Byju's is an Indian edtech startup that provides online educational material through its app and website. It has over 80 million registered students and aims to expand into global markets like the US. The summary analyzes Byju's business model, strategies for expansion into the US, and activities already undertaken there like acquisitions of Osmo and TutorVista. Porter's five forces and a PEST analysis are also presented to understand the opportunities and challenges of entering the US market.

1. CASE DISCUSSION

2. OUTLINE
About Byju’s
Observation
SWOT analysis
Analysis.
Porter five forces

3. Mission &
Vision
Mission: At BYJU’S, their mission is to help children
fall in love with learning. Our learning products
have enabled millions of students across the globe
to take the initiative to learn on their own
Vision: BYJU'S vision was to complete learning
experience that integrates classes from the best of
the teachers, assessments and assignments which
are personalized for every student, along with in-
depth analysis and recommendations.

4. Technology
ContentMedia
• Researched pedagogy
• Extensive knowledge
maps
• Rockstar teachers
• Personalised
learning
• Scalable platform
• Flexible access
• Appealing to students across different domain
• Interactive

6. About Byju’s
timeline
2006-started offering a cat preparation classes with 35-40
students.
Number grew to 1000 in seven weeks.
Organised workshop first free then paid.
End 2006 organised workshops in auditorium for working
professional.
Expanded into 4 cities.
2007 started targeting undergraduate student by doing
workshop in colleges.
2009 decided to expand with video content .

7. About Byju’s timeline
Had presence over 45
locations. Added new
classes for other
examination. IAS.
2010
started Byju’s.
2011
product testing,
interaction. Creating
content with specialised
panel.
2012
Introduced first ever
learning programme on
tablet for students of 8-
12.
2014
first ever mobile
application.
2015
achieved more than
300000 active subscribers
.
2016

8. Observations
Strongly transformational leadership of Raveendran .
Differentiated his company products which make
people believe learning is fun.
Product quality was top notch that’s why students tend
to join in huge number even on the time of workshops.
Creation of interactive content by leveraging
technology is the main focus.
The company has successfully exploited the
opportunity of growing smartphone population.
Freemium model also provided that lead generation
strategy for acquiring new consumers.

9. Observations
“Mentoring” sales pitch helped the company to
achieve relatively high revenue.
Aggressive marketing strategy .
In a country where people are not used to with the
subscription based model, still the company is able to
get 300000 people paying at least 10000 as a annual
subscription fee.
Competitors are unable to create such content.
Brought the ideal 1:1 teacher-student classroom
experience to a more convenient form—on a mobile or
tablet.

10. Business strategy

11. Competitive strategies
 In India, learning is mostly exam focused; you memorize, you replicate, and
you forget. Byju believes that real learning involves curiosity, asking
questions and finding problems, whereas we are getting trained to solve
questions.
 Some students like to learn through stories, some like to see visuals, and
others appreciate the actual theory. Thus Byju’s went with four formats,
odds of his understanding at least one are high.
 Key differentiator was to engaging and interactive content. BYJU’S added
hand movements engaged viewers at two levels: teachers and the hand
movements.

12. Competitive strategies
 Quality videos required the firm to do everything in-house.
 Thus BYJU’S had the same set of teachers for a school level such as middle
and high school.
 For lessons for younger children, it used young kids as teachers. If they saw
someone their age who has command over a topic, they believed that they
too can master it easily.”
 Byjus operated through two versions, online version for laptops, tablets, and
mobile phones, and an SD (memory) card version.

13. SWOT analysis:
Strength
 High product Quality : a mix of video
lessons and interactive tools to
personalise learning for every student.
Visual graphics and animations to get
students engaged.
 Strong brand recognition : One of the
India’s most popular app.300000 annual
paid subscribers. Chan Zuckerberg
Initiative
 Market Leadership Position - Byju's
App has a strong market leadership
position. It has helped the company to
rapidly scale new products successes.
 Business model: Freemium model.
 Quality talent management : Small
teams with 3-4 engineering graduate,
1-2 subject researcher, with faculty 10-
15 years of experience.
 Diverse product range: Caters to cat ,
IIT JEE , Cat , IAS as well as K-12
segment.

14. Byju’s in numbers

15. Weakness:
1. Finding out the cost-effective
sales model is critical.
2. The number of enrolments in US is
lower and hence the sustainability of
the model is critical.
3. Also, investment on education by
parents in US is below average.

