Ryan Buckley, Ted Chan, Lana Dam, Fernando Garcia

Migliaro
 Started in 1963 offering college
admission test preparation courses
 Has expanded nationally to offer
education at every level
 Mixed portfolio of owned facilities and
partnerships with other institutions
 Became public in 2007
 Looking to expand the distance education
segment
 The implementation of new centers
demands low investments because of
existing resources
 Heavy use of online courseware
 Implement and expand the post-secondary
education segment
 Operation in market segments with
growth potential
 Portable and low-cost proprietary
technology
 Brand name, extensive network and
high-quality educational material
 Presence in every level of the
education sector
 Standardization and scalability of
the model
 Pioneering development of
partnerships with the public sector
 Targeted Demographic
 “Working couples, single
parents, and independent
workers of all ages and
diverse living
situations benefit from
these programs and
services”
 “ promote work-life
balance and enable the
pursuit of a higher
education”
 Supported Business
Model
 Online offering.
Curriculum and classroom
structure are designed
to ensure student
participations and
learning
 Practitioner Faculty:
Faculty who holds job
relevant to their
 Once a week, evening classes
are held via teleconference in
SEB’s facilities
 Online mentorship 24/7, plus
group assignments and
discussion forums
 All the material is posted on
the internet
 In addition all the students
receive printed material for
free
 Founded in 1999 by Patrick Awuah,
Ghana native who had gone to the US
to study
 Feasibility study done by 4 Haas MBAs
in 1998
 Intensive data gathering to develop
launch plan – interviews, surveys,
focus groups to identify parent and
student needs
 Focus is undergraduate education
combining entrepreneurial and
business skills with a liberal arts
foundation
 Opened campus in Northern
Massachusetts in an office building
for graduate business education
 Send professors to a satellite campus
 Identified underserved market near a
technology cluster (Rt. 128)
 Found customers (both students and
paying companies) who were price-
sensitive
 Lower cost, higher ROI for programs
to develop mid-level professional
talent
 Had trouble attracting this
demographic 45 minutes north to main
campus
 Founded 8 years ago by Mahmoud
Trigi
 Started with Executive
Education
 Built reputation by paying
expenses for top US faculty to
visit, and maintaining close
connection with embassies
 Prime program is new 2 ½ year
program for graduates with no
 University of California
Extension
 Among the largest in the world
 Builds upon existing brand
 Leverages the Internet
 Degrees in agriculture
 For VBS
 Recruit current professors
 Cater degrees to local needs
 Meet stakeholder needs: students,
families, companies, etc.
 Demonstrate ROI to all
stakeholders
 Strong governance and board
involvement is key for long-term
sustainability
 Partnerships with the public
sector to build brand and
influence
 New product development type
approach to launching schools
 Use of ICTs can reduce cost and
 What are salaries for instructors, administrators
and other staff?
 How will customers be acquired?  
 What is the estimated cost per student?
 Who are major competitors in India?  Is there any
benchmark available?
 How was the price point selected?
 What will the IT model be? 
 What will the learning model be?
 How much flexibility will their be in the
curriculum? 
 Who pays for books and supplies?
 Why two years?  Why not 14 months like the
European model?
 Full-time or part time?  Will students be able to
continue working? Can work-for-credit be part of
the deal?  (Northeastern University in Boston does
this)
 How will financing made available for the
students?