DELHI SCHOOL OF MANAGEMENT,

DELHI TECHNOLOGICAL UNIVERSITY

MANAGEMENT PROCESS & ORGANISATIONAL

BEHAVIOUR
INNOVATIVE PROJECT

Questions:

 COMPARATIVE ANALYSIS - A STUDY OF TWO FIRMS IN THE SAME

INDUSTRY  

 SUGGEST IMPROVEMENT IN STRATEGIES FOR HIGHER PRODUCTIVITY

AND LOWER LABOUR TURNOVER AND ABSENTEEISM

Abstract
Today’s education is not possible without using the online media of education.
And covid has made online education pertinent in order to keep learning and
developing while staying at home. In this scenario, the ed-tech industry has
boomed and increased about two-folds during the lockdowns.
So, in this project I am comparing the two giants of the ed-tech industry –
BYJU’S and VEDANTU. Both the companies use freemium business model
and they both have a high employee turnover in their sales department. Both
these companies are being funded by the biggest names among the venture
capitalists. And both have Bollywood celebrities as their brand ambassadors.
In this project, I will explain each business in detail and will configure the
differences between the two and then I will try to find out the areas of
improvement in both the companies.
BYJU’S

When Byju Raveendran, the founder of interactive learning platform BYJU's,

began teaching his pals on their home's terrace, he had no idea what was in store
for him in the future. Despite the fact that both of his parents were teachers,
Byju Raveendran was never pressured to do
well in school. Instead, during his school
years, he was an active sportsman who
excelled in a variety of sports including
football, cricket, badminton, and table tennis.
Byju Raveendran took the CAT exam "for
pleasure" and received a perfect score. To
make sure it wasn't a fluke, he took another
CAT exam and received a perfect score once
more. His teaching centers evolved from
terraces and classrooms to auditoriums and stadiums as he gained more
recognition.
He was once in charge of organizing workshops for up to 20,000 students from
various cities. However, in 2011, with the help of his IIM classmates, he
founded "Think and Learn," a startup that attempted to change the way students
approached studying. And this way, BYJU’S was founded and the rest is
history.

BYJU’S LEARNING MATERIAL DEVELOPMENT

PROCESS

Content
Byju's is proud of its multi-disciplinary team, which includes "Rockstar"
professors with over 15 years of expertise. The Rockstars begin by conducting
considerable study on any given subject, after which they construct elaborate
knowledge maps for each. After that, they look at the best ways to use real-
world metaphors to make the concepts more engaging and relevant to the target
age range.
Media

The curriculum creators did not want to overlook amusement because it is a

necessary prerequisite. As a result, they coined the phrase "enter-trainment,"
which refers to the process of making learning enjoyable.

The Rockstar professors are filmed in front of a green screen and follow a
script. To make it more appealing and fascinating, Byju's video team adds
animation, backdrop effects, special effects, and virtual objects.

Technology

To create personalised learning experiences, Byju's makes extensive use of data

science. Interestingly, the company's "Exhaustive Learning Graphics" technique
allows it to tailor learning instructions — once the platform has effectively
established a learner's style, the app may offer movies and exercises based on
that style.

TARGET AUDIENCE
Source - https://byjus.com/

BYJU’S BUSINESS MODEL

Byju’s works on a Freemium business model on a B2C platform (Business to

Consumer).
The learner must first submit all of his or her personal information. The users
are then given a 15-day free trial period to try out the services. If the payment is
made after the trial period, the students have access to more advanced levels of
instruction.

COMPETITIVE STRATEGY
Byju feels that the Indian curriculum is mostly focused on exams, and that
students are taught to pass exams. Curiosity, asking questions, and seeking
solutions, they believe, constitute true learning.

Byju's recognises that some pupils prefer to learn through stories, while others
prefer to learn through images and theories. As a result, Byju's covers every
type of learning in some way.

Byju's hired young children as teachers for the younger youngsters. With this
approach, it attempted to appease student psychology, such as the belief that if a
youngster their age can grasp the principles, they can as well.

