Indian Institute of Management Tiruchirappalli

Batch
PGPM 2023-25

Business Ethics

BYJU'S: NAVIGATING ETHICAL CROSSROADS

Term: II
Section: E

Submitted By – Group 4
MD Najam Sayeed – 2301349
Neeraj – 2301352
Shreeram RP – 2301372
Spoorthi V – 2301375
Tanmayee Khobragade - 2301384

December 2023
INTRODUCTION
Byju's, established in 2011 by Byju Raveendran, has achieved unmatched success in India's
fast-paced education technology sector, with a valuation of more than $18 billion. Known for
being the first to offer individualised online instruction for kindergarten through grade 12
students, Byju's has accomplished a lot. Still, it has also become mired in a series of moral
conundrums that threaten to overshadow its remarkable record.

The Online learning company's reputation has been damaged by claims of unethical
behaviour, which has prompted an analysis of the company's effects on workers, students,
and society's values. The business is charged with using pushy sales techniques to persuade
parents to enrol their kids in expensive courses by making false claims. There are concerns
about the human cost of Byju's success as reports of a toxic workplace surface, revealing
lengthy working hours, unattainable goals, and staff burnout.

In addition, there have been accusations of opacity, revenue overstatement, and dubious
acquisitions that have brought financial practices under investigation. Byju's is charged with
intensifying the digital gap by using a digital-only strategy and taking advantage of
vulnerable populations by focusing on low-income households. Discussions over the
appropriate use of sensitive information have been sparked by the massive gathering of
student data, which has also raised data privacy issues.

Byju's finds itself uncertain as calls for ethical reform gain traction. It must bridge gaps in
educational access, embrace transparent sales procedures, foster a positive work atmosphere,
guarantee ethical financial practices, and protect student data from misuse. These moral
issues must be resolved immediately, and immediate action must also be taken to spark a
good revolution that strengthens communities, gives students more authority, and makes
society more just overall. Byju's has the chance to become a leader of change in the field of
education by adopting ethical values.

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1. AGGRESSIVE SALES TACTICS

1.1 THE ISSUE

Byju's sales pitch is a well-crafted combination of academic counselling, performance, and
the successful "try now, pay later" strategy. Business Development Associates (BDAs), or
counsellors, work within a systematic procedure intended to close deals, sometimes
withholding vital information.
In an attempt to capitalise on the general public's need for alternatives to traditional schools
and tuition centres, parents are presented with their children's alleged academic inadequacies
during the sales pitch. The idea is to make them feel like they need Byju's services
immediately. Former BDAs disclose their fear-filled work atmosphere due to pressure to
reach weekly sales targets of Rs 2 lakh ($2,876).
The Complicated Sales Process: From Multi-Year Subscriptions to App Downloads
Byju's gets most of its sales leads from its free app, which allows parents to try out courses.
Then, a tablet equipped with Byju's SD card is used to give the actual teachings. Every week,
each employee is obliged to schedule a minimum of 15 "counselling sessions," which are
triggered by a call based on the child's performance as tracked by the BDAs app.

An initial call is made before the actual sales pitch starts, offering a "scholarship" for a multi-
year subscription to Byju's. Parents are given a chance to voice their concerns about the
Indian school system in a monologue that can span anywhere from two to three hours during
the counselling session. The BDAs uncover conceptual gaps in children by using a series of
deliberately tricky questions and discussions on subjects like fractions and chlorophyll, which
opens the door for multi-year memberships.
The Sales Tricks Arsenal: Personalisation, Assistance, and Rebates
Salespeople use a variety of strategies to persuade parents of the advantages of Byju's
subscription. A customised learning path, help from subject matter experts, committed
mentors, daily lesson plans, phone coaching, and an Android tablet filled with course
materials are just a few of the promises made. Furthermore, subscriptions that span multiple
years are packaged with alluring savings to persuade parents to commit a substantial sum of
money.
Sealing the Deal at Any Cost is the Sales Imperative.
Securing an immediate sale is the main objective of the sales process. Motivated by the
challenging sales goals established by Byju's, former BDAs stress that there is no other
choice. Salespeople are taught to evaluate potential clients' purchasing power based on a
variety of criteria and adjust their pitch accordingly.
Byju's introduced consumer loans, enabling parents to pay monthly instalments over multiple
years without incurring interest, facilitating multi-year subscriptions. Investigations, however,
show that parents who enrolled in these services frequently had no idea that they were doing