16. Opportunities
REGIONAL
LANGUAGES
GROWING
DIGITALISATION IN
INDIA
INTRODUCING FOR
PROFESSIONAL
COURSES
UNTAPPED SEMI
URBAN INDIA.
ONLY TAPPED
MERELY 2% OF THE
STUDENTS.

17. Threat
Business model could be imitated.
High cost of replacing existing experts or classes.
Data privacy.
Competitive pressures.
High lead time to produce one course.

18. Analysis:
1.US GDP(54,629) per captia is around 10 time of
India(5,701).
Where as US govt. expenditure is 10421 for primary student
and for secondary student it spends around 11516.8 , where
India almost spends twice amount of money comparing
primary education to secondary education.
The number of people discontinue their school after primary
education is relatively high compared to US. So, that means
students are having less infrastructure, which opens door
for ed tech industry.
According to reports 81% of students in Highschool have
their own phone.

20.  From the exhibit 11 we can understand that in US there is a significant percentage of parent
who would consider paying for additional tutoring of their child in different levels.

21. Porter five forces

22. Threat of
new
entrance :
Though the content of byju’s is unique having
interactive graphics, It can still be copied.
The cost of making new content will be there as
they can’t use same content over in USA.
Education structure is mainly public in USA. Though
private sector is there but still compared to byju’s
content, there is no such company .
Entry barrier is there because of huge scale public
school education system.

23. Competitive
Rivalry
Khan academy provides free online education.
Online classes mostly based on remedial classes.
Incumbent private investment in edu-tech is based
on school operation, teacher needs segment,
curriculum products.
Absence of sustainable business model.

24. Buyer power
(Low)
In USA 43% of the parents conform to pay
additional amount for their kids education.
In the B2C segment not many competitors are
there. Only Khan academy , edomodo , class
dojo, remind is there.
Age of learning is a significant player in K12
section.
Less competition gives less buying power to
consumer.

25. Supplier
power(High)
Teachers are the main contributors to
the sectors. Lot of experienced
teachers are available in this sector.
As number of teachers or faculties
are high they have higher bargaining
power.
Sometimes students prefer some
certain teacher in certain subject.

26. Threat of
substitution(High):
The content is the main key here.
If other companies can replicate
these kind of interactive content .
They can also gain market share.
USA market is more acceptable to
application based learning which is
positive for Byju’s.

27. Political
• Political stability and importance of Education &
Training Services sector in the country's economy.
•Level of corruption
• Intellectual property protection
• Curriculum changes that come with shorter lead times
Economic
• Cost of resources such as books or papers.
• Parents ability to raise funds needed for optional
activities
• Interest rate is also stable .
Social
•Lot of experienced faculties are there.
•
Technological
•US is a technological hub for cutting edge technology.
PEST
ANALYSIS

28. Satisfaction level

29. Survey

30. Strategy of Expansion
Creating a group of people who will work on
identifying the faculty .
Based on their identification inviting for their value
proposition.
Process for onboarding .
Creating speech and making interactive videos.
Acquiring such organisation who are already working
on technology-based education to understand
consumer preferences.

31. Strategy of Expansion

32. Strategic
expansion
"They (Chan-Zuckerberg Initiative) will give us reach
and initial advantage in terms of recognition in those
markets since most of the students are on Facebook.
We expect good support both in terms of reach for
international expansion and developmental support in
terms of future technology," - said Byju Raveendran,
founder and chief executive officer of BYJU’s.
He expects the product to be launched within the next
18-24 months. "We have a digital library that can be
customised for global markets in the K-12 segment."

33. Byju's US
activities
Byjus acquired US based playful learning
company Osmo for 120 million Dollar in June
2019.
Acquisition of Tutor visa one of the largest
tutoring brands catering to school and college
students in the US in July 2017.
Acquisition of licences of hundreds of
characters from Disney to use cartoon
characters to teach math science etc.
Planning to Launch Disney Byjus early Learn in
collaboration with US based conglomerate
Walt Disney .

34. References
 https://blogs.edweek.org/edweek/DigitalEducation/2018/02/smartphones_st
udent_learning_classrooms_K12_education.html
 https://www.business-standard.com/article/companies/byju-s-to-take-
learning-app-to-us-uk-market-116112400959_1.html