Harvard Case - Go Baby Go: Scaling A Social Movement Around Mobility
"Go Baby Go: Scaling A Social Movement Around Mobility" Harvard business case study is written by Stephanie E Raible, Maria Ballesteros-Sola. It deals with the challenges in the field of Social Enterprise. The case study is 13 page(s) long and it was first published on : Jun 30, 2021
At Fern Fort University, we recommend Go Baby Go (GBG) adopt a hybrid organizational model to scale its social impact. This model combines elements of a nonprofit organization with a social enterprise structure, allowing GBG to leverage both philanthropic and market-driven approaches to achieve its mission of providing mobility for children with disabilities.
2. Background
Go Baby Go is a grassroots movement focused on empowering children with disabilities through modified toy cars. The initiative began in 2012 at the University of Washington and has since expanded to over 100 chapters globally. GBG's mission is to provide children with mobility and independence, fostering their development and social inclusion. The case study focuses on GBG's challenges in scaling its operations, navigating funding constraints, and ensuring sustainability.
The main protagonists in this case are:
- Dr. Coleen Carlson: The founder of GBG and a passionate advocate for children with disabilities.
- GBG Chapters: The local chapters that implement GBG's programs and serve children in their communities.
- Volunteers: The backbone of GBG, providing essential labor and expertise.
- Families: The beneficiaries of GBG's efforts, experiencing the transformative impact of mobility.
3. Analysis of the Case Study
Strategic Analysis:
GBG's success hinges on its ability to scale its operations while maintaining its core values. To analyze this, we can use the Porter's Five Forces Framework:
- Threat of New Entrants: The low barrier to entry for GBG's model creates a potential threat from new entrants.
- Bargaining Power of Buyers: Families are highly dependent on GBG's services, giving them limited bargaining power.
- Threat of Substitute Products: While alternative mobility solutions exist, GBG's unique approach using modified toy cars fills a specific niche.
- Bargaining Power of Suppliers: GBG's reliance on volunteers and donated materials gives suppliers limited bargaining power.
- Competitive Rivalry: The focus on community-based initiatives creates a collaborative rather than competitive environment.
Financial Analysis:
GBG faces challenges in securing sustainable funding. The case study highlights the reliance on grants and donations, which are often unpredictable and insufficient to meet the growing demand. A Social Return on Investment (SROI) analysis can be conducted to quantify the impact of GBG's programs and attract impact investors.
Marketing Analysis:
GBG's marketing efforts have primarily relied on word-of-mouth and local outreach. To scale its impact, GBG needs to develop a more strategic marketing approach. Market segmentation can be used to identify target audiences and tailor marketing messages accordingly.
Operational Analysis:
GBG's current operational model is decentralized and relies heavily on volunteers. This creates challenges in standardization, quality control, and scalability. Implementing a social franchise model can provide a structured framework for replicating GBG's program while maintaining local autonomy.
4. Recommendations
- Adopt a Hybrid Organizational Model: GBG should create a social enterprise arm that generates revenue through the sale of modified toy cars, workshops, and other services. This revenue stream will supplement philanthropic funding and provide financial stability.
- Develop a Social Franchise Model: GBG should create a standardized franchise model for its chapters, providing training, resources, and quality control measures. This will ensure consistency and scalability while allowing chapters to tailor programs to local needs.
- Implement a Strategic Marketing Plan: GBG should develop a comprehensive marketing plan that targets families, potential donors, and volunteers. This plan should leverage digital marketing, social media, and public relations to raise awareness and attract support.
- Establish a Social Impact Measurement Framework: GBG should develop a robust system for measuring the social impact of its programs. This will demonstrate the value proposition to potential investors and funders.
- Explore Partnerships with Corporations and Foundations: GBG should seek strategic partnerships with corporations and foundations that align with its mission. These partnerships can provide funding, resources, and expertise.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core Competencies and Consistency with Mission: The hybrid model and social franchise model leverage GBG's core strengths in community engagement and volunteerism while ensuring scalability and sustainability.
- External Customers and Internal Clients: The recommendations address the needs of families, volunteers, and chapters by providing a more structured and sustainable framework.
- Competitors: While GBG faces competition from other mobility solutions, its focus on modified toy cars creates a unique value proposition.
- Attractiveness: The financial stability provided by the social enterprise model and the potential for increased impact through a franchise model make GBG more attractive to investors and funders.
6. Conclusion
By adopting a hybrid organizational model, implementing a social franchise model, and developing a strategic marketing plan, Go Baby Go can scale its operations, achieve financial sustainability, and significantly increase its social impact. This approach will enable GBG to empower more children with disabilities, fostering their development and social inclusion.
7. Discussion
Alternatives:
- Remaining solely a nonprofit: This would limit GBG's financial stability and scalability.
- Becoming a for-profit company: This could compromise GBG's mission and focus on social impact.
Risks:
- Maintaining quality control: The franchise model could lead to variations in program quality.
- Financial sustainability: The social enterprise model may not generate sufficient revenue to meet all needs.
Key Assumptions:
- Demand for GBG's services: The assumption is that there is a continued demand for GBG's services.
- Availability of volunteers: The assumption is that GBG can continue to attract and retain volunteers.
8. Next Steps
- Develop a detailed business plan: This plan should outline the hybrid model, franchise model, and marketing strategy.
- Pilot the social enterprise model: Launch a pilot program to test the feasibility of the social enterprise model.
- Develop a social impact measurement framework: Implement a system for tracking and reporting the social impact of GBG's programs.
- Seek partnerships with corporations and foundations: Initiate discussions with potential partners to secure funding and resources.
By taking these steps, Go Baby Go can successfully scale its operations and achieve its mission of providing mobility and independence for children with disabilities.
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Case Description
This social entrepreneurship case, anchored in 2018, portrays Go Baby Go's (GBG) founder Cole Galloway, Ph.D., debating how to scale GBG's impact given the numerous resource constraints. GBG was a project started by Galloway, a full professor at the University of Delaware. Galloway, a top physical therapy scholar, began to modify ride-on toy cars for his research on infants and mobility and serendipitously discovered that he was fulfilling an unmet need that could positively impact the development of hundreds of thousands of children and their families. What started with a simple idea - adapting ride-on toy cars turned into an international advocacy movement for infants and children with significant mobility issues. After eight years of organic growth with limited resources, Galloway was trying to figure out how to scale GBG's impact. The case describes Galloway's background, his journey as an "accidental" social entrepreneur, and his unique approach to scaling GBG. Through Galloway's experience, students will be able to discern social entrepreneurs' characteristics and analyze existing social enterprise growth strategies.
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