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it on credit. To preserve their good reputation, the BDAs refer to payments as EMIs or
equivalent monthly instalments instead of using phrases like "loan" or "outstanding
payments."
The Unsettling Truth: Parental Awareness and Grievances
54 out of 110 parents said they were unaware that they were taking out a loan to pay for their
membership, according to a thorough study of 110 complaints. With down payments ranging
from Rs 1,000 ($15) to Rs 60,000 ($864), the loans had an average ticket size of Rs 66,000
($952). The difficulties parents have when they discover they are legally obligated to a loan
agreement without their express approval are revealed by the complainants' interviews.
False Information and Concerns About Harassment
Several grievances point out Byju's lack of openness and communication breakdowns, which
irritate customers. Parents complain that, even after learning about the 15-day trial period,
they were not fully informed and were only told that cancellations could be made "anytime."
A further degree of confusion is added when the loan is not made clear during the sales pitch,
leading to an atmosphere where buyers feel misled.
According to some complainants, parents' pain is exacerbated when collection agencies
threaten them for not paying their dues. Incidents of harassment by lenders cast doubt on the
company's commitment to customer happiness and add to the bad customer experience.
Hasty Documentation and Behavioural Prods
After a three-hour sales pitch, the paperwork procedure at Byju's takes only five minutes,
which raises questions about how quickly signatures are obtained. Nudges and behavioural
economics are used to take advantage of people's diminished mental stamina following
extended interactions. This strategy could lead to clients forgetting important information,
especially when they sign electronic clearing service (ECS) documents with the name of the
third-party lender, which starts the EMI process.
Parents may not fully understand the consequences of the signatures they get during this
phase, as they rely on the sales agent's extensive pitch and expertise. These signatures are
frequently on ECS forms. The strategies employed in the sales process and the quick
documentation phase highlight a calculated effort to obtain commitments without giving
clients enough time for a critical assessment.
Restricted Access and Ignorant BDAs
When trying to cancel a subscription within the 15-day trial period, customers frequently run
into difficulties. Parents are reportedly unable to get a resolution since BDAs do not grant
cancellation requests. Customers find it nearly impossible to cancel because the trial period
has already passed by the time they get in touch.
The problem worsens when sales representatives cease answering calls or emails, putting
parents in danger. One worrying thing about Byju's customer service is that during the crucial
trial time, there was a lack of responsiveness and unfulfilled promises.

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In conclusion, Byju's pushy sales strategies and the concealment of important information
present moral questions about the exploitation of weaker families and the commodification of
education. The discussion of striking a balance between business interests and ethical
principles in the edtech sector is becoming more and more relevant as regulatory oversight
increases.
1.2 ANALYSIS OF THE ISSUE
Rights Perspective: Parents have the right to be fully informed and make decisions about
their children's education without manipulation. The lack of transparency, as well as the
potential exploitation of parents through undisclosed loans, violates their right to make
informed decisions.
Fairness Perspective: The sales strategy of targeting parents' concerns about their children's
academic performance and concealing the true nature of financial commitments is unfair. It
exploits the information disparity and emotional vulnerabilities of parents.
Integrity Perspective: Byju's employees, especially BDAs, may feel pressured to withhold
information, mislead parents, and ignore ethical concerns due to aggressive sales targets. This
compromise jeopardises the integrity of both the individuals involved and the organisation as
a whole.

Welfare Perspective: The sales practices may lead to financial stress for families who may
not have fully understood the financial commitments they were making. This poses a threat to
the welfare of families and potentially impacts children's education negatively.

