STRATEGIC MANAGEMENT

Strategic Management

Executive Summary

Over the course of development of business and education, both the fields have merged together to provide educational services. The global business culture and lowered barriers to entry and exit of businesses has allowed collaboration within communities. This has provided several benefits, and receiving international education from world-renowned institutes is just one of them. Australia is amongst the top five globally preferred destinations for receiving higher education by international students. However, these students come from different backgrounds and face certain difficulties integrating into the Australian educational system. Navitas Limited started off in the end of the 20th century as an educational pathway service provider to help such students. This report analyzes the company's current strategy and makes a proposition through a strategic plan and strategic analysis.

Executive Summaryii

Introduction1

Analysis2

Current Strategic Approach2

Strategy's alignment with goals and expectations2

Strategies Available3

Organizational Capacity4

Recommendations5

Strategies Suitable5

Appropriate Strategy6

Future Business Prospects of Recommended Strategy7

Strategic Plan8

Mission8

Vision8

Values8

Strategic Goals & Objectives8

Resources9

Strategic Direction9

Conclusion10

References12

Strategic Management

Introduction

Navitas, Limited is an educational service provider based in Australia. It was founded by Peter Larsen and Rod Jones back in the early 1990s. The company began by a strategy of being a pathway for international students seeking to receive higher education in Australian colleges and/or universities. The initial strategy was to help international students integrate into the Australian system of education. It focused on education in English, as well as relaxing the cultural and linguistic barriers that existed for these students. In 1994, the company had its first partnership with PIBT (Perth Institute of Business and Technology) with a starting batch of 198 students.

Over the course of two decades, the company has spread out into international markets and has opened up various pathway colleges leading to enrolment in a university program in a number of countries. Currently the business is providing various university pathway programs, English language programs, student recruitment services, workforce training and development, as well as media education (Hubbard & Beamish, 2011, pp.465-475).

This report aims to provide a strategic overview by conducting an analysis of the business's existing strategy, and the alternatives available to it. Included within the analysis is a strategic plan for Navitas Ltd. Issues such as suitable and appropriate strategies, future growth prospects, and organizational capacity have also been discussed.

Analysis

Current Strategic Approach

The current strategic approach of Navitas Limited is of diversification through acquisition (Lyandres 2007, 1920). The firm initially started off through a strategy aimed at international students' academic integration into foreign universities, and has gone on to expand internationally over the years. Formerly known as IBT, the company has made a number of acquisitions between 2005 and 2010. The company began its operation in China in July 2006 by investing into EduGlobal. In August of the same year, it acquired the Australian College of Applied Psychology. By January 2007, it had bought out Study Overseas. The acquisitions continued even after the firm was renamed; as Navitas went on to acquire 30% of StudyLink, a recruitment company for students in the U.S. The firm continued tapping into international markets like China, Singapore, UK, and ...