The three energetic and freshly passed out MBA graduates from Apex College, who have common characteristics and interest of becoming an entrepreneur, opened an Educational Consultancy "Trinity Education Foundation" in 2010. Among the group members are Jayaman, Ragav and Prabhu. Prabhu has been leading the group as a Director. Jayman as an Operation manager and Ragav as Marketing manger. Seven employees are working in Trinity since then.
The market was flourishing with students (customers) seeking career and educational counseling abroad. The major destination for student was Australia, Canada, United Kingdom, America and Scandinavian countries. Business was booming, with handsome profit till end of 2012 as the regulation were quite simple for student visa and getting offer letter from the University.
Beginning of 2013, was the starting point of the worst part of the business, as many countries now have regulated the flow of international students, with more strict student visa policy. Consequently, the business started to drop gradually.
In the very time, three partners have different views of what to do next. Jayman wanted to close the business and shift to other lucrative one. Ragav wanted to continue with the same business, hoping that situation will change in future and Prabhu wanted to pull back his partnership share and go abroad.
Conflict in opinion resulted Prubhu frequently remaining absenteeism at the work place. Jayman and Ragav had a dispute in reducing cost by firing some employee. Employees were feeling that the environment in office was no more interesting and motivating.
Case Questions:
- 'Environment Scanning is important to deal with situation of risk and uncertainty'. What were the major environmental factors affecting Trinity Education Foundation. Do you think that Trinity have properly done the environmental scanning, explain?
- If you were Prabhu, how would you manage your team?
- If you were one of the employees working for Trinity what will be your suggestion to improve the situation?
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