1.3 ETHICALLY VIABLE SOLUTIONS

An ethically viable solution involves a comprehensive overhaul of Byju's sales practices,
aligned with the principles of Rights, Fairness, Integrity, and Welfare. Byju's should:

1. Establish Transparent Communication: Clearly communicate all terms, including

financial commitments, during sales pitches. Ensure that parents understand the nature
of the commitment they are entering into, including any associated loans.
2. Revise Sales Tactics: Avoid fear-based tactics and instead focus on the positive
aspects of the educational platform. Provide information that empowers parents to
make informed decisions without feeling pressured.
3. Enhance Employee Training: Conduct thorough training programs that emphasise
integrity, honesty, and the importance of transparent communication. Create an
environment where employees feel comfortable expressing ethical concerns without
fear of reprisal.
4. Implement Customer-Friendly Policies: Simplify the cancellation process,
especially during the trial period. Ensure that parents can easily cancel subscriptions
without facing unnecessary obstacles or harassment.
5. Financial Education Support: Provide complete information to parents about
financial commitments, including the implications of taking out loans. Consider

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 providing financial assistance programs or flexible payment options to ease the
financial burden on families.

By adopting these changes, Byju's can align its business practices with ethical principles,
rebuild trust with parents, and positively impact the welfare of families and children.

2. TOXIC WORK CULTURE

2.1 THE ISSUE

In the ever-evolving landscape of corporate ethics, the limelight often falls upon companies
navigating the rapidly changing digital education sector. Byju's, the giant in Indian edtech,
has not only soared to incredible heights but has also become a focal point for unsettling
allegations of a toxic work culture that has gotten inside its organisational structure. The
narratives that current and former employees share paint a disturbing picture of a company's
rise upon the sacrifices of its workforce's well-being.
To truly comprehend the chaos within Byju's work environment, we must immerse ourselves
in the first-hand experiences of those who have been part of this journey. Founded in 2011,
Byju's achieved remarkable success with its Learning App, amassing more than 40 million
users and 2.8 million paid subscribers well before the pandemic reshaped traditional
education. However, behind this narrative of success lurks a darker tale – one of a work
culture that is oppressive and detrimental, as revealed by interviews with 26 salespeople
conducted by Context.
These accounts unveil a reality marked by prolonged working hours, instances of physical
and verbal abuse, and a prevailing culture that compels employees to resort to deceptive
practices to meet unattainable targets. The toxicity of Byju's work atmosphere extends
beyond office walls, reaching into personal calls, where managers are alleged to employ
abusive language if sales goals are not met. Such conditions have reportedly taken a toll on
the mental health of several employees.
Former employees narrate a narrative of a high-pressure sales environment where weekly
targets, set at $2,700, take precedence over everything else. This relentless pursuit of sales
has allegedly led to unethical practices, with employees targeting individuals from low-
income families, coercing them into purchasing Byju's courses even when they exceed their
financial means. The stories of sales associates pressuring parents who can barely afford
these products present a distressing image of profit-driven tactics.
Byju's aggressive sales strategy is further emphasised by its alleged use of extensive user data
to identify and target vulnerable demographics. Associates claim to have been instructed to
find leads everywhere, even at local chai stalls, pressuring parents into subscriptions and
loans. Byju's alleged collaborations with local lending companies facilitate this, raising
questions about the ethics of imposing financial burdens on those least able to bear them. The

