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Written by Gary F. Smith
Publish Date: 2024-11-01

Harvard Case - Basic Healthcare Services: An Innovative Model for Primary Healthcare Delivery in Rural India

"Basic Healthcare Services: An Innovative Model for Primary Healthcare Delivery in Rural India" Harvard business case study is written by Devendra Tayade, D.V.R. Seshadri. It deals with the challenges in the field of Social Enterprise. The case study is 17 page(s) long and it was first published on : Nov 30, 2020

At Fern Fort University, we recommend that Basic Healthcare Services (BHS) focus on a hybrid model that leverages its existing strengths in social entrepreneurship and community engagement while adopting a strategic growth strategy to expand its reach and impact. This approach will involve strengthening its core business model through a combination of social impact investing, strategic partnerships, and a focus on sustainable business practices. BHS should also explore opportunities to expand its service offerings and geographic reach, while maintaining its commitment to providing high-quality, affordable healthcare to underserved communities in rural India.

2. Background

Basic Healthcare Services (BHS) is a social enterprise operating in rural India, providing affordable and accessible primary healthcare services. Founded by Dr. Amit Sharma, a passionate physician, BHS aims to address the critical healthcare needs of marginalized communities. The organization operates through a network of mobile clinics and community health centers, offering basic medical care, preventive health services, and health education. BHS faces challenges related to funding, scalability, and competition from traditional healthcare providers.

The main protagonists of the case study are Dr. Amit Sharma, the founder and driving force behind BHS, and the team of dedicated healthcare professionals who work tirelessly to deliver quality care to underserved communities. The case study also highlights the challenges faced by BHS in navigating the complex healthcare landscape of rural India, including limited access to healthcare infrastructure, financial constraints, and the need to adapt to changing government policies.

3. Analysis of the Case Study

BHS's success lies in its strong commitment to social impact and its innovative approach to healthcare delivery. However, to achieve sustainable growth and expand its reach, the organization needs to adopt a more strategic approach to its operations. This involves considering the following key aspects:

Social Entrepreneurship and Impact Investing: BHS operates as a social enterprise, prioritizing social impact over profit maximization. This model requires a strong focus on impact measurement and transparency. BHS can leverage its social impact credentials to attract impact investors seeking to invest in ventures that address social and environmental challenges.

Strategic Partnerships and Collaboration: BHS can benefit from strategic partnerships with other organizations, including NGOs, government agencies, and private healthcare providers. These partnerships can provide access to resources, expertise, and expanded reach.

Sustainable Business Models: BHS needs to develop sustainable business models that can generate revenue while maintaining its commitment to affordability and accessibility. This could involve exploring alternative funding sources, optimizing operational efficiency, and diversifying service offerings.

Growth Strategy: BHS should develop a clear growth strategy that outlines its expansion plans, target markets, and key performance indicators. This strategy should consider the organization's resource constraints, market opportunities, and the potential for scaling its operations.

Marketing and Outreach: BHS needs to implement effective marketing and outreach strategies to raise awareness about its services and reach its target audience. This could involve leveraging digital marketing, community engagement initiatives, and partnerships with local organizations.

Governance and Leadership: BHS needs to establish strong governance structures and develop a leadership team with the skills and experience necessary to guide the organization's growth and ensure its long-term sustainability.

4. Recommendations

1. Embrace a Hybrid Model: BHS should adopt a hybrid model that combines social entrepreneurship with elements of traditional business practices. This will involve focusing on generating revenue through efficient operations, strategic pricing, and exploring new service offerings while maintaining its commitment to social impact.

2. Engage in Impact Investing: BHS should actively pursue impact investors who are interested in supporting social enterprises addressing healthcare needs in developing countries. This can provide access to capital and expertise that can help scale operations and expand reach.

3. Build Strategic Partnerships: BHS should actively seek strategic partnerships with NGOs, government agencies, and private healthcare providers to leverage their resources, expertise, and networks. These partnerships can provide access to funding, technology, and infrastructure, enabling BHS to expand its reach and impact.

4. Develop Sustainable Business Models: BHS should explore innovative business models that can generate revenue while maintaining affordability and accessibility. This could involve:

  • Fee-for-service model: Offering a tiered pricing structure based on income levels.
  • Pay-for-performance model: Receiving payments based on achieving specific health outcomes.
  • Social franchising: Partnering with local entrepreneurs to establish BHS clinics in new locations.
  • Microfinance: Providing microloans to patients for treatment costs.

