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Harvard Case - The Access to Medicine Index (A): Engaging Stakeholders and Attracting Funding

"The Access to Medicine Index (A): Engaging Stakeholders and Attracting Funding" Harvard business case study is written by Afshin Mehrpouya, Diane-Laure Arjalies, Ken Mark. It deals with the challenges in the field of General Management. The case study is 13 page(s) long and it was first published on : Jan 17, 2017

At Fern Fort University, we recommend that the Access to Medicine Foundation (AMF) implement a multi-pronged strategy to engage stakeholders and attract funding. This strategy will involve a combination of strategic planning, organizational change, marketing, and relationship building. By leveraging its existing strengths and addressing key challenges, the AMF can solidify its position as a leading voice in the global health landscape and secure the resources needed to achieve its ambitious goals.

2. Background

The Access to Medicine Index (AMI) is a powerful tool developed by the AMF to assess and rank pharmaceutical companies based on their efforts to improve access to essential medicines in developing countries. The index has garnered significant attention and influence, serving as a benchmark for industry performance and a catalyst for positive change. However, the AMF faces challenges in securing adequate funding to sustain its operations and expand its reach.

The main protagonists of the case study are:

  • The Access to Medicine Foundation (AMF): A non-profit organization dedicated to improving access to essential medicines in developing countries.
  • The Access to Medicine Index (AMI): A tool developed by the AMF to assess and rank pharmaceutical companies based on their efforts to improve access to essential medicines.
  • Pharmaceutical Companies: The key stakeholders targeted by the AMI, whose performance is evaluated and ranked by the index.
  • Global Health Organizations: Organizations working to improve health outcomes in developing countries, who are potential partners and supporters of the AMF.
  • Donors: Individuals, foundations, and governments who provide financial support to the AMF.

3. Analysis of the Case Study

The AMF faces a classic challenge faced by many non-profit organizations: balancing its mission-driven work with the need for financial sustainability. To effectively address this challenge, we can apply a Strategic Framework that considers the following:

1. SWOT Analysis:

  • Strengths: The AMI is a unique and influential tool, recognized globally for its rigor and impact. The AMF has a strong team of experts and a growing network of stakeholders.
  • Weaknesses: The AMF relies heavily on a small number of donors and faces competition for funding from other worthy causes. Its impact is limited by its relatively small budget.
  • Opportunities: There is a growing demand for transparency and accountability in the pharmaceutical industry. The AMF can leverage its expertise to expand its work to include other areas of global health, such as diagnostics and vaccines.
  • Threats: The AMF could face challenges from competing organizations, changes in donor priorities, or negative publicity related to the pharmaceutical industry.

2. Porter's Five Forces:

  • Threat of New Entrants: Relatively low, as the AMF has established a strong position in the market and has a unique value proposition.
  • Bargaining Power of Buyers: Moderate, as donors have some leverage but are also motivated by the AMF's mission and impact.
  • Bargaining Power of Suppliers: Low, as the AMF relies on a variety of suppliers, including research institutions, consultants, and technology providers.
  • Threat of Substitutes: Moderate, as other organizations may offer similar services or focus on related areas of global health.
  • Rivalry Among Existing Competitors: Moderate, as the AMF faces competition from other non-profit organizations working in the field of global health.

3. Balanced Scorecard:

  • Financial Perspective: Secure sustainable funding, increase donor base, diversify revenue streams.
  • Customer Perspective: Enhance stakeholder engagement, build stronger relationships with pharmaceutical companies, increase awareness of the AMI.
  • Internal Processes Perspective: Improve operational efficiency, strengthen research capabilities, enhance data collection and analysis.
  • Learning and Growth Perspective: Develop a strong team of experts, foster innovation, promote organizational learning.

4. Key Performance Indicators (KPIs):

  • Number of donors
  • Total funding received
  • Number of pharmaceutical companies participating in the AMI
  • Number of countries covered by the AMI
  • Media coverage of the AMI
  • Number of partnerships formed
  • Employee satisfaction

4. Recommendations

To achieve its goals, the AMF should implement the following recommendations:

1. Strategic Planning:

  • Develop a comprehensive strategic plan outlining the AMF's vision, mission, goals, and strategies for the next 5-10 years.
  • Conduct a thorough market analysis to identify key stakeholders, understand their needs and motivations, and assess the competitive landscape.
  • Develop a clear value proposition that articulates the unique benefits of the AMI and the AMF's work to potential donors and partners.
  • Set ambitious but achievable goals and develop specific, measurable, achievable, relevant, and time-bound (SMART) objectives to track progress.

2. Organizational Change:

  • Enhance organizational structure to support the strategic plan, including the creation of new roles and responsibilities to focus on stakeholder engagement, fundraising, and marketing.
  • Develop a clear organizational culture that emphasizes transparency, accountability, collaboration, and a commitment to mission.
  • Invest in talent management to recruit and retain top talent, including experts in data analysis, communication, and fundraising.
  • Implement a performance evaluation system to track progress toward goals and identify areas for improvement.

