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Apollo Presentation

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by

Mary Sullivan

on 29 April 2013

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Transcript of Apollo Presentation

•Apollo Group - founded in1973 by Dr. John Sperling

•Created in response to the shift in higher education demographics from a student population majorly made up of youth to a diverse population of working adult learners

•University of Phoenix is Apollo’s flagship institution

Quality academic programs, qualified faculty, and comprehensive student experience Company Background Mission Statement Current Objectives Macroenvironment Sociocultural Legal and Regulatory Economic Part 1 Industry Analysis Threat of Competition Threat of Substitutes Threat of New Entrants Threat of Buyers Threat of Suppliers Industry Analysis Competitive Matrix Success Factors Serious Competitors Part 2 Internal Audit Core Competence Distinctive competences Competitive advantage Unique organizational strengths Primary Secondary Porter Strategy Value Chain Analysis Ratio Analysis Liquidity Leverage Profitability External Factor Evaluation Top Opportunities Top Threats Score Internal Factor Evaluation Top Strengths Top Weaknesses Scores Part 3 SWOT Analysis Shared Values Strategy Structure Systems Style Skills Staff -To adjust to a smaller student body

-Incorporating career resources such as career planning tools and faculty support directly into the student learning experience

-Upgrading our learning and data platforms

-Changing marketing approaches to more effectively identify students who have a greater likelihood to succeed in Apollo's educational programs

-Have a passion for learning

-Embrace innovation: Creating new solutions. Making old solutions better.

-Empower excellence "Apollo Group recognizes and embraces the diversity of its students, staff and faculty and, in recognition of this diversity, strives to maintain a united environment embodying principles of mutual respect and acceptance for everyone. It is within this environment that Apollo Group and its stakeholders will achieve success." Part 3 Part 2 Part 1 External Analysis Technological Internal Analysis Conclusions & Strategies Company Background
Macroenvironment Analysis
Industry Analysis
Competitive Matrix
External Factor Evaluation Internal Audit
Value Chain Analysis
Financial Ratio Analysis
Internal Factor Evaluation SWOT Analysis
Strategy & Seven S Model Analysis
-Overall medium force.

-For-profits have demonstrated significant strengths, but have not usurped not-for-profit institutions in all areas.

-Possibility to not go to post-secondary school

-Threat of continuing post-secondary education at another institution.

-Statistics:
~ about 60% of college students attend more than one institution before they graduate.

-For-profit over power not-for-profit -Traditional universities overpriced
-More foreign students
-Tablets becoming more prolific
-Market prime for low-cost education
-Employers are open to online education graduates
-Online learners looking for convenience -Free online education becoming popular
-Traditional unis going online
-Traditional unis more credible
-Young people less wealthy than ever
-Desktop PCs becoming less prolific
-Online education becoming more popular = more competitors Medium Threat Level◦

-For-profit corporations are targeting the higher education market.

-5 elements that seem to have the most repercussions from traditional Colleges and Universities.
~Courses offered
~Target customer group
~Where their content originates
~Professors they employ
~Pricing

-◦Poor nationwide economic conditions are favorable.
-Geographic Spread

-Huge technological investments

-Growing concentration of quality faculty personnel -Tablets used by 47% of internet users and growing
-Fiber optic internet becoming more prevalent in America - Employees are encouraged to & continually volunteer

- University of Phoenix community partnership with Arizona Cardinals: "Donate to Educate"

- Joint initiative with Cardinals Charities - improving quality of life for women, children, & minorities

- University of Phoenix partners with Good360 ◦
-High Threat Level


-Relationship-driven Competitive Advantage

◦-Unique consumers

-Provides
~Data-sharing deals
~Cross-promotional deals
~Educational deals

Creates positive and strategic business increasing brand power of University of Phoenix.

-The largest age group of buyers is from 15-23 (60%)
-The second largest being 30+(23%) . - Investing heavily in new learning platforms

- Apollo's size is their strongest competitive advantage
(able to invest thousands of dollars into technology)

- Acquired Carnegie Learning Inc. in 2012 Threat level is medium ◦

-Microsoft

-Adobe Systems Inc.

