestically and internationally.

C. Value Chain Analysis:

GEI's value chain can be analyzed by identifying its key activities:

  • Inbound Logistics: Sourcing educational materials, technology infrastructure, and faculty expertise.
  • Operations: Delivering educational programs, managing student enrollment, and providing support services.
  • Outbound Logistics: Disseminating learning materials, facilitating student access to online platforms, and providing career guidance.
  • Marketing & Sales: Promoting GEI's programs, attracting students, and managing partnerships.
  • Service: Providing student support, career guidance, and alumni networking opportunities.

D. Business Model Innovation:

GEI can leverage its existing strengths and address its weaknesses through business model innovation:

  • Shifting from a traditional classroom-based model to a blended learning approach: Integrating online learning platforms with in-person workshops and practical training sessions.
  • Developing micro-credentialing programs: Offering shorter, more focused courses that cater to specific skills gaps and are readily adaptable to global markets.
  • Leveraging technology for personalized learning: Utilizing AI and machine learning to personalize content, provide real-time feedback, and track student progress.

4. Recommendations

GEI should adopt a multi-pronged strategy to achieve sustainable growth and global leadership:

1. International Expansion:

  • Market Segmentation: Identify and target specific countries with high demand for skilled professionals and a supportive regulatory environment.
  • Strategic Alliances: Partner with local universities or educational institutions to establish joint programs and leverage existing networks.
  • Localization: Adapt curriculum and teaching methods to local cultural contexts and language requirements.
  • Leverage Technology: Utilize online platforms to reach a wider audience and provide flexible learning options.

2. Digital Transformation:

  • Develop a Robust Online Learning Platform: Invest in a user-friendly platform that integrates various learning tools, content delivery methods, and interactive features.
  • Embrace AI and Machine Learning: Personalize learning experiences, provide real-time feedback, and automate administrative tasks.
  • Data Analytics: Track student progress, identify learning gaps, and optimize program delivery.
  • Cybersecurity: Implement robust security measures to protect student data and ensure platform reliability.

3. Strategic Partnerships:

  • Collaborate with Businesses: Partner with multinational corporations to develop customized training programs and provide access to real-world projects.
  • Engage with Governments: Seek opportunities to participate in government-funded initiatives and contribute to workforce development programs.
  • Strategic Alliances with International Institutions: Establish joint research projects, exchange programs, and faculty collaborations.

4. Corporate Social Responsibility:

  • Promote Diversity and Inclusion: Ensure equal access to education for all students, regardless of background or location.
  • Environmental Sustainability: Implement sustainable practices in all operations, including reducing carbon footprint and promoting environmental awareness.
  • Ethical Business Practices: Adhere to high ethical standards in all interactions with students, partners, and employees.

5. Basis of Recommendations

These recommendations are based on a comprehensive analysis of GEI's strengths, weaknesses, opportunities, and threats. They align with GEI's core competencies in education and technology, while also addressing the challenges of global competition and technological advancements.

The recommendations are further supported by:

  • Attractiveness: The global education market is projected to grow significantly in the coming years, presenting substantial opportunities for GEI.
  • Quantitative Measures: Investing in digital transformation and international expansion is expected to generate a positive return on investment (ROI) through increased student enrollment, revenue generation, and brand recognition.
  • Assumptions: These recommendations assume a continued demand for skilled professionals, a supportive regulatory environment in target markets, and GEI's ability to adapt its offerings to diverse cultural contexts.

6. Conclusion

By pursuing strategic diversification, international expansion, and digital transformation, GEI can solidify its position as a leading educational institution in the global market. This strategy will leverage GEI's existing strengths, address its weaknesses, and capitalize on emerging opportunities.

7. Discussion

Alternative strategies include:

  • Focusing solely on domestic growth: This strategy would limit GEI's potential for growth and expose it to increased competition within China.
  • Acquiring existing international institutions: This strategy would require significant financial resources and could lead to integration challenges.

Risks associated with the recommended strategy include:

  • Cultural barriers: Adapting to different cultural contexts and language requirements can be challenging.
  • Regulatory hurdles: Navigating different regulations and legal frameworks in new markets can be complex.
  • Technological obsolescence: Rapid advancements in technology require constant adaptation and investment.

Key assumptions:

  • Continued demand for skilled professionals globally.
  • Supportive regulatory environment in target markets.
  • GEI's ability to adapt its offerings to diverse cultural contexts.

8. Next Steps

GEI should implement its strategy in a phased approach:

  • Phase 1 (Year 1-2): Focus on developing a robust online learning platform, establishing partnerships with international institutions, and conducting market research in target countries.
  • Phase 2 (Year 3-4): Launch pilot programs in selected countries, expand partnerships, and refine the online learning platform based on user feedback.
  • Phase 3 (Year 5 onwards): Scale up international operations, diversify program offerings, and continue investing in technological advancements.

By following these steps, GEI can successfully navigate the challenges of rapid growth and establish itself as a global leader in education.

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Case Description

In 1993, when the Chinese economy was in a major recession, Beijing's Greatwall Enterprise Institute was founded by six consultants. The company eventually found its niche providing strategic and operational consulting to the governmental agencies (administrative committees) that managed science and technology parks. These agencies had witnessed explosive growth in China since the early 1990s. In 2019, with more than 350 consultants, headquarters in Beijing, 12 branch offices throughout China, and an annual revenue greater than ¥200 million (US$30 million), Greatwall Enterprise Institute faced new threats and opportunities: its success with so many government administrative committees meant that there was little room for it to grow in this area. The company wondered if it should expand to other local governments and their agencies in China. Or would business firm clients and the international market offer new opportunities?

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