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alleged manipulative tactics extend beyond targeting low-income families. Former employees
claim that Byju's employs profiling techniques, collecting data on users' socioeconomic status
through its app. This data is then purportedly used to tailor sales pitches, with assumptions
made based on the type of mobile device a user owns – an iPhone, for instance, leading to the
assumption of belonging to a wealthier family.
The ethical concerns transcend sales tactics to encompass customer satisfaction and refund
policies. Numerous customer complaints highlight difficulties in obtaining refunds, with
claims of a complex process that disadvantages those less capable of navigating it.
Allegations of deliberate tactics to make it difficult for people to opt-out at the end of the 15-
day free trial taint Byju's reputation even further.
In the Byju's world, let's delve into some real stories that unveil the ethical issues tied to the
company's aggressive sales moves. Take the genuine account of a sales associate who
encountered a driver in a tight spot. This driver, provided with a phone by his employer,
grappled with financial strain yet enrolled his child in a Byju's course. The employer,
covering the down payment by deducting from the driver's meagre monthly salary,
exemplifies the alleged practice of pressuring those from low-income backgrounds into
buying Byju's courses, raising ethical concerns.
Then there's Miss Khemka's tale, giving us a peek into what Byju's employees deal with.
Though we don't have all the details, her getting fired suggests a rocky workplace where
folks might get mistreated or pressured into going along with the company's pushy sales vibe.
Her story pushes us to take a closer look at how Byju's runs things inside and how it affects
its workers.
And let's not forget Pratik Makhija, who showed us the not-so-friendly work vibe at Byju's.
He talks about facing mental stress every day, from harsh words to crazy, long work hours.
Seeking professional help for anxiety and then losing his job due to the stressful environment
shows how tough it can be. These examples – the driver's real struggles, Miss Khemka's job
loss, and Pratik Makhija's hard times – highlight the need for Byju's and other edtech big
shots to think hard about right and wrong. These stories are like warning signs, telling us to
seriously check how workplaces treat their people and the communities they serve.
Byju's response to these allegations has emphasised a "zero-tolerance policy" for
unprofessional behaviour and a commitment to course correction when needed. The company
asserts its dedication to customer respect and satisfaction, with claims of social initiatives
aimed at making quality education accessible to underserved communities.
However, the stories of employees facing abuse, pressure, and manipulation paint a stark
contrast to the company's public image. The accusations of toxic work culture and unethical
sales practices raise crucial questions about the broader issue of business ethics within the
edtech industry.
In conclusion, Byju's saga exposes a disconcerting reality – a company that has ridden the
waves of educational technology success at the expense of its workforce's mental well-being
and ethical standards. The accounts of former employees serve as a poignant reminder that

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behind the glossy facade of success, the moral fabric of a company shapes its true legacy. As
the edtech industry continues to burgeon, Byju's case prompts a critical examination of
companies' ethical responsibilities toward their employees and the communities they serve.
2.2 ANALYSIS OF THE ISSUE
Welfare Perspective: From a welfare perspective, the alleged toxic work culture at Byju's is
detrimental to the well-being of its employees. Prolonged working hours, abusive language,
and the pressure to meet unattainable targets have reportedly led to mental health issues
among staff members. Additionally, the aggressive sales tactics, especially targeting
vulnerable demographics, raise concerns about the well-being of the customers, particularly
those from low-income families who may face financial strain due to coercive selling
practices.

Duty Perspective: Byju’s, as an educational technology company, has a duty not only to its
shareholders but also to its employees and the broader community. The alleged mistreatment
of employees and unethical sales practices suggest a failure to fulfil these duties. It must
provide a fair and respectful workplace environment for its employees. Allegations of verbal
abuse, deceptive practices, and pressuring low-income individuals into purchasing products
suggest a breach of this duty.

Rights Perspective: The rights perspective emphasises the protection and respect of
individual rights. Employees have the right to a safe and non-abusive workplace, and
customers have the right to fair treatment, accurate information, and the freedom to make
informed decisions without coercion. The alleged abuse, high-pressure tactics, and profiling
of users compromise these rights.

Integrity Perspective: The contrast between Byju's public image, which stresses a "zero-
tolerance policy" and dedication to customer satisfaction, and the accusations of a toxic work
culture suggests a potential lack of integrity.

2.3 ETHICALLY VIABLE SOLUTION

An ethically viable solution for Byju's requires a thorough restructuring of its organisational
culture, encompassing the following:

1. Comprehensive Ethical Review: Byju's should conduct a thorough and independent

ethical review of its organisational practices, involving employees at all levels. This
review should focus on redefining sales targets, ensuring fair practices, promoting
employee well-being, and aligning internal policies with the company's public
commitments.
2. Reassessing Sales Targets: Byju's should prioritise the welfare of its employees by
reassessing its sales targets and working conditions. Implementing measures such as
reasonable working hours, mental health support, and ensuring a healthy work-life
balance would align with the welfare perspective.