3. Marketing and Communication:

  • Develop a comprehensive marketing strategy to raise awareness of the AMI and the AMF's work, targeting key stakeholders, including pharmaceutical companies, donors, and global health organizations.
  • Utilize a variety of marketing channels including online platforms, social media, print publications, and events.
  • Produce high-quality content that showcases the impact of the AMI and the AMF's work, including case studies, reports, and videos.
  • Build a strong brand identity that reflects the AMF's values and mission.

4. Stakeholder Engagement:

  • Develop a robust stakeholder engagement strategy to build strong relationships with pharmaceutical companies, donors, and global health organizations.
  • Engage in regular dialogue with stakeholders to understand their needs, concerns, and perspectives.
  • Provide opportunities for stakeholders to participate in the AMI process, including providing feedback and input on the methodology and rankings.
  • Recognize and reward stakeholders for their contributions and support.

5. Fundraising:

  • Develop a diverse fundraising strategy to attract a wider range of donors, including individuals, foundations, corporations, and governments.
  • Explore new funding models such as impact investing and social impact bonds.
  • Build strong relationships with potential donors and cultivate a culture of philanthropy within the AMF.
  • Develop compelling fundraising materials that clearly articulate the AMF's mission, impact, and funding needs.

5. Basis of Recommendations

These recommendations are based on a thorough analysis of the AMF's current situation, its strengths, weaknesses, opportunities, and threats. They are also aligned with the organization's mission and values, and are designed to ensure its long-term sustainability and impact.

The recommendations consider the following:

  • Core competencies and consistency with mission: The recommendations focus on leveraging the AMF's core competency in data analysis and research, while also aligning with its mission to improve access to essential medicines.
  • External customers and internal clients: The recommendations address the needs of both external stakeholders, such as pharmaceutical companies and donors, and internal clients, such as the AMF's staff and board.
  • Competitors: The recommendations consider the competitive landscape and aim to differentiate the AMF from other organizations working in the field of global health.
  • Attractiveness ' quantitative measures if applicable: The recommendations are designed to improve the AMF's financial sustainability, including increasing donor base and diversifying revenue streams.
  • Assumptions: The recommendations are based on the assumption that there is a growing demand for transparency and accountability in the pharmaceutical industry, and that donors are increasingly interested in supporting organizations that demonstrate a clear impact.

6. Conclusion

By implementing these recommendations, the AMF can solidify its position as a leading voice in the global health landscape and secure the resources needed to achieve its ambitious goals. The AMF has the potential to make a significant contribution to improving access to essential medicines and improving health outcomes in developing countries.

7. Discussion

Other alternatives not selected include:

  • Focusing solely on fundraising: This approach could lead to a short-term increase in funding but may not be sustainable in the long term.
  • Merging with another organization: This approach could provide access to additional resources but may compromise the AMF's independence and mission.
  • Reducing the scope of the AMI: This approach could make the AMI less relevant and influential.

Risks associated with the recommendations include:

  • Failure to secure sufficient funding: This could lead to a reduction in the AMF's activities and impact.
  • Negative publicity related to the pharmaceutical industry: This could damage the AMF's reputation and make it more difficult to attract donors.
  • Internal resistance to change: This could hinder the implementation of the recommendations.

Key assumptions of the recommendations include:

  • There is a growing demand for transparency and accountability in the pharmaceutical industry.
  • Donors are increasingly interested in supporting organizations that demonstrate a clear impact.
  • The AMF has the capacity to implement the recommendations effectively.

8. Next Steps

To implement the recommendations, the AMF should take the following steps:

  • Develop a detailed implementation plan outlining the specific activities, timelines, and resources required.
  • Secure buy-in from key stakeholders including the board, staff, and donors.
  • Monitor progress regularly and make adjustments as needed.
  • Celebrate successes and learn from challenges.

By taking these steps, the AMF can ensure that it is well-positioned to achieve its mission and make a lasting impact on the lives of people around the world.

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Case Description

The founder of the Access to Medicine Foundation, based in the Netherlands, had a goal to research and publish a biannual, global survey of pharmaceutical companies and their rankings, in terms of their effects in providing needed medicines to people in developing countries. When the first two iterations of the Access to Medicine Index (ATMI) were published in 2008 and 2010 (see case A), the most prominent challenges were engaging stakeholders-government, pharmaceutical firms, nonprofit organizations, investors, and others-and securing funding to support ongoing research and analyses. In 2016, the founder was preparing for the ATMI's fifth iteration (see case B, W17013), and he had a three-point focus: to improve engagement with pharmaceutical companies in an effort to increase the effect of the ATMI on companies' practices; to incorporate the views of patients into the ATMI; and to engage with governments and regulators in the developing countries, where citizens were in need of access to medicines.

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