CHALLENGES
Only a limited number of courses are free and accessible during the student's
free trial time. When the student's trial term is up, the problem emerges. To
subscribe to the premium content, an amount of INR 21,000 is required, which
covers the cost of accessing the entire learning programme, including videos
and adaptive learning modules, for a specific class. Its subscription renewal rate
is 89 percent.

KEY PARTNERS

Several firms, including Tencent, the Chan-Zuckerberg initiative, and

LightSpeed Venture Partner, have been pleased with BYJU's work and have
invested significant funds in it.

MARKETING STRATEGIES

The brand ambassadors who are linked with the brand are one of Byju's most
powerful marketing methods. It's indisputable that having a brand ambassador
gives the company a face. The ambassador of Byju is the most popular actor in
the world, not only in India. Byju's brand ambassador, Shah Rukh Khan,
justifies the tech firm's customer base.
Every child's favourite is another Byju's brand ambassador. Another of Byju's
brand ambassadors is Disney. It is the most well-known and well-liked
company, and it has been amusing youngsters for many years. When it's linked
to a learning platform, it combines entertainment with education.
Aakash Educational Services Limited, a brick-and-mortar test prep leader, was
recently bought by Byjus (AESL). Byjus hopes to give students with a
combination of online and offline learning as a result of this strategic
partnership. It has also acquired Whitehat junior to tap the market of coding as
an early mover advantage.
In the ICC World Cup, Byju is the official sponsor of the Indian cricket team.
The ICC World Cup attracts a big audience, and Byju benefits from enhanced
brand exposure as a sponsor.

REVENUE STREAMS

Because BYJUs uses a freemium business model, the majority of its revenue
comes from the subscription fees that students pay to learn. BYJU also makes
money through product sales on its website, offline career counselling, offline
coaching, and API income.

FUTURE PLANS

With his excellent teaching and marketing approaches on education, BYJUs has
recently captivated the Indian market. It now has more ambitious aims, more
tough difficulties, and more team support. It wants to expand its market to
include the United States, the United Kingdom, South Africa, and other African
and Commonwealth countries. It has already established itself in the Middle
East.
VEDANTU

Vedantu is a virtual learning environment where educators may guide students

in a LIVE virtual setting. Whiteboard Audio Video Environment is a Vedantu-
developed in-house technology (WAVE). Vedantu's successful, redesigned
motivating methods now include 2-way sound, video, and white-boarding
enhancements to improve learning outcomes with live student-teacher
connections. It also requires pupils to participate in competitive tests and co-
curricular modules. The beneficial meetings retain the understudies connected
to the lecture's pace, which is something that recorded video talks and
homeroom training lack.

Vedantu was formed by IITian friends who are also instructors with more than
thirteen years of expertise and over 12,000 students under their tutelage.
Vamsi Krishna, Saurabh Saxena, Pulkit Jain, and Anand Prakash are the
founders of Vedantu

BUSINESS MODEL

Like Byju’s, Vedantu also adopts FREEMIUM business model on a B2C platform.
The business model of Vedantu rotates around Edtech, distance schooling, and
m-learning administrations. Vedantu provides online teaching services and also
offers free lectures and other teaching material all in the online form. Educating
on the internet was
the most helpful
mode for Vedantu to
make his services
accessible for those
out of luck.
Evaluated as the
Most Promising and
Innovative Live
Online Tutoring Platform in India, Vedantu provides the best LIVE interactive
virtual learning environment called WAVE (Whiteboard Audio Video
Environment).
It offers memberships ranging from INR 100 to INR 5000 for a variety of
assessments, as well as training for competitive exams such as NEET, JEE, PSA,
NTSE, IMO, KVPY, and others.

TARGET AUDIENCE

Vedantu’s target audience is same as Byju’s which makes them hardcore

competitors. All school-aged youngsters and college students are Vedantu's
target audience. Because they offer free access to all live classes and content
for pre-school, kindergarten through grade twelve, JEE, NEET, and other
admission exams.

Challenges

Online education might be difficult at times. Making classes binding and

appealing was one of the biggest disadvantages. Because of the less
compelling content, the completion rate was considerably low. To address this
issue, Vedantu reorganised live classes, making them more engaging and real-
time.

