The Cradle Dilemma Investing in Adoption Learning Partners Case Solution And Analysis, HBR Case Study Solution & Analysis of Harvard Case Studies

As CEO of a not-for-profit adoption agency Cradle, Julie Tay took the organization from the brink of collapse in 1992 to the position of financial stability and health by 2007. One of the innovative steps Tai took in 2002 to enter the online learning company, which provides education for families preparing to adopt. The cradle of early adoption of Learning Partners (ALP), with the help of donations and government grants when possible and to subsidize the rest. The proceeds of the ALP has increased from zero in 2002 to about $ 50,000 per month in 2007. But the main market ALP (in the parents are prepared to take on an international level) predicted a decrease of 50% over the next three years, the website is outdated, and new competitors enter the market. ALP built a reputation as a pioneer in the adoption of e-learning by providing high quality, effective online courses. But without the infusion of at least $ 400.000, ALP risks losing its leading position, and perhaps its viability. ALP required a significant investment of time, talent and funding. Tai was MBA, a keen sense of business, and fourteen years of experience in health care administration and social services sectors. Even with its leadership, Cradle not have an appetite to take such a demanding strategy? In the end, it would be worth the investment? "Hide
by Marianne Woodward, Catherine Bauer, Scott T. Whitaker Source: Kellogg School Management 11 pages. Publication Date: September 1, 2010. Prod. #: KEL511-PDF-ENG