INACAP Harvard Case Solution & Analysis

INACAP was the largest institution of higher education in Chile, with a little more than 54,000 students and covering the entire country. Since 1966, the organization issued a technical and vocational education to work through their technical training center (TTC) and its professional center (VC). In 2007, in view of the growing competition, many new private TTC, venture capitalists and universities offering training for work, INACAP decided to expand its program of technical mixtures and become a university: Universidad TECNOL Gica-de Chile. Decision led going into the provision of higher education, an area where INACAP had no previous experience. One of its competitors were Duoc, a long presence in the market. It offers high quality technical and vocational education under the wing of one of the most prestigious universities in the market, Universidad Cat Face (UC). Another competitor Universidad Santo Tom S (UST), the University, who did not enjoy a high reputation UC, but still provide a degree of its graduates. This means that, even if the program does not measure up to those INACAP, graduates from Santo-Tom S had a higher education, an important asset in a country that excessive degrees. In this case, when the leaders saw an opportunity to acquire INACAP University Vicente Rosales P rez, they decided to go ahead and buy it. However, the decision led to a change in the strategic position INACAP. A few months into the purchase, acting rector resigned and the new chancellor, Gonzalo Vargas, faced with the need to assess the credibility INACAP business model was operating and decide on its competitive strategy. "Hide
by Mladen Koljatic, Monica Silva, Jose Rivera Source: Social Enterprise Knowledge Network 21 pages. Publication Date: September 1, 2009. Prod. #: SKE131-PDF-ENG

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