MARKETING STRATEGIES

Vedantu mostly uses digital marketing to advertise its products and services. It
advertises its packages on Google Ads, Quora, Yahoo Ads, and forums, among
other places.
The company also advertises their platform on television, which is quite
appealing and associated with a pleasant, jingle-filled learning experience.
With this campaign, the company hopes to raise the bar for this demographic
and make a significant impression. By implementing LIVE streaming exercises,
the Initiative emphasises the importance of making the kids' learning
experience really exciting and productive.
Aamir Khan, a Bollywood actor and filmmaker, was named as a brand
ambassador for Vedantu's new advertising campaign in 2014.
Vedantu , following its competitor’s foot steps has made two acquisitions this
year. First being instasolv , a doubt solving platform and an ed-tech startup
from Ahmedabad , Pedagogy.

REVENUE STREAM

Just like Byju’s , Vedantu’s revenue comes in the form of subscription fees.

FUTURE PLANS

Vedantu's long-term objectives involve the establishment of various divisions

for primary school children, beginning with kindergarten. Vedantu's primary
goal is to infuse learning with fun and make learning accessible to children in
remote locations. The organisation will explore new opportunities and engage
in expeditious educational services in the future, with 1 million lifetime
learners and 4x growth by 2020.

Vedantu plans to raise $200 million by June of next year, the business
announced on Friday, June 25, 2021. In May 2021, the company's revenue run
rate had increased by over fourfold, and it is now operating at a revenue run
rate of USD 60 million. Vedantu, which competes with renowned names like
Byju's, saw a 50 percent increase in income month over month in April and
May 2021.
DIFFERENCE BETWEEN VEDANTU AND BYJU’S

Despite of the similarities between the two competitors they have their own
USPs and differences that enables the customers choose between them
according to their needs and requirements.

 Attend class reception  At very low internet

at your leisure and bandwidths, live audio-
according to your video connection
schedule. between teacher and
 You can go over the student.
lessons as many times  Student and teacher
as you wish. share a live learning
 To ensure environment
comprehensive (Whiteboard).
preparation, all lesson  Every LIVE session
videos are matched to between teacher and
the curriculum. student is replayed on
CONCLUSION

 It is clear that these two competitors do not have profound differences.

Both follows same business model and has similar target audience.
 They both offer their tablets to the students so that they can have their
own device to learn.
  Byju’s is a product with features rich premium feeling. It has ties with
Disney which makes it the best animated learning platform for the kids.
 Vedantu focuses more on its WAVE technology. They believe student
and teacher coordination is the core of learning and understanding.
 One can’t learn with Byjus on different platforms but this can happen
with Vedantu.
 Vedantu is comparatively more affordable than Byjus as it offers monthly
subscription plans, whereas, Byjus only has a one-time subscription plan.
 Both the companies are using similar marketing strategies. But Byjus is
no doubt has more customer base, revenue and investors than Vedantu.
 Byjus is eyeing to capture the foreign markets whereas Vedantu is still
trying to expand in India.
 But it can be seen that Vedantu is following its competitors foot-steps and
is on the road of acquiring new start-ups just like Byjus did and still
doing.
 Constant growth in technologies and new teaching pedagogy is must for
both these ed-tech companies to tap more market share.

Both the firms use similar sales techniques and the work environment is also
similar. They both have a high labor turnover and often comes in news due to
bad treatment of their sales employees called Business development associates
(BDA). One can easily find the job reviews on Ambition box, Glassdoor etc.
Some suggestions that can help in improving the employee productivity and
can lower the labor turnover –

 Flexible working hours should be given to all employees.

 Proper training sessions should be conducted for the managers to make
them Transformational leaders despite of being an autocrat.
 Managers should take care of the language they use while correcting their
subordinate’s mistakes.
 BDA being a target achieving role, it is seen that the employees are
compelled to work on their weekly offs also which is not good for the
peace of mind of the employees. The company should refrain from such
activities.
 The company should organize seminars and workshops on mental peace
for the employees.
 Regular recognition would increase the employees’ morale.
 Informal gatherings for the employees would also help in team building
and create a better working environment.
 Employees should be motivated by offering internal promotions and
transfers to their desired roles after they meet the desired criteria.

SUBMITTED BY-

YASH SAINI ( 2K21/DMBA/145 ) SEC- B