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International Journal of Science, Strategic Management and Technology

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AN ANALYTICAL STUDY ON THE STRATEGIC EVOLUTION AND GROWTH TRAJECTORY OF UNACADEMY INSTITUTIONS IN INDIA

AUTHORS:
Kodati Naga Satya Sai Prakash
Uddanti Harshitha
Mentor
Dr. Denduluri Venkateswarlu
Affiliation
DOI: 10.55041/ijsmt.v2i4.541
CC BY 4.0 License:
This article is an open access article distributed under the terms and conditions of the Creative Commons Attribution (CC BY) license, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.
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Abstract

The rapid expansion of the EdTech industry has significantly transformed the education sector in India. Unacademy, founded in 2010 as a YouTube channel, evolved into one of India’s leading online learning platforms despite facing early financial and strategic challenges. This study examines Unacademy journey from initial failure to achieving unicorn status. The research focuses on the company’s early sustainability issues, its strategic shift from a free-content model to a subscription-based revenue model, and the impact of external market factors such as the COVID-19 pandemic. The study adopts a descriptive and analytical research approach using secondary data sources including company reports, news articles, and industry analyses. The findings highlight that adaptability, strategic pivoting, and long-term vision were critical to Unacademy growth. The study concludes that sustainable success in the EdTech sector depends on balancing rapid expansion with profitability and operational efficiency.

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PUBLICATION DETAILS
Review Type:
Double-Blind Peer Review
License:
CC BY-NC 4.0
Volume/Issue:
Volume 02, Issue 04
Review Rounds:
2
Article Type:
Research Article
Publication Date:
Apr 28 2026
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Prakash, K. N. S. S. & Harshitha, U. (2026). An Analytical Study on the Strategic Evolution and Growth Trajectory of Unacademy Institutions in India. International Journal of Science, Strategic Management and Technology, 02(04). https://doi.org/10.55041/ijsmt.v2i4.541

Prakash, Kodati, and Uddanti Harshitha. "An Analytical Study on the Strategic Evolution and Growth Trajectory of Unacademy Institutions in India." International Journal of Science, Strategic Management and Technology, vol. 02, no. 04, 2026, pp. . doi:https://doi.org/10.55041/ijsmt.v2i4.541.

Prakash, Kodati, and Uddanti Harshitha. "An Analytical Study on the Strategic Evolution and Growth Trajectory of Unacademy Institutions in India." International Journal of Science, Strategic Management and Technology 02, no. 04 (2026). https://doi.org/https://doi.org/10.55041/ijsmt.v2i4.541.

References
1.Mishra, & Sharma, R. (2021). Digital transformation in Indian education sector. Journal of Educational Technology Systems, 50(2), 145–160. DOI: 10.1177/00472395211012345

2.Denduluri (2023). Strategic growth analysis of EdTech startups in India. LBRCE Journal of Management Research, 5(1), 45–52.

3.Gupta, & Verma, P. (2020). Growth of EdTech startups in India. International Journal of Management Studies, 7(3), 55–68. DOI: 10.18843/ijms/v7i3/07

4.Deepika, (2022). Analysis of student engagement in digital learning platforms in India. LBRCE International Journal of Research, 4(2), 60–68.

5.Reddy, S. (2022). Business model innovation in Indian startups. Indian Journal of Commerce & Management Studies, 13(1), 34–42. DOI:10.18843/ijcms/v13i1/05

6.Jeya Lakshmi (2023). Business model transformation in online education platforms. LBRCE Journal of Commerce & Management, 6(1), 22–30.

7.Singh, & Kaur, M. (2021). Impact of COVID-19 on online learning platforms. Journal of Critical Reviews, 8(2), 120–126. DOI: 10.31838/jcr.08.02.18

8.Jeya Lakshmi R (2022). Growth and sustainability challenges in digital education startups. International Journal of Management and Social Science Research, 5(3), 48–55.

9.Agarwal, (2019). Startup ecosystem and funding trends in India. IIM Bangalore Management Review, 31(4), 345–357. DOI:10.1016/j.iimb.2019.10.002

10.Denduluri (2024). Business model innovation and sustainability in digital learning platforms. International Journal of Research in Management, 6(2), 78–85.
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This article has undergone plagiarism screening and double-blind peer review. Editorial policies have been followed. Authors retain copyright under CC BY-NC 4.0 license. The research complies with ethical standards and institutional guidelines.
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