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 3. Fostering a Healthy Work Environment: Establishing policies that promote a
healthy work-life balance, mental well-being, and a culture of respect within the
workplace is essential. This includes addressing concerns related to prolonged
working hours and abusive language.
4. Ethics Training: Implement mandatory ethics training for all employees,
emphasising the importance of fair business practices, respectful communication, and
the well-being of both employees and customers.
5. Cultural Shift: Foster a cultural shift within Byju's that prioritises ethical conduct,
employee welfare, and community well-being over aggressive sales targets. This may
involve revisiting performance metrics to ensure they are aligned with ethical
standards.
6. Transparent Communication: The company should communicate transparently
with both employees and customers, fostering a culture of honesty and integrity.

In summary, the recommended solution involves aligning Byju's practices with ethical
principles, prioritising the well-being of its stakeholders, and fulfilling its responsibilities to
the broader community. This approach not only addresses the issues highlighted by former
employees but also contributes to establishing a more ethical and sustainable business model
within the ed-tech industry.

3. FINANCIAL FRAUD

3.1 THE ISSUE

Unfortunately, the story of Byju’s in India is rather dark. Today, it is facing charges of
financial fraud. The company has been admired for its revolutionary e-learning models and
market-friendly business approach; however, it is currently being criticised due to allegations
of improper accounting procedures, misleading board decisions, and possibly unlawful
foreign exchange dealings. This paper thoroughly explores these charges, analysing their
possible implications for Byju’s stakeholders and the greater global educational environment.
Delayed Financial Reporting
By far, one of the most apparent issues is the repeated postponement of Byju’s filings by
financial reporting. This gives a red flag concerning transparency and accountability in the
country since the audited reports for FY 2021 have not been filed to date, even to the extent
of including that for FY 2022, reports are still outstanding. Such unclarity stokes doubts
about Byjus’ health, leading to more suspicion towards Byju’s and loss of confidence. The
investors are kept in the dark and have no idea about the company’s finances and prospects
for the future.
In addition, an unreported $533 million transfer by Byju’s to the enigmatic Singapore hedge
fund - Xylo Capital adds another dimension of intrigue. However, this transaction continues
to be cloaked in secrecy, making it impossible to understand why the company needed it

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amidst harsh foreign exchange guidelines. This incident raises serious ethical concerns about
capital allocation strategies and asks: Is Byju’s focused on long-term educational objectives
or short-term financial profits?

Governance Cracks: Trust in Tatters

Even Byju’s corporate governance has been criticised. In addition, its statutory auditor,
Deloitte, resigned abruptly in July 2023 on account of “certain observations” which were not
specified further, adding to the trust gap. It raises issues on the possibility of inaccuracies in
accounting processes and the absence of transparency in Byju’s inner affairs. It causes
stakeholders to doubt the ethics or morals of their financial planning and governance within
the organisation.
Government Microscope: Investigating the Shadows
These allegations have led to official investigations by the Indian government because they
are severe. Since the FEMA allegations, SFIO and ED have closely scrutinised Byju’s
financials and corporate affairs. This continuation of investigation plays a crucial role in
disclosing the truth and taking action, if required, against Byju’s. It is imperative that the
outcome of this case determines the institution's viability and that of its countless clients.
Stakeholder Ripple Effect: Uncertainty and Anxiety
These claims have severe consequences for different players in society. The investors are
concerned about incurring a loss, as well as the solvency of the firm. Employees face the
fearful prospect of being laid off or a reorganisation. The primary recipients of Byju’s
services are students, and they remain anxious regarding the future of their studies if Byju’s
fails to keep going. These alleged acts would have serious ethical implications on the whole
education industry that would be dangerous to trustworthiness.
Breaching the Fiduciary Duty
If these claims are confirmed, it can be seen that Byju has been involved in significant
corporate ethics and breach of fiduciary duty offences. However, this may lead to a decline in
faith in the company and the tech market, discouraging future investments within which
millions are educated. These ethical considerations do not end with financial issues but also
involve the corporation’s credibility as a company that professes to democratise education
and respect the interests of various parties.
Additional Financial Concerns:
Byju's financial troubles are not limited to what Byju is currently accused of. The company
faces several additional challenges, including:
Declining Revenue and Growing Losses: Byju’s revenue has not matched expectations
recently, while losses have escalated dramatically.

