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Abstract
ABSTRACT This teaching case addresses the need for change in Relacional’s business strategy, driven by the negative effects of the COVID-19 pandemic in the Brazilian educational sector in the first half of 2020. The startup is a software warehouse whose systems seek to solve specific problems of educational institutions, from basic to higher level, such as relationship, attraction, and retention of students. In the midst of a scenario of probable crisis in the sector, the partners seek business alternatives to assist educational institutions while wanting to ensure the growth and continuity of the company itself. Applicable in Entrepreneurship, Marketing, and IT courses in undergraduate and graduate Business Management programs, this case addresses concepts of Information Economy, models of offer and pricing of software.
Highlights
Additional secondary data was collected from the company’s materials and from public information sources about the Brazilian education industry, such as the Ministry of Education, Inep, and Semesp (Union of the Entities that Maintain Higher Education Companies in the State of São Paulo). This teaching case was designed to be used in undergraduate and graduate Business Administration courses, in subjects such as Entrepreneurship, Marketing, and Information Technology, and may be used in subjects that deal with business models and product strategy
It is recommended that participants have an introductory class and/or read the concepts discussed in the book Information rules by Shapiro and Varian (2003), especially chapters 2, 3, and 7
What is a minimum viable product (MVP)? Why would a company launch an incomplete product into the market?
Summary
Relacional: Amenizando os Efeitos da Crise no Setor da Educação e-ISSN: 1982-7849. Discipline: Business Strategy, Product and Service Innovation Subject: Digital platforms, Software versioning Industry: Education Sector, Information Technology Geography: São Paulo/Brazil. Relacional is a software company that provides digital relationship management between students and educational institutions. This scenario favored Relacional because, without Fies, higher institutions had to attract and keep students. The biggest challenge presented to the partners was to reflect on how the company’s technology could continuously contribute to the education market, without burdening it and avoiding revenue loss, since the education industry was holding down expenditures. It was a set of complex decisions amidst a turbulent scenario. As the second school semester approached, with new student enrollment processes and the re-enrollment period, the answer to these questions pointed to the safest way for Relacional’s business to survive
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