Harvard Case - Double Vision: Making Eye Care Accessible through Cross-Subsidization
"Double Vision: Making Eye Care Accessible through Cross-Subsidization" Harvard business case study is written by Ridhima Aggarwal, Stephen E. Chick. It deals with the challenges in the field of General Management. The case study is 29 page(s) long and it was first published on : Apr 24, 2015
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At Fern Fort University, we recommend that VisionSpring implement a multi-pronged strategy to achieve its goal of making eye care accessible in emerging markets. This strategy involves a combination of cross-subsidization, innovative business models, and strategic partnerships to address the unique challenges of the low-income population.
2. Background
VisionSpring, a non-profit organization, aims to address the global eye health crisis by providing affordable eyeglasses to low-income communities. The case study focuses on the organization's struggle to balance its social mission with financial sustainability. VisionSpring faces the challenge of balancing the need to provide affordable eye care with the need to generate revenue to sustain its operations and expand its reach.
The main protagonists of the case study are Dr. Jordan Kassalow, the founder and CEO of VisionSpring, and the organization's leadership team who are grappling with the challenges of balancing social impact and financial sustainability.
3. Analysis of the Case Study
VisionSpring can be analyzed using a strategic framework that considers its mission, vision, values, and competitive advantage in the context of the external environment and the internal capabilities of the organization.
SWOT Analysis:
Strengths:
- Strong social mission: VisionSpring's commitment to providing affordable eye care to low-income communities is a powerful motivator for its employees and stakeholders.
- Experienced leadership: Dr. Kassalow and his team have extensive experience in the eye care industry and a deep understanding of the needs of low-income communities.
- Innovative business models: VisionSpring has developed several innovative business models to make eye care accessible, such as the 'pay-it-forward' model and the use of mobile clinics.
Weaknesses:
- Financial sustainability: VisionSpring faces challenges in generating enough revenue to sustain its operations and expand its reach.
- Limited market reach: VisionSpring's operations are currently concentrated in a few countries, limiting its impact on the global eye health crisis.
- Competition from other organizations: VisionSpring faces competition from other organizations providing eye care services in emerging markets.
Opportunities:
- Growing demand for eye care: The demand for eye care services is growing in emerging markets, particularly as populations age and urbanization increases.
- Technological advancements: Advancements in technology, such as telemedicine and AI-powered eye care solutions, can help VisionSpring improve its efficiency and reach.
- Partnerships with governments and NGOs: VisionSpring can collaborate with governments and NGOs to expand its reach and impact.
Threats:
- Economic instability: Economic instability in emerging markets can negatively impact VisionSpring's operations and revenue.
- Political instability: Political instability can disrupt VisionSpring's operations and create challenges for its staff and partners.
- Competition from for-profit companies: For-profit companies are increasingly entering the eye care market in emerging markets, potentially putting pressure on VisionSpring's pricing and business models.
Porter's Five Forces Analysis:
- Threat of new entrants: The threat of new entrants is moderate, as the eye care industry requires significant investment in infrastructure and expertise.
- Bargaining power of buyers: The bargaining power of buyers is high, as low-income communities are price-sensitive and have limited access to alternative eye care options.
- Bargaining power of suppliers: The bargaining power of suppliers is moderate, as VisionSpring sources its products and services from a range of suppliers.
- Threat of substitute products: The threat of substitute products is low, as eyeglasses are the primary solution for refractive error.
- Rivalry among existing competitors: The rivalry among existing competitors is moderate, as there are several organizations providing eye care services in emerging markets.
Key Performance Indicators (KPIs):
- Number of people served: This KPI measures the number of people who have received eye care services from VisionSpring.
- Revenue generated: This KPI measures the financial sustainability of VisionSpring's operations.
- Cost per patient: This KPI measures the efficiency of VisionSpring's operations.
- Customer satisfaction: This KPI measures the satisfaction of VisionSpring's customers with its services.
4. Recommendations
VisionSpring should implement a multi-pronged strategy to achieve its goal of making eye care accessible in emerging markets. This strategy involves a combination of cross-subsidization, innovative business models, and strategic partnerships to address the unique challenges of the low-income population.
1. Expand Cross-Subsidization Model:
- Develop tiered pricing models: Offer different price points for eyeglasses based on income levels, with higher-income customers subsidizing the cost for lower-income customers.
- Partner with corporations and foundations: Secure funding from corporations and foundations to support the cross-subsidization model and expand access to eye care.
