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Bottom of the Pyramid (BOP); social innovation and business modeling.
Abstract
Subject area
Bottom of the Pyramid (BOP); social innovation and business modeling.
Study level/applicability
Undergraduate and graduate level management/business school students. It can be taught in marketing management and entrepreneurship/innovation courses.
Case overview
LifeSpring Hospitals Pvt. Ltd is an expanding chain of hospitals that provide high quality health care to lower-income women and children across Andhra Pradesh. It is a 50-50 equity partnership between Hindustan Latex Ltd and the Acumen Fund. LifeSpring has demonstrated exceptional management principles, some of them being the most innovative and attractive ones. The entire focus of LifeSpring is on one particular niche: maternal care. Some argue about its strategy of not adopting diversification, but LifeSpring has proved its point by actually turning out to be a profitable business. The strategy of focusing on one niche has led to reduction in cost in terms of specialized doctors and the range of equipment needed to serve. Adding to the strategic strength of LifeSpring, its operations (management) is perfectly aligned with the organization's vision and quality is achieved via highly standardized procedures for maternal care service.
Expected learning outcomes
This case will cover two important aspects of BOP and social innovation. MBA students will investigate an innovative business model and apply their analytical skills to analyse the sustainability of the model.
Supplementary materials
Teaching notes and exercise for class-based discussion.
Details
Keywords
Strategic management and social innovation
Abstract
Subject area
Strategic management and social innovation
Study level/applicability
Undergraduate and graduate level management/business school students. It can be taught in strategic management and social innovation courses.
Case overview
GOONJ is a non–profit organization which has life and dignity for lakhs of people in India over the last decade. It aimed at bringing up clothing as one of the important aspects of human life and make it available for the needy keeping their dignity intact. The case begins with Anshu Gupta, founder of GOONJ thinking deeply about the high–priority meeting to take GOONJ to the next level and scale up the operations of his social innovation. It then tries to bring up the potential problem of clothing and menstrual hygiene in India followed by explanation of the present working model of GOONJ which allows them to manage the operations with 97 paisa per cloth. With the dream of taking GOONJ to the next level and converting it into a nation–wide phenomenon, will the present model work?
Expected learning outcomes
This case will cover two important aspects: social innovation process (themes, challenges and implications for practice); and strategic management concepts (stakeholder theory, internal–external factor evaluation).
Supplementary materials
Teaching notes.
Details