Cameron University Business Law Paper

Revision of the paper about : In no more than five typed pages, discuss the ways in which EDC’s resources differ from those of its competitor, Scholastic, and how those resource differences may explain differences in the performance of the two firms. You may complete this assignment alone or with up to 4 other students.

Educational Development Corporation’s (EDC) Products
Nina Pigeassou
Educational Development Corporation’s (EDC) products differ from those of its
competitor Scholastic, a strategy that made EDC witness immense growth in an industry that was
mainly declining. One of the uniqueness, when compared to other publishers, was publishing the
versions of children’s books of the U.S. that were originally published in the other countries as
well as languages. This made it a desired go-to as far as children’s friendliness is concerned and,
consequently, was preferred for the suitability in the reading of children. The company was also
different from the rest of its competitors because it offered a broad range of gifts, toys, and
activity books that were aimed at enhancing the line. Such strategy depicted the firm’s
commitment to making children flourish in all aspects of their lives so that they are not only
concerned with books, but also the playing part.
The EDC’s sales methods were distinct from other publishers, including Scholastic, since
apart from the sales made in the bookstores, the company’s publishing division ensured that its
products were marketed in toy stores, gift shops, as well as museums. The result was increased
sales since they were sold beside children’s toys and gifts, making EDC a distinct force
compared to its competitors. With its Usborne Books and More (UBAM) division, EDC was able
to amass sales because this involved selling directly to individuals, libraries, and schools.
Notably, this method was a multilevel direct selling approach which was similar to Mary Kay
Cosmetics and Tupperware. This approach allowed EDC to be the exclusive seller of books, with
the UBAM division being central to the firm’s mission by offering place and time-flexible
opportunities for the sales consultants. The various strategies, including sales and availing of a
broad range of products, made EDC distinct from its competitors like Scholastic; hence, thriving
in an industry that had largely been declining.
The differences in resources between EDC and its competitor Scholastic resulted in
differences in the performance of the two firms. With the Usborne Books and More (UBAM),
EDC was able to garner more sales since it involved selling directly to individuals, libraries, and
schools through the multilevel direct selling approach. The Usborne line of books would make
EDC offer over 2,000 distinct titles in a broad range of subjects entailing hobbies, science,
history, foreign language, and nature. Notably, a majority of the firm’s sales were from the
Usborne line, which was greater than the marketing that the publishing division had pushed;
hence, giving it an upper hand over the competition.
The EDC’s resources were instrumental in making it a leader compared to its competition
when it acquired Kane/Miller Book Publishers, a move that led to the incorporation of fiction
into its line of books. With the translation of the books into other native languages, it was
possible for EDC to establish its presence and outreach in many parts of the world, thereby
triumphing over the competition like Scholastic. Internet-linked books were also a strategy
undertaken by EDC, allowing readers to expand their educational experience through reference
to relevant websites which were not affiliated to Usborne. This led to an upsurge in the revenue
from the publishing division, consequently making the firm gain a significant advantage over its
competition. The actual printing and the binding of the books by EDC were outsourced to
companies in Europe, Singapore, China, Dubai, India, and Malaysia, which is the other way it
utilized its resources to its advantage. The companies became instrumental in value addition for
EDC ahead of its peers, and, as such, the company was able to thrive in an industry that was
previously witnessing a decline.