This document discusses a for-profit education company. It provides an introduction and overview of the company's history, student enrollment numbers, acquisitions, and market share. It then analyzes the company's finances, growth rates, cash reserves, and competitive positioning. It identifies key driving forces like regulations, default rates, and publicity that impact the company. Finally, it considers three strategic alternatives and recommends expanding into Asia as the grand strategy, outlining an implementation process and control measures.

3. Company HistoryINTRODUCTION
Company History - Company Stats - Strategic & Competitive Positioning

4. INTRODUCTION
Company History - Company Stats - Strategic & Competitive Positioning
Student Growth
Company Acquisitions
Market Share

5. INTRODUCTION
Company History - Company Stats - Strategic & Competitive Positioning

7. MAIN ISSUES
Government Regulations
Default Rate
Bad Press

9. ANALYSIS
Financial Analysis – Driving Forces – SWOT
Net Revenue
(in billions)

10. ANALYSIS
Financial Analysis – Driving Forces – SWOT
Average Growth

11. ANALYSIS
Financial Analysis – Driving Forces – SWOT
Unrestricted Cash

12. 400,000
136,000
116,000
60,000
0
50,000
100,000
150,000
200,000
250,000
300,000
350,000
400,000
450,000
Apollo EMC CEC Strayer
Current Enrollment of Top 4 For-Profit Universities
Apollo
EMC
CEC
Strayer
ANALYSIS
Financial Analysis – Driving Forces – SWOT

13. ANALYSIS
Financial Analysis – Driving Forces – SWOT
Social
Political/Legal & Regulatory
Technology
Economic Conditions

14. ANALYSIS
Financial Analysis – Driving Forces – SWOT
STRENGTHS
Superior Technology and Product Innovation
Strategic Integration
Expansive Product Line
WEAKNESSES
Compensation Structure
Largely High Risk Students
Dependent on External Factors
OPPORTUNITIES
Broadening Student Market
Economic Recession
Growing middle class in BRIC countries
THREATS
Government regulations
Bad Press
Decline in Acceptance of Online Education

16. ALTERNATIVE #1
Swift Diversification
Increase customer base
Complex processes
Integration issues

17. ALTERNATIVE #2
• Exponential economic growth
predicted in Asia
• Increased customer base
• Minimal govt. regulations
• Increased educational demand
• Increased disposable income
• Limited competition vs US
• Loss of intellectual
property
• Cultural issues
• Financial risk

18. ALTERNATIVE #3
• Leverages IT Strength
• Positive brand association with
Cisco
• Creates Synergy with Education
• Increase Customer Base
• Corporate Training Industry Competitors
• Scalability of Corporate Partnerships
• Selling "Training" in Uncertain Economy
• Negative brand association with Outcomes

20. GRAND STRATEGY

21. GRAND STRATEGY
Decision Criteria
Strong customer base
Attractive economic conditions
Market growth
Lower risk of intellectual property theft
Growth in technology
Implementation cost
Strong existing distribution channels
Local brand reputation/recognition

22. GRAND STRATEGY
Fits ALL of Apollo’s
Goals & Objectives
Student Value
Company value
Sustainability

24. IMPLEMENTATION
Quarter 4
2011
• Due diligence in
acquisition
• Integrate operations
• Initial pilot test run
• Impact projection
• Performance & quality
monitor
• Troubleshoot
Quarter 1
2012
• Iterative cycles of
improvement
• Continued horizontal
integration
• Feedback
• Expand test run
• Troubleshoot
• Program launch
Quarter 2
2012
• Continual expansion
and testing
• Course corrections as
needed
• Capacity and demand
driven marketing plan
• Program Launch
Quarter 3
2012
• Continue to monitor
and adjust capacity,
demand and quality
• Launch marketing
campaign through
distribution channels
• Program Launch
4 STAGE IMPLEMENTATION PROCESS

26. CONTROLS
Define Measure Analyze Improve Control

27. CONTROLS

29. Amy Patz Martha Martinez Stephen Richards Tina Bielefeld