-Avaya Inc.

-Acronis

-Autodesk

-Oracle program

-The Open Group



◦ - Needed to adjust to a smaller student body: cutbacks and cost management

- Created a positive corporate culture: created a focus on setting up students to succeed

-More focus on better preparing students for academic programs to improve their future Activity that adds value to the product/service:
-Being accredited in the courses they offer Activity that adds value to the customer:
-Delivering the proper education to students Activity that adds value to the product/service:
-Technology (the backbone) Activity that adds value to the customer:
-Marketing (strong image) 1) Size in industry
2) Brand value
3) Stabilizing debt:equity
4) High level of relevant student services
and technology and systems
5) Flexible staff hiring procedures
6) Highly trained faculty
7) Reduced costs compared to trad.
universities
8) Well-established infrastructure Paid $9.8M to settle false claims act
Stock prices fell 1 week after announcement
Shareholders subsequently initiate a securities class action lawsuit
Jury awarded damages of $277.5M to shareholders 1) Lack of credibility
2) No tenured, committed professors
3) Low employee morale
4) More debt than equity
5) Significant tax burden
6) Falling profits
7) Falling stock price
8) Declining enrollment
9) Limited amount of majors Vision Cory Fidurko

Amanda Pallikunnel

Mary Sullivan

Nick Silvi Meet the Team "The organization’s vision is to provide high quality educational products and services for students and ensure that they can maximize the benefits of their educational experiences (Apollo Group, 2010). Apollo Group’s vision creates the picture of the future, whereas the mission to provide quality and accessible education to adult learners from around the world differentiates Apollo Group, Inc. from its competitors." High Threat Level McKinsey 7-S Model -Differentiation- Apollo offers online classes to cater to those having a hectic schedule.

-Now everyone seems to be catching on and therefore need to make a change to create a new idea that gives them a competitive advantage. -Hybrid of cost-cutting and differentiation
strategies -Perform an extensive internal audit to cut costs
and improve efficiency -Take any surplus and pump it back into Apollo
universities, improving education while
maintaining below-average tuitions -This strategy will take advantage of Apollo's
current corporate structure

-Compartmentalizing and decentralizing the
audits will improve the efficacy of changes

-Audits will also reveal areas for improvement
with surplus funds -Won't radically change systems if possible

-Audit will pull the most out of what is available

-Surplus funds would be used to improve the
online educational systems and tighten up
administration and communication systems -Apollo employee morale is low

-Auditing for cost-cutting may cause issue with the
firm's employees

-Audits done with the employees' participation
can lead to the employees feeling more valued
and improved job satisfaction -Apollo Group was founded in 1973 by Dr. John Sperling.

-Apollo Group went public in December of 1994

-Stands behind the belief that "lifelong learning requires an institution dedicated to meeting the educational needs of the working learner."

-University of Phoenix is Apollo’s flagship institution

-Offers:
~Quality academic programs
~Qualified faculty
~Comprehensive student experience

-Many of their schools and institutions are accredited by prestigious accrediting bodies

BIG PROBLEM:
-Decrease in revenue due to lower enrollment

THE SOLUTION:
-Reduce operating costs to decrease cost of tuition for students. -Apollo has highly technological workers
maintaining and operating their services

-Able to flexibly hire quality professors, but
has no loyal tenured faculty to add consistent
value

-Surplus funds will be funneled towards these
skilled members of Apollo to try and get more
out of both our teachers and IT professionals -Staff changes will follow the skills focus
in Apollo's corporate structure

-Administrative staff might be trimmed to
cut costs, with surplus put towards
differentiation

-Acquiring talented professors is a priority, for
both academic value and improving the value
of Apollo's brand name -This strategy fulfills Apollo's mission
orientation explicitly

-Apollo seeks to offer quality, low-cost
and flexible online education

-Strategy addresses Apollo's overall
goals, as well as helping make it
simply a better-functioning company
Full transcript