5. Implement a Strategic Growth Plan: BHS should develop a comprehensive growth strategy that outlines its expansion plans, target markets, and key performance indicators. This plan should consider:

  • Geographic expansion: Targeting new regions with high healthcare needs.
  • Service diversification: Offering additional services like dental care, mental health services, and preventative health programs.
  • Technology adoption: Utilizing telehealth platforms and mobile health technologies to expand reach and improve efficiency.

6. Enhance Marketing and Outreach: BHS should invest in effective marketing and outreach strategies to raise awareness about its services and reach its target audience. This could involve:

  • Digital marketing: Utilizing social media, search engine optimization, and targeted advertising campaigns.
  • Community engagement: Organizing health camps, awareness programs, and community outreach initiatives.
  • Partnerships with local organizations: Collaborating with schools, community centers, and religious institutions to reach underserved populations.

7. Strengthen Governance and Leadership: BHS should establish a robust governance structure with a board of directors that includes experienced professionals with expertise in healthcare, finance, and social enterprise. The organization should also develop a strong leadership team with the skills and experience necessary to guide its growth and ensure its long-term sustainability.

5. Basis of Recommendations

These recommendations are based on a thorough analysis of BHS's current situation, considering its strengths, weaknesses, opportunities, and threats. The recommendations are aligned with BHS's mission to provide affordable and accessible healthcare to underserved communities in rural India. They also address the organization's need for sustainable growth, financial stability, and a focus on social impact.

1. Core competencies and consistency with mission: The recommendations are consistent with BHS's core competencies in providing quality healthcare services and its mission to serve underserved communities.

2. External customers and internal clients: The recommendations consider the needs of BHS's external customers (patients) and internal clients (healthcare professionals).

3. Competitors: The recommendations acknowledge the competitive landscape and propose strategies to differentiate BHS from traditional healthcare providers.

4. Attractiveness ' quantitative measures if applicable (e.g., NPV, ROI, break-even, payback): The recommendations emphasize the importance of financial sustainability and suggest strategies to improve BHS's financial performance.

5. Assumptions: The recommendations are based on the assumption that BHS can successfully implement the proposed strategies and that there will be continued support from stakeholders, including impact investors, government agencies, and local communities.

6. Conclusion

BHS has the potential to become a leading provider of affordable and accessible healthcare services in rural India. By embracing a hybrid model that combines social entrepreneurship with sustainable business practices, BHS can achieve its social mission while ensuring its long-term sustainability. The organization needs to focus on impact investing, strategic partnerships, and a comprehensive growth strategy to expand its reach and impact.

7. Discussion

Other alternatives not selected:

  • Purely nonprofit model: This model would rely solely on donations and grants, which could be challenging to sustain in the long term.
  • Traditional for-profit model: This model would prioritize profit maximization over social impact, potentially compromising BHS's commitment to affordability and accessibility.

Risks and key assumptions:

  • Competition from traditional healthcare providers: BHS may face competition from established healthcare providers who offer a wider range of services.
  • Government regulations: Changes in government policies could impact BHS's operations and funding.
  • Financial sustainability: BHS needs to generate sufficient revenue to cover its operating costs and achieve its growth objectives.

8. Next Steps

Timeline with key milestones:

  • Year 1: Develop a comprehensive strategic plan, secure impact investment, and establish key partnerships.
  • Year 2: Implement the growth strategy, expand service offerings, and enhance marketing and outreach efforts.
  • Year 3: Evaluate the impact of the implemented strategies, refine the business model, and explore new opportunities for growth.

By following these recommendations and actively engaging with stakeholders, BHS can create a sustainable and impactful healthcare model that serves the needs of underserved communities in rural India.

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Case Description

Set in the year 2019, this case looks at the development of Basic Healthcare Services (BHS), a primary healthcare organization in India based out of Udaipur, Rajasthan, and its efforts to achieve sustainability. This case sheds light on the state of primary healthcare in India and, in doing so, unravels the underlying challenges of setting up and running a privately-led primary healthcare delivery organization in rural India catering to people at the bottom of the pyramid. It shows how building physical infrastructure alone is not enough to provide last-mile primary healthcare coverage to people living in the rural hinterlands. BHS, under the leadership of its Founder-Director Dr. Pavitra Mohan, engaged with rural communities to build their trust in allopathic healthcare and wean them away from pseudo-practitioners, and created systems that would address their health needs. This case gives readers a glimpse of Mohan's formative years and the many challenges he had to overcome to realize his vision of providing affordable and accessible last-mile healthcare. One of BHS's successful strategies was to engage with the communities it served and forge meaningful collaborations. A small but dedicated team of healthcare professionals and community workers delivered compassionate care and conducted outreach in poor rural communities. It relied on grant aid to finance its operations. The primary issue confronting BHS in 2019 was how to achieve financial viability and catalyze the growth of the organization.

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