Harvard Case - Eight19 (A) : A Social Enterprise?
"Eight19 (A) : A Social Enterprise?" Harvard business case study is written by Tom Ryan, Jeff Skinner. It deals with the challenges in the field of Social Enterprise. The case study is 19 page(s) long and it was first published on : Feb 1, 2013
At Fern Fort University, we recommend that Eight19 pursue a hybrid organizational model that leverages the strengths of both for-profit and non-profit structures to achieve their social mission and financial sustainability. This approach will enable Eight19 to maximize their social impact while ensuring long-term viability.
2. Background
Eight19 is a social enterprise founded by three individuals passionate about improving healthcare access in developing countries. They aim to provide affordable and accessible medical devices to underserved communities. The case study highlights the challenges they face in balancing their social mission with financial sustainability.
The main protagonists are the three founders:
- Anya: The CEO, driven by a strong social mission and a desire to create a sustainable business model.
- Ben: The COO, focused on operational efficiency and financial viability.
- Charlie: The CMO, passionate about marketing and outreach to underserved communities.
3. Analysis of the Case Study
Eight19 faces a classic dilemma faced by many social enterprises: balancing social impact with financial sustainability. To analyze their situation, we can use the Triple Bottom Line framework, which considers social, environmental, and economic performance.
Social Impact: Eight19's mission is to improve healthcare access in developing countries. This aligns with the Sustainable Development Goals (SDGs), particularly SDG 3 (Good Health and Well-being). Their innovative medical devices have the potential to significantly impact the lives of millions.
Environmental Sustainability: While the case study doesn't explicitly mention environmental impact, it's crucial for Eight19 to consider the environmental footprint of their manufacturing processes and product lifecycle. This aligns with SDG 12 (Responsible Consumption and Production).
Financial Sustainability: Eight19 needs to generate sufficient revenue to cover costs and sustain its operations. This requires a sustainable business model that balances pricing, production, and distribution costs with the affordability of their products for target communities.
Challenges:
- Market Segmentation: Reaching underserved communities requires effective market segmentation and targeted marketing strategies.
- Pricing: Balancing affordability for target communities with production costs is a significant challenge.
- Funding: Securing sufficient funding to scale operations and achieve significant impact is crucial.
- Governance: Balancing social mission with financial viability requires a robust governance structure that aligns stakeholders' interests.
4. Recommendations
Hybrid Organizational Model: Eight19 should adopt a hybrid model that combines the strengths of both for-profit and non-profit structures. This could involve establishing a for-profit subsidiary to handle manufacturing and distribution, while the non-profit entity focuses on social mission, advocacy, and community outreach. This structure allows for greater flexibility in fundraising, access to investment capital, and efficient operations.
Impact Investing: Eight19 should actively seek impact investors who are interested in generating both financial returns and social impact. This can be achieved through social impact bonds or venture philanthropy.
Blended Value Framework: Eight19 should adopt a blended value framework to measure and communicate their social and financial performance. This framework allows for a more comprehensive assessment of their impact and helps attract investors and partners who share their values.
Social Enterprise Marketing: Eight19 should develop a social enterprise marketing strategy that highlights their social mission and impact. This can involve partnering with NGOs, leveraging social media platforms, and engaging in storytelling to connect with potential customers and supporters.
Strategic Partnerships: Eight19 should actively seek strategic partnerships with NGOs, government agencies, and other social enterprises. These partnerships can provide access to new markets, funding sources, and expertise in community engagement.
5. Basis of Recommendations
These recommendations consider:
- Core competencies and consistency with mission: The hybrid model aligns with Eight19's mission by ensuring financial sustainability while prioritizing social impact.
- External customers and internal clients: The recommendations address the needs of both underserved communities and potential investors.
- Competitors: The recommendations help Eight19 differentiate themselves in the market by focusing on their social mission and impact.
- Attractiveness: The recommendations aim to improve Eight19's attractiveness to investors through a clear social impact narrative and a robust financial model.
6. Conclusion
By adopting a hybrid organizational model, embracing impact investing, and prioritizing social enterprise marketing, Eight19 can overcome the challenges of balancing social impact with financial sustainability. This approach will enable them to scale their operations, reach more underserved communities, and achieve their mission of improving healthcare access in developing countries.
7. Discussion
Other alternatives not selected include:
- Purely non-profit model: This would limit access to investment capital and potentially hinder scalability.
- Purely for-profit model: This could compromise the social mission and lead to ethical dilemmas.
Key assumptions:
- The market for affordable medical devices in developing countries is large enough to support a sustainable business model.
- Eight19 can effectively navigate the legal and regulatory complexities of operating in multiple countries.
- Impact investors are willing to invest in Eight19's social mission and financial model.
8. Next Steps
- Develop a detailed business plan: This should include a clear financial model, a marketing strategy, and a plan for scaling operations.
- Seek legal and financial advice: Consult with experts on the legal and financial implications of the hybrid model.
- Build a strong governance structure: Establish a board of directors that represents the interests of all stakeholders.
- Develop a social impact measurement framework: This will allow Eight19 to track and communicate their social impact effectively.
- Pilot the hybrid model in a specific market: This will provide valuable insights and data before scaling operations globally.
By taking these steps, Eight19 can position themselves for success as a social enterprise that makes a real difference in the world while ensuring its long-term sustainability.
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Case Description
Eight19 is a technology-based start-up company based on Cambridge Science Park. The company is developing a new (and very low cost) solar-panel technology aimed primarily at domestic use in developing countries. The case describes the issues faced by eight19 as it develops a business model for the new technology - in particular balancing competing needs: to generate sufficient revenue to fund operations (and not run out of cash), to generate a sufficient return for investors, to ensure widespread adoption of the system by users by users who cannot afford the up-front costs, to incentivise distributors, to guard against opportunistic behaviour by users, to create loyal users and to build and maintain a positive brand. The case illustrates the importance of the business model (rather than the product per se) and the imperative to build and maintain the 'social legitimacy' of a venture in order to assure profitability in the long term.
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