How would you advise the company on making go-or-no-go decisions for entering new markets?

Founded in 2013 primarily as a coding boot camp, Tech Talent South offers both part-time
and full-time courses on topics like Ruby on Rails and Big Data Analytics. Most of the camp’s
programs are run out of cooperative working spaces and temporary locations throughout
the cities it has a presence in. The primary focus of the Atlanta-founded and now North
Carolina-based company as branded in the name was on coding in the South, but the
company to date has expanded to eleven markets with plans to expand even more. The
founder, Betsy Idilbi, jokes that she wouldn’t have named the company Tech Talent South if
she had known its full potential and growth, including being plugged into the
entrepreneurial ecosystem in places such as Columbus, Ohio. The company even has offices
in the northeastern city of Hartford, Connecticut.
Questions Case study 2:
a) Could a feasibility analysis have helped Betsy from the start? If so, how?
b) The company has expanded its business to offer corporate trainings at existing
companies, rather than teaching classes directly to student enrollees. How would you
identify a new potential market and related customers for Tech Talent South to enter?
c) What could be done with its existing business?
d) How would you advise the company on making go-or-no-go decisions for entering new
markets?
C