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Mounting Debt and Loan Defaults: There are huge debts that the company should bear while
it failed to make some of its loan repayments, which could lead to doubt about the
organisation's financial strength.
Erosion of Investor Confidence: These concerns have caused a dramatic decrease in the
valuation of Byju’s and its capacity to finance growth plans.
In addition to its woes, these other problems give an image of a firm reeling from
overwhelming financial challenges. What happens over time during this investigation will
decide Byju’s future.
3.2 ANALYSIS OF THE ISSUE
Welfare perspective: The welfare of investors, staff members, and students who depend on
Byju's services is jeopardised by faulty accounting, late financial reporting, and unreported
financial transactions. Byju's should put stakeholders' well-being first by taking urgent action
to address the delayed financial reporting, maintaining transparency, and supplying correct
and timely information to regain trust.
Duty Perspective: Byju's financial irregularities cast doubt on his fiduciary duties,
undermining confidence and maybe going against ethical norms. To fulfil its ethical
obligations, Byju's should rectify any wrongdoing, reveal financial information, and
restructure its governance procedures in order to honour its duty to shareholders, staff, and
students.
Rights Perspective: There has been a breach of stakeholders' rights to truthful financial
information, moral corporate governance, and reliable educational services. Byju's should
aggressively cooperate with investigations, fix governance issues, and ensure that all
stakeholders are informed and treated fairly to respect the rights of stakeholders.
Fairness Perspective: Potential financial fraud leads to unequal treatment that negatively
affects students, employees, and investors. To demonstrate its commitment to equity, Byju's
should resolve financial disparities as soon as possible, address governance concerns, and
ensure that stakeholders are fairly compensated for the investigation's findings.
3.3 ETHICALLY VIABLE SOLUTIONS

1. Quick Reaction to Postponed Financial Reporting: Byju's needs to take care of the
unfinished FY 2022 reports and deliver the audited financial reports for FY 2021 as
soon as possible. Rebuilding confidence requires openness. Thus, any delays should
be explained in detail, along with the reason(s) for the delay. This indicates a
dedication to transparency and responsibility.
2. Declare Fund Transfer Reasons and Verify Compliance: Byju's has to make sure
that the company's long-term educational goals are in line with the rationale for the
$533 million transfer to Xylo Capital. In compliance with foreign exchange
regulations, the business should also examine and validate the transaction's ethics and
legality. Clear information about this transfer will serve to allay fears and uphold
moral capital allocation procedures.

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 3. Changes to Corporate Governance Procedures: Byju's needs to thoroughly
examine its corporate governance framework. This entails improving disclosure
procedures, selecting independent directors, and reevaluating board decisions. Byju's
should work with a respectable auditing company to resolve Deloitte's sudden
resignation, guaranteeing unbiased review and adherence to moral accounting
procedures.
4. Complete Participation in Government Investigations: Byju's needs to be
completely transparent and provide all required information to assist with the SFIO
and ED investigations fully. Addressing any possible infractions of the Foreign
Exchange Management Act is part of this (FEMA). A dedication to collaboration
indicates a readiness to address any misconduct, which helps to rebuild trust between
all parties involved.

In conclusion, Byju's is at a turning point where moral obligations necessitate prompt action.
For Byju's to regain credibility and maintain its beneficial influence on the education sector, it
must adhere to principles of transparency, accountability, and ethical business practices.
Byju's can only make their way through this moral minefield and ensure a viable and decent
future by adhering to these ideals.

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