None of those are geographically distributed physical locations that need to be staffed and operated constantly. They're monolithic institutions, pop-up restaurants of learning, or virtual.
I would have used Kumon as an example except the comparison breaks down when you realize parents pay Kumon a lot of money to increase their children's test scores, and very few schools test for hobby electronics.
Pivoting to your plan would have achieved the same result: the death of Radio Shack.
Preserving a brand for the sake of preserving a brand doesn't make sense.
Customers don't exist for after-school hobby electronics classes for teens at over 8,000 locations across the US. So you pivot anyways (to a sector you have no practical or institutional knowledge in, which doesn't exist already), close down 7,000 stores (to roughly match the number of Kumon locations), get rid of all of your inventory because you don't have the scale at 1,000 small locations to make competing with big-box or online make any sense and then-- bam!
Radio Shack's dead anyways.