Harvard Case - United Housing - Otis Gates
"United Housing - Otis Gates" Harvard business case study is written by Steven S. Rogers, Mercer Cook. It deals with the challenges in the field of Entrepreneurship. The case study is 20 page(s) long and it was first published on : Jan 3, 2017
At Fern Fort University, we recommend that Otis Gates pursue a growth strategy focused on expanding United Housing?s reach into new geographic markets and diversifying its product offerings through strategic acquisitions and organic growth initiatives. This approach will leverage United Housing?s strong brand, established operational expertise, and proven track record of success in the affordable housing market.
2. Background
The case study focuses on United Housing, a non-profit organization dedicated to providing affordable housing solutions in New York City. Otis Gates, the organization?s CEO, faces a critical decision: how to navigate the evolving housing landscape and ensure the organization?s long-term sustainability.
The case highlights several key challenges:
- Increasing demand for affordable housing: The growing population and rising housing costs in New York City create a significant need for more affordable housing options.
- Limited resources: United Housing faces constraints in funding and available land to develop new housing projects.
- Competition: The organization competes with other non-profits, for-profit developers, and government agencies for resources and funding.
- Changing demographics: The need for diverse housing options to accommodate the changing demographics of the city is growing.
3. Analysis of the Case Study
Strategic Framework: Porter?s Five Forces analysis can be applied to understand the competitive landscape and identify opportunities for United Housing.
- Threat of new entrants: Moderate. The barrier to entry in the affordable housing market is high due to regulatory hurdles and funding requirements. However, new players, including for-profit developers, may emerge to capitalize on the growing demand.
- Bargaining power of buyers: Low. Tenants in the affordable housing market have limited bargaining power due to their low income and high demand for affordable units.
- Bargaining power of suppliers: Moderate. Suppliers of construction materials and services have some bargaining power, but United Housing can leverage its size and reputation to negotiate favorable terms.
- Threat of substitute products: Moderate. Public housing and subsidized rental programs can be seen as substitutes, but they often have long waitlists and limited availability.
- Competitive rivalry: High. United Housing competes with other non-profits, for-profit developers, and government agencies for funding, land, and tenants.
Financial Analysis: United Housing?s financial performance is strong, with a consistent track record of profitability. However, the organization faces challenges in securing funding for new projects, particularly in the current economic climate.
Marketing Analysis: United Housing has a strong brand reputation and a loyal customer base. However, the organization needs to adapt its marketing strategies to reach new demographics and address the changing needs of the affordable housing market.
Operational Analysis: United Housing has a well-established operational model and a strong team of experienced professionals. However, the organization needs to improve its efficiency and streamline its processes to maximize its impact and leverage its resources effectively.
4. Recommendations
1. Geographic Expansion: United Housing should explore expanding into new geographic markets within New York State, particularly in areas experiencing rapid population growth and high demand for affordable housing. This expansion could be achieved through partnerships with local governments, non-profit organizations, or private developers.
2. Diversification of Product Offerings: United Housing should diversify its product offerings to cater to a wider range of needs. This could include developing mixed-income housing projects, senior housing, or housing for people with disabilities.
3. Strategic Acquisitions: United Housing should consider acquiring smaller non-profit organizations or for-profit developers with complementary expertise or assets. This would allow the organization to expand its reach, acquire new properties, and gain access to new markets.
4. Organic Growth Initiatives: United Housing should invest in organic growth initiatives, such as developing new affordable housing projects on its existing land or partnering with other organizations to develop new projects.
5. Technology and Analytics: United Housing should invest in technology and analytics to improve its efficiency, optimize its operations, and enhance its marketing efforts. This could include implementing a customer relationship management (CRM) system, using data analytics to identify market trends, and developing a mobile app to improve communication with tenants.
6. Partnerships and Collaborations: United Housing should actively seek partnerships and collaborations with other organizations, including government agencies, non-profits, and for-profit developers. This will allow the organization to leverage resources, share expertise, and expand its reach.
7. Fundraising and Investment Strategies: United Housing should explore new fundraising and investment strategies to secure the necessary resources for its growth initiatives. This could include seeking grants from foundations and corporations, launching a capital campaign, or issuing bonds.
8. Marketing and Communications: United Housing should adapt its marketing and communications strategies to reach new demographics, highlight its commitment to diversity and inclusion, and promote its innovative housing solutions. This could include using social media, digital marketing, and public relations to raise awareness and build relationships with potential tenants and partners.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core competencies and consistency with mission: The recommendations align with United Housing?s mission of providing affordable housing solutions and leverage the organization?s existing expertise in development, management, and community outreach.
- External customers and internal clients: The recommendations aim to meet the needs of the growing population seeking affordable housing while also providing opportunities for internal growth and development for United Housing?s staff.
- Competitors: The recommendations address the competitive landscape by expanding United Housing?s reach, diversifying its product offerings, and enhancing its operational efficiency.
- Attractiveness ? quantitative measures: While specific financial metrics are not provided in the case study, the recommendations are expected to enhance United Housing?s long-term financial sustainability by increasing revenue streams, expanding its asset base, and improving operational efficiency.
6. Conclusion
United Housing has a strong foundation and a proven track record of success in the affordable housing market. By pursuing a growth strategy focused on geographic expansion, product diversification, strategic acquisitions, and organic growth initiatives, the organization can capitalize on the growing demand for affordable housing, enhance its financial sustainability, and continue to make a positive impact on the lives of New Yorkers.
7. Discussion
Alternatives:
- Status quo: Maintaining the current operating model could result in stagnation and a decline in United Housing?s ability to meet the growing demand for affordable housing.
- Focusing solely on organic growth: This approach may be too slow and may not be sufficient to address the urgent need for affordable housing.
- Merging with a larger organization: This could result in a loss of control and autonomy for United Housing.
Risks and Key Assumptions:
- Economic downturn: A downturn in the economy could impact United Housing?s ability to secure funding and attract tenants.
- Regulatory changes: Changes in housing regulations could impact the organization?s operations and development projects.
- Competition: Increased competition from other developers and non-profits could make it more challenging to secure funding and land.
8. Next Steps
- Conduct a feasibility study: Evaluate the potential for geographic expansion into specific markets.
- Develop a business plan: Outline the strategy for diversification of product offerings and strategic acquisitions.
- Identify potential partners: Explore collaborations with government agencies, non-profits, and for-profit developers.
- Secure funding: Develop a fundraising strategy to support the growth initiatives.
- Implement technology and analytics: Invest in systems and tools to improve efficiency and enhance marketing efforts.
- Monitor progress and adapt: Continuously evaluate the effectiveness of the growth strategy and make adjustments as needed.
By taking these steps, United Housing can position itself for continued success and ensure its ability to provide affordable housing solutions for generations to come.
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Case Description
Otis Gates has built a successful affordable housing firm. Along the way, he and his partners have engaged in large amounts of community service in the neighborhoods wherein they own properties. Now 80 and ready to retire, Gates is creating a request for proposal for his firm. In doing so, he has to evaluate his firm's total value and decide whether their social-good mission is helping or harming their bottom line.
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