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Case Solution for Campusutra A Fusion of Opportunities for Growth

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Get the Campusutra A Fusion of Opportunities for Growth Case Study Solution and Analysis by Chandrasekaran Nagarajan, Indira Ananth, Sathya Saminadan R S | Case ID: W34867. We guarantee that this case solution is 100% original, official, and not AI-generated. It is a plagiarism-free, complete, and ...

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Uploaded on July 14, 2025
Number of pages 19
Written in 2024/2025
Type Case
Professor(s) Mr james
Grade A+

campusutra
fusion
opportunities
growth
nagarajan
w34867
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CAMPUSUTRA: A FUSION OF OPPORTUNITIES FOR GROWTH

CASE STUDY SOLUTION

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SYNOPSIS
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Campusutra was a leading information and partially transactional portal operating in India that helped
aspiring higher education students select appropriate educational institutions. Founded in 2011, Campusutra
was initially focused on supporting a student’s choice of management education. Later, it added support for
engineering schools, especially for undergraduates, who form a large segment in India. Campusutra became
popular for offering distilled, unbiased, and objective information regarding course offerings, fee structure,
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peer-level engagement, and placement opportunities, and potential students remained loyal to the portal. It
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also attracted advertising from large institutions and commercial entities. Nirmalya Pal founded
Campusutra with the goal of helping potential students get the best higher education value for their money
without charging fees to the student.
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Initially, Pal funded the portal through his education digital marketing and strategy consulting firm, DebriN
Synergy (DNS). Campusutra was independent of DNS to avoid losing its service mission. After nearly ten
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years of growth, a friend advised Pal to enter into a strategic alliance with an educational technology
(EdTech) company to monetize the intangible value that Campusutra had created. Pal’s dilemma was
whether to pursue such an opportunity and risk diluting Campusutra’s service mission.

OBJECTIVES

• Understand the service concept and map the core of the service offered by a firm.
• Analyze the competitive position of a niche firm and evaluate its future growth.
• Describe the industry position and evaluate the adjacent space for positioning a firm.
• Evaluate the strategic alliance strategy for partially monetizing the value of an intangible asset.
• Understand the dilemma of an entrepreneur in a startup business.

The Case Solution Starts From page 6

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ASSIGNMENT QUESTIONS
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1. What is Campusutra’s service concept? How would you develop a framework for mapping the core of
Campusutra’s service business?
2. What are Campusutra’s key success factors? What service strategy orientation can be considered while
developing a future growth plan?
3. Discuss the growth of EdTech companies in India. Based on current operations, what are the categories
of industry focus?
4. Pal considers Campusutra an information portal for aspiring higher education students, not an EdTech
company. How should his friend, George Mitra, identify the scope for a strategic alliance? Where does
Campusutra fit into the spectrum of alliances?
5. Using the available data, construct a financial analysis using valuation models, namely, comparable
multiple and DCF, to validate Pal’s estimates.
6. What is your recommendation to Pal? Should he focus on Campusutra’s niche operations or try to
monetize the evolving opportunities in adjacent businesses? Highlight the pros and cons of both options
and give your recommendation.

The Case Solution Starts From page 6

,2. What are Campusutra’s key success factors? What service strategy orientation can be
considered while developing a future growth plan?

Campusutra has three key success factors:
1. Process: It has relatively robust processes focused on a narrow range of outcomes and prescribed
approaches.
2. Service offering: It provides an inexpensive, reliable service that meets the needs of many customers.
3. Management of customer perception: Campusutra’s customers consider it a low-cost service with
consistent quality and a rapid response.

According to the capability–commodity spectrum (see Exhibit -2), a service company can belong to the
capability or commodity zone, depending on the nature of its offerings. A company that offers high process
variety is in the capability zone, whereas a company that offers low process variety and low customer unit
cost is in the commodity zone. Exhibit TN-3 shows the classification types.

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Campusutra largely satisfies the determinants of the spectrum’s commodity aspects. There may be a few

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The Case Solution Starts From page 6

,6. What is your recommendation to Pal? Should he focus on Campusutra’s niche operations or
try to monetize the evolving opportunities in adjacent businesses? Highlight the pros and cons
of both options and give your recommendation.

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Pal must consider engaging with Mitra to find an appropriate strategic alliance partner in terms of

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technology and product differentiation as discussed in assignment Question 4. He must continue to focus
on ensuring that Campusutra’s operations are maintained at the highest level of engagement with aspiring
higher education students in engineering and management. However, growth potential is limited. He is
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The Case Solution Starts From page 6

, EXHIBIT -6: STRATEGIC ALLIANCES

Stage of Engagement Scope of Collaboration Scope of Complexity Remarks
Strategic Alliance I A large firm allows a Many small firms could Campusutra is not a
small firm to share its use this arrangement, large firm in this space
platform (e.g., market which may be loose, in (although there are
reach) to sell multiple facets of their many users, revenue is
complementary business. low). Pal does not
products or services. consider this a relevant
opportunity.
Strategic Alliance II

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The Case Solution Starts From page 6

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