Sylvan Learning Systems Case Study Essay -- Education Tutoring Essays

awkward Learning Systems matter StudyThe clownish case study illustrates the challenges of building value and upward(a) chore performance through an acquisition and diversification system that did non coincide with the capabilities and competencies that originally built the wooded brand. Sylvan was founded by W. pick Fowler in 1979 and during his six course of instruction tenure, Berry developed the franchise business model, training and educational programs, and teaching methodology that provided Sylvan with a agonistical advantage in the education industry.1 Berry Fowler built his business strategy through an intimate understanding of customers needs and developed Sylvans core competencies around providing supplemental education designed to fill the educational gaps experienced by students. 1 Upon Berrys departure, Sylvans overbold CEO, Douglas Becker, embarked on a corporate- take strategy of related diversification. However, this strategy did not achieverfully trans late into financial economies between businesses nor did it obtain significant commercialize power through these additional levels of educational diversification.2 To that end, this case study al hapless look more closely at Sylvans deal of diversification and acquisition strategy, counsels leadership as Sylvan transitioned from their founder and the new course the organization charted to address additional challenges for the new millennium. W. Berry Fowler founded Sylvan Learning Center with an investment of $14,500 in 1979.1 As a former teacher and through his own experience of receiving tutoring suffice during college, Fowler hoped to prevent students falling short academically by filling the educational/learning gaps left by students primary educational provider.1 During his six year tenure, Fowler built Sylvans competitive advantage through its low cost franchise model, educational programs and teaching methodology. Of particular importance to the success of Sylvan Learnin g Centers (and sustained competitive advantage) was the ability to capitalize on the expertise and resources of local franchise owners (Fowler lacked the capital to expand on his own) and substantiate maximum benefit from knowledge they diffused throughout the organization.2 Additionally, through a nidused strategy of augmenting K-12 educational services offered by the public work system, Sylvan was able to capitalize and to integrate their i... ...e activities and focus that were critical to the Sylvans earlier success (i.e. Sylvan Ventures). That being said, Sylvans recent split into two companies to allow best focus and better investment decisions is clearly a gigantic step in the function direction. The goal of this restructuring through down scoping was to reduce Sylvans level of diversification, to eliminate unrelated businesses that didnt serve a strategic purpose, and to dish up top-level managers refocus on the core business.2 In the case for Laureate, Becker and his top management can solely focus on post-secondary education. For Educate, Inc, Chris Hoehn-Seric and his top-management can solely focus on the K-12 education market. With this focus, Educate, Inc and Laureate should marshal their resources to continue to define and mine opportunities in their respective segments of the fragmented educational market. References1. Ashaye, Cotts, Gray, Perry, Sylvan Learning Systems, Sylvan Learning Systems, Inc.2. Hoskisson, Hitt, Ireland, Competing for Advantage, Thomson Learning 2004.3. Educate, Inc., http//www.educate-inc.com4. Laureate Education, Inc., http//www.laureate-inc.com