EDUSPORTS: EXTENDING THE VALUE PROPOSITION
CASE STUDY SOLUTION
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SYNOPSIS
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In September 2022, Saumil Majmudar, the co-founder, chief executive officer, and managing director of
Sportz Village—a Bengaluru, India-based sports education platform—faced a decision involving
EduSports, the company’s division that provided a structured physical education (PE) curriculum to K–12
schools. Thirteen years after its inception, EduSports was unable to reach its goal of penetrating 5,000
n
schools with its PE curriculum. Research indicated that the low penetration rate stemmed from failing to
expose inter-school sports competitions to showcase the students’ ability involved in the structured PE
tio
program. Majmudar had to evaluate between two funding sources to enable EduSports to offer inter-school
sports competitions: pass on the additional costs to parents of school children or offset the additional costs
via marketing partnerships with brands interested in selling to children. Majmudar had to come up with a
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recommendation prior to the start of the annual selling cycle, which was to commence in early October.
So
OBJECTIVES
1. Understand the concept of business model and how it underpins a company’s strategy.
2. Analyze the pros and cons of growing beyond a company’s core offerings.
3. Evaluate choices that impact a firm’s business model.
The Case Solution Starts From page 4
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ASSIGNMENT QUESTIONS
1. Evaluate what EduSports is trying to do with schools. Is there a real opportunity that it is trying to address?
This question gets the students thinking about how EduSports establishes its core value proposition.
2. What challenges does EduSports foresee in getting into the inter-school events market? This question
sets the stage for understanding what EduSports faces in expanding its offerings.
3. Evaluate the pros and cons of the two options identified in the case.
4. What would you recommend Saumil Majmudar do going forward?
The Case Solution Starts From page 4
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2. What challenges does EduSports foresee in getting into the inter-school events market?
This discussion block builds on the foundation laid in Question 1 to look more closely at EduSports’
opportunity to scale up and the challenges it faces in doing so.
If EduSports’ TAM includes 20,000 schools, and they have a penetration rate of 2.5 per cent, why can’t
they grow?
It is a good idea to look at EduSports’ growth trajectory here. EduSports was founded in 2009, with the
goal of penetrating 25 per cent of the TAM (i.e., 5,000 schools) with their structured sports curriculum. As
a pioneer in the field of structured outsourced PE management, EduSports found the going quite slow (after
the initial results helped from the funding injection) in the early years. The novelty of their offering, the
The Case Solution Starts From page 4
CASE STUDY SOLUTION
e
pl
m
SYNOPSIS
Sa
In September 2022, Saumil Majmudar, the co-founder, chief executive officer, and managing director of
Sportz Village—a Bengaluru, India-based sports education platform—faced a decision involving
EduSports, the company’s division that provided a structured physical education (PE) curriculum to K–12
schools. Thirteen years after its inception, EduSports was unable to reach its goal of penetrating 5,000
n
schools with its PE curriculum. Research indicated that the low penetration rate stemmed from failing to
expose inter-school sports competitions to showcase the students’ ability involved in the structured PE
tio
program. Majmudar had to evaluate between two funding sources to enable EduSports to offer inter-school
sports competitions: pass on the additional costs to parents of school children or offset the additional costs
via marketing partnerships with brands interested in selling to children. Majmudar had to come up with a
lu
recommendation prior to the start of the annual selling cycle, which was to commence in early October.
So
OBJECTIVES
1. Understand the concept of business model and how it underpins a company’s strategy.
2. Analyze the pros and cons of growing beyond a company’s core offerings.
3. Evaluate choices that impact a firm’s business model.
The Case Solution Starts From page 4
, e
pl
m
Sa
n
tio
lu
So
ASSIGNMENT QUESTIONS
1. Evaluate what EduSports is trying to do with schools. Is there a real opportunity that it is trying to address?
This question gets the students thinking about how EduSports establishes its core value proposition.
2. What challenges does EduSports foresee in getting into the inter-school events market? This question
sets the stage for understanding what EduSports faces in expanding its offerings.
3. Evaluate the pros and cons of the two options identified in the case.
4. What would you recommend Saumil Majmudar do going forward?
The Case Solution Starts From page 4
, e
pl
m
Sa
n
tio
lu
So
2. What challenges does EduSports foresee in getting into the inter-school events market?
This discussion block builds on the foundation laid in Question 1 to look more closely at EduSports’
opportunity to scale up and the challenges it faces in doing so.
If EduSports’ TAM includes 20,000 schools, and they have a penetration rate of 2.5 per cent, why can’t
they grow?
It is a good idea to look at EduSports’ growth trajectory here. EduSports was founded in 2009, with the
goal of penetrating 25 per cent of the TAM (i.e., 5,000 schools) with their structured sports curriculum. As
a pioneer in the field of structured outsourced PE management, EduSports found the going quite slow (after
the initial results helped from the funding injection) in the early years. The novelty of their offering, the
The Case Solution Starts From page 4
