Laureate Education wanted to close equity gaps in Peruvian higher education, where traditional university models left large populations underserved, and its Universidad Privada del Norte needed low-cost delivery models that could scale. Vivaldi Group ran a four-phase process to design new models built on innovative segmentation, partnership approaches and scalable platforms, validated with prospective students before rollout. Two models were prioritized with validation scores of 92 to 93% and prepared for independent launch, with potential to scale across the Laureate network.
Laureate wollte die Ungleichheiten im peruanischen Hochschulwesen beseitigen, wo traditionelle Universitätsmodelle große Bevölkerungsgruppen benachteiligten. Die Universidad Privada del Norte benötigte innovative, kostengünstige Bildungsmodelle, die sich skalieren ließen.
Vivaldi led a four-phase process to conceptualize new delivery models based on innovative segmentation, partnership approaches and scalable platforms. The work prioritized models that could be validated with consumers before broader rollout.
Two education models were prioritized with validation scores of 92 to 93% and prepared for independent launch, with scalability potential across the broader Laureate network.
| Kunde | Laureate Education, Universidad Privada del Norte (UPN) |
|---|---|
| Industrie | Education, higher education |
| Region | Peru |
| Ziel | Low-cost, scalable delivery models for students the traditional university model left out |
| Vivaldi Geltungsbereich | Four-phase innovation process: segmentation, partnership models, scalable platform design, consumer validation (growth strategy and innovation) |
| Ergebnis | 2 models prioritized with validation scores of 92 to 93%; prepared for independent launch |
Large parts of Peru’s population were not served by the traditional university format, on cost, location or schedule. Making the existing model cheaper would not reach them; the format itself had to change. Universidad Privada del Norte, a leading institution in the Laureate network, needed delivery models designed for those students from the start.
Any new model also had to be scalable, so that what worked in Peru could be replicated elsewhere in the network rather than staying a one-off pilot.
Vivaldi’s four-phase process started with innovative segmentation to define who the new models were for, then explored partnership approaches and scalable platforms that could lower cost and widen reach. Concepts were developed into delivery models and validated with prospective students before any rollout, so investment would follow evidence.
Two models came out on top with validation scores of 92 to 93% and were prepared to launch independently. Vivaldi’s article on business model innovation frameworks covers the method.
Laureate is one of the 15 innovation strategy examples Vivaldi has published with their outcomes.
Laureate Education beauftragte „ Vivaldi “, um Gerechtigkeitslücken im peruanischen Hochschulwesen zu schließen. Ausgangspunkt war die Universidad Privada del Norte, die neue Bildungsmodelle benötigte, um Bevölkerungsgruppen zu erreichen, die vom traditionellen Universitätsformat ausgeschlossen waren. „ Vivaldi “ führte einen vierphasigen Prozess durch, der auf innovativer Segmentierung, partnerschaftlichen Ansätzen und skalierbaren Plattformen basierte. Dabei entstanden zwei priorisierte Bildungsmodelle mit einer Verbraucherakzeptanz von 92 bis 93 %, die für eine eigenständige Einführung vorbereitet und auf Skalierbarkeit im gesamten Laureate-Netzwerk ausgelegt wurden.
Laureate Education war eines der weltweit größten Netzwerke gewinnorientierter Hochschuleinrichtungen und betrieb in der Vergangenheit Universitäten in Lateinamerika, Europa und Asien. Die Universidad Privada del Norte (UPN) in Peru ist eine führende Einrichtung innerhalb des Laureate-Netzwerks und betreut Zehntausende von Studierenden im peruanischen Marktsegment für kostengünstige Hochschulbildung.
Two new low-cost education delivery models for Universidad Privada del Norte, both validated with prospective students at 92 to 93% and prepared for independent launch. The models were designed to reach populations the traditional university format left underserved and to scale across the Laureate network.
Through a four-phase process built on innovative segmentation, partnership approaches and scalable platforms. Segmentation defined who each model served, partnerships and platforms lowered cost and widened reach, and consumer validation before rollout confirmed demand.
Because the students it underserves are excluded by the format as well as the price. A cheaper version of the traditional university still misses them, while a model designed around their needs can reach them and still be economically viable.
Validate new models with prospective students before rollout, and design for scale from the start. Laureate’s two models reached 92 to 93% validation and were built on platforms and partnerships that can be replicated across the network.
