One of the revolutionary steps Tye took in 2002 was to introduce an online learning venture that provided instruction for families preparing to embrace.
The income developed by ALP escalated from zero in the year 2002 to about $50,000 per month in 2007. But ALP's leading marketplace (parents preparing to adopt worldwide) was forecasted to drop 50% over the next three years; the Web site was old; and new competitors were entering the market. ALP had developed a reputation as a pioneer in adoption e-learning by supplying high-quality, successful on-line classes. ALP needed a significant investment of time, talent, and backing. Tye had an MBA, an enthusiastic trade sense, and fourteen years of expertise in health care management and the social services field. Even with her leadership, did The Cradle have the desire to take on this kind of demanding strategy? In the long run, would it be worth the investment?
The Cradle Dilemma, Investing in Adoption Learning Partners case study solution
PUBLICATION DATE: September 01, 2010 PRODUCT #: KEL511-PDF-ENG
This is just an excerpt. This case is about INNOVATION & ENTREPRENEURSHIP
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