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Harvard Case - Minerva 2004: Discovery

"Minerva 2004: Discovery" Harvard business case study is written by John R. Wells, Benjamin Weinstock. It deals with the challenges in the field of Strategy. The case study is 9 page(s) long and it was first published on : Sep 2, 2020

At Fern Fort University, we recommend Minerva adopt a strategic growth strategy focused on disruptive innovation and globalization, leveraging its core competencies in technology and analytics to create a sustainable competitive advantage in the higher education market. This strategy will involve:

  • Developing a robust online learning platform with a focus on personalized learning experiences and AI-powered teaching tools.
  • Expanding into new international markets with a focus on emerging markets and strategic alliances with local institutions.
  • Investing in research and development to stay at the forefront of educational technology and disruptive innovation.
  • Building a strong brand identity through digital marketing and social media engagement.
  • Developing a clear and compelling value proposition that resonates with students and employers.

2. Background

Minerva is a young, innovative university that offers a unique, technology-driven approach to higher education. The case study focuses on Minerva's early years, highlighting its challenges and opportunities as it seeks to establish itself as a leading player in the global education market. The main protagonists are Ben Nelson, Minerva's Founder and CEO, and the company's leadership team, who are grappling with the challenges of scaling the business and developing a sustainable growth strategy.

3. Analysis of the Case Study

Industry Analysis: The higher education industry is undergoing significant disruption due to the rise of online learning, the increasing demand for affordable education, and the growing importance of technology in the workplace.

Porter's Five Forces:

  • Threat of New Entrants: High, due to the low barriers to entry in the online education market.
  • Bargaining Power of Buyers: High, as students have many choices and are increasingly price-sensitive.
  • Bargaining Power of Suppliers: Low, as universities rely on a variety of suppliers for services and technology.
  • Threat of Substitutes: High, as alternative forms of education, such as MOOCs and bootcamps, are gaining popularity.
  • Competitive Rivalry: High, as traditional universities and online learning platforms compete for students.

SWOT Analysis:

Strengths:

  • Innovative and technology-driven approach to education.
  • Strong faculty with expertise in online learning.
  • Global network of students and alumni.
  • Focus on developing critical thinking and problem-solving skills.

Weaknesses:

  • Limited brand recognition.
  • Relatively small student body.
  • High cost of tuition.
  • Dependence on technology infrastructure.

Opportunities:

  • Growing demand for online learning.
  • Expanding into new international markets.
  • Partnerships with corporations and government agencies.
  • Development of new educational technologies.

Threats:

  • Competition from established universities and online learning platforms.
  • Regulatory changes in the education sector.
  • Technological disruptions.
  • Economic downturn.

Resource-Based View: Minerva's core competencies lie in its technology and analytics, faculty expertise, and global network. These resources provide a sustainable competitive advantage by enabling Minerva to deliver a unique and valuable educational experience.

Value Chain Analysis: Minerva's value chain consists of:

  • Research and Development: Developing innovative educational technologies and curriculum.
  • Faculty Acquisition and Development: Recruiting and training high-quality faculty.
  • Student Recruitment and Admissions: Attracting and selecting qualified students.
  • Online Learning Platform: Delivering a high-quality online learning experience.
  • Student Support Services: Providing academic and personal support to students.
  • Alumni Relations: Building strong relationships with graduates.

Business Model Innovation: Minerva's business model is based on a subscription-based model that offers a premium educational experience at a competitive price. This model is designed to attract students who value quality and innovation over traditional university experiences.

4. Recommendations

  1. Develop a Robust Online Learning Platform: Minerva should invest in developing a state-of-the-art online learning platform that leverages AI and machine learning to personalize learning experiences, provide real-time feedback, and adapt to individual student needs. This platform should be designed to be accessible and engaging, with features such as:

    • Interactive simulations and gamification.
    • Adaptive learning algorithms.
    • Virtual reality and augmented reality experiences.
    • Collaborative learning tools.
    • Integrated assessment and feedback systems.
  2. Expand into New International Markets: Minerva should pursue a globalization strategy by expanding into new international markets, particularly in emerging markets where there is a growing demand for quality education. This expansion should be driven by:

    • Strategic alliances with local universities and institutions.
    • Developing culturally relevant curriculum and learning materials.
    • Recruiting faculty with international experience.
    • Leveraging digital marketing and social media to reach global audiences.
  3. Invest in Research and Development: Minerva should continue to invest in research and development to stay at the forefront of educational technology. This includes:

    • Developing new learning technologies.
    • Conducting research on effective online learning practices.
    • Partnering with leading technology companies.
    • Exploring the use of emerging technologies such as blockchain and virtual reality.
  4. Build a Strong Brand Identity: Minerva should focus on building a strong brand identity through digital marketing and social media engagement. This includes:

    • Creating compelling content that highlights the unique value proposition of Minerva.
    • Developing a strong social media presence.
    • Engaging with influencers and thought leaders in the education sector.
    • Building a strong alumni network that serves as brand ambassadors.
  5. Develop a Clear and Compelling Value Proposition: Minerva should clearly articulate its value proposition to students and employers. This value proposition should emphasize:

    • The quality and innovation of its educational experience.
    • The development of critical thinking and problem-solving skills.
    • The global network of students and alumni.
    • The career readiness of its graduates.

5. Basis of Recommendations

These recommendations align with Minerva's mission to provide a world-class education that prepares students for success in the 21st century. They also consider the following:

  • Core Competencies: The recommendations leverage Minerva's core competencies in technology and analytics to create a unique and valuable educational experience.
  • External Customers: The recommendations address the needs of students and employers by providing a high-quality, affordable, and globally relevant education.
  • Competitors: The recommendations differentiate Minerva from its competitors by focusing on disruptive innovation, globalization, and personalized learning.
  • Attractiveness: The recommendations are expected to generate a positive return on investment through increased student enrollment, tuition revenue, and brand recognition.

6. Conclusion

Minerva has the potential to become a leading player in the global education market by embracing disruptive innovation and globalization. By investing in technology, expanding into new markets, and building a strong brand identity, Minerva can create a sustainable competitive advantage and achieve its ambitious goals.

7. Discussion

Alternatives:

  • Focusing solely on the domestic market: This would limit Minerva's growth potential and expose it to increased competition from established universities.
  • Adopting a traditional university model: This would undermine Minerva's unique value proposition and fail to capitalize on the opportunities presented by technology.

Risks:

  • Technological disruptions: Rapid advancements in technology could render Minerva's platform obsolete.
  • Regulatory changes: Changes in government regulations could hinder Minerva's expansion into new markets.
  • Economic downturn: A global economic downturn could reduce student demand for higher education.

Key Assumptions:

  • Continued demand for quality online education.
  • Availability of funding for research and development.
  • Ability to attract and retain high-quality faculty.

8. Next Steps

  1. Develop a detailed strategic plan outlining the implementation of the recommendations.
  2. Secure funding for research and development, platform development, and international expansion.
  3. Recruit and train faculty with expertise in online learning and international education.
  4. Develop a comprehensive marketing and communications strategy to build brand awareness and attract students.
  5. Establish partnerships with universities and institutions in target markets.
  6. Monitor progress and make adjustments as needed.

The implementation of these recommendations will require a strong commitment from Minerva's leadership team and a culture of innovation and collaboration. By embracing these changes, Minerva can position itself for long-term success in the rapidly evolving higher education landscape.

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Case Description

After nearly five years in operation, Doctor Cynthia Bamdad, founder and CEO of Minerva Biotechnologies Corporation (Minerva), was reflecting on the company's next steps. In a few short years, she and her small team had managed to develop a nanoparticle process for testing new drugs that was orders of magnitude faster than traditional approaches. Using this process, they had discovered the mechanism that caused 96% of all breast cancers and identified families of small molecule therapeutics that were effective in blocking this mechanism in live cells in the laboratory. Moreover, Bamdad did not think it would be long before the company could offer an early warning diagnostic for breast cancer, which would allow less invasive treatment of the condition. The company had filed several families of patent applications in support of these claims, but the challenge was funding. To date, Bamdad had relied on Federal Government grants and angel investors to fund the research, but the next steps would require much larger investment. Should Minerva seek to commercialize its drug development technology to help fund the riskier steps of drug development? Should it focus on a diagnostic which would make current treatments more effective? Should it license its small molecule therapeutics to one of the many well-funded companies seeking cures for cancer? Or should Bamdad raise capital to support tests in mice in order to reach the Federal Drug Administration IND (Investigational New Drug) application stage of drug discovery? This would allow clinical trials in humans, which would require more capital, but an IND would increase the value of Minerva's intellectual capital substantially. What should Bamdad do?

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