- Implement a 'pay-it-forward' program: Encourage customers who can afford it to donate to the program, allowing others to access eye care at a subsidized rate.
2. Innovate Business Models:
- Develop mobile eye care clinics: Utilize mobile clinics to reach remote and underserved communities, offering eye exams and eyeglasses at affordable prices.
- Leverage technology: Implement telemedicine solutions to provide remote eye care consultations and reduce the need for in-person visits.
- Partner with local retailers: Collaborate with local retailers to sell eyeglasses and provide eye care services, increasing accessibility and reach.
3. Forge Strategic Partnerships:
- Collaborate with governments: Work with governments to integrate eye care into national health programs and provide funding for eye care services.
- Partner with NGOs: Collaborate with NGOs working in the field of eye health to share resources and expertise, expanding the reach of both organizations.
- Establish partnerships with universities and research institutions: Collaborate with universities and research institutions to develop innovative eye care solutions and conduct research on eye health in emerging markets.
4. Enhance Organizational Capabilities:
- Invest in talent management: Develop a robust talent management strategy to attract and retain skilled professionals with expertise in eye care, business development, and social impact.
- Strengthen financial management: Implement best practices in financial management to ensure transparency, accountability, and sustainability.
- Embrace technology and data analytics: Utilize data analytics to track performance, identify trends, and make informed decisions about resource allocation and program development.
5. Basis of Recommendations
The recommendations are based on a comprehensive analysis of VisionSpring's strengths, weaknesses, opportunities, and threats. They are aligned with the organization's mission, vision, and values while considering the needs of its customers, the competitive landscape, and the potential for financial sustainability.
Key Considerations:
- Core competencies and consistency with mission: The recommendations focus on leveraging VisionSpring's core competencies in providing affordable eye care and expanding its reach to low-income communities.
- External customers and internal clients: The recommendations consider the needs of both external customers (low-income communities) and internal clients (VisionSpring's employees and stakeholders).
- Competitors: The recommendations acknowledge the competitive landscape and aim to differentiate VisionSpring by focusing on its social mission and innovative business models.
- Attractiveness ' quantitative measures if applicable (e.g., NPV, ROI, break-even, payback): The recommendations are designed to improve VisionSpring's financial sustainability and generate a positive return on investment.
- Assumptions: The recommendations are based on the assumption that there is a growing demand for eye care in emerging markets and that VisionSpring can successfully implement its proposed strategies.
6. Conclusion
VisionSpring has the potential to make a significant impact on the global eye health crisis by providing affordable eye care to low-income communities. By implementing a multi-pronged strategy that combines cross-subsidization, innovative business models, and strategic partnerships, VisionSpring can achieve its social mission while ensuring its financial sustainability.
7. Discussion
Other Alternatives:
- Focus solely on generating revenue: VisionSpring could focus on generating revenue through commercial sales of eyeglasses, potentially sacrificing its social mission.
- Seek government funding: VisionSpring could rely heavily on government funding, potentially limiting its independence and flexibility.
Risks and Key Assumptions:
- Economic instability: Economic instability in emerging markets could negatively impact VisionSpring's operations and revenue.
- Political instability: Political instability could disrupt VisionSpring's operations and create challenges for its staff and partners.
- Competition from for-profit companies: For-profit companies entering the eye care market could put pressure on VisionSpring's pricing and business models.
8. Next Steps
- Develop a detailed implementation plan: Outline the specific steps, timelines, and resources required to implement the recommendations.
- Secure funding: Identify potential funding sources and develop a fundraising strategy.
- Build partnerships: Establish partnerships with governments, NGOs, corporations, and foundations.
- Develop a robust monitoring and evaluation framework: Track the progress of the implementation plan and measure the impact of the recommendations.
- Continuously adapt and innovate: Monitor the external environment and adjust the strategy as needed to ensure long-term success.
By taking these steps, VisionSpring can achieve its goal of making eye care accessible to all, while ensuring its financial sustainability and creating a lasting impact on the lives of millions of people.
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Case Description
Facing reduced government funding, yet committed to broadening access to its services, Sankara Eye Care, a chain of hospitals in India, was at a crossroads in 2015. Over the years it had developed a lean operational model to provide free care to approximately 80 percent of its non-paying patients (cross-subsidized by paying patients). Continuous improvements and further innovation, however, were needed to achieve its ambitious goal of expanding from 9 hospitals to 20 by 2020. The case highlights Sankara's key decisions, including issues of intrinsic and extrinsic motivation, moving from a charity to a business mindset, and determining the expansion strategy.
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