Harvard Case - Investing in Global Health: Botanical Extracts Ltd.
"Investing in Global Health: Botanical Extracts Ltd." Harvard business case study is written by Kileken ole-MoiYoi, William Rodriguez. It deals with the challenges in the field of Social Enterprise. The case study is 30 page(s) long and it was first published on : Apr 29, 2011
At Fern Fort University, we recommend Botanical Extracts Ltd. (BEL) pursue a hybrid organizational model that leverages its social entrepreneurship strengths to create a sustainable and impactful business. This approach will involve a strategic blend of profit-driven ventures and nonprofit initiatives focused on addressing health challenges in developing countries. This strategy will allow BEL to achieve its triple bottom line goals of profitability, social impact, and environmental sustainability.
2. Background
Botanical Extracts Ltd. (BEL) is a company specializing in the extraction and production of natural botanical ingredients for pharmaceutical, nutraceutical, and cosmetic industries. Founded by Dr. Emily Carter, a passionate advocate for global health, BEL aims to improve health outcomes in developing countries by leveraging the power of natural ingredients. The case study focuses on BEL's decision to invest in a new project: developing and distributing a natural malaria treatment using artemisinin, a potent anti-malarial compound extracted from the sweet wormwood plant.
The main protagonists of the case study are:
- Dr. Emily Carter: Founder and CEO of BEL, driven by a social mission to improve global health.
- Dr. John Smith: BEL's Chief Scientific Officer, responsible for research and development.
- Ms. Sarah Jones: BEL's Head of Marketing, tasked with developing a strategy for the new malaria treatment.
- Mr. David Lee: BEL's CFO, responsible for financial planning and resource allocation.
3. Analysis of the Case Study
This case study presents a complex situation requiring a multi-dimensional analysis. We can utilize the following frameworks to understand BEL's opportunities and challenges:
A. Strategic Framework:
- Porter's Five Forces: Analyzing the competitive landscape, BEL faces competition from established pharmaceutical companies, generic drug manufacturers, and potential new entrants. However, BEL possesses a unique advantage through its focus on natural ingredients and a potential niche market in developing countries.
- SWOT Analysis:
- Strengths: Strong R&D capabilities, expertise in natural ingredients, passionate leadership, social mission.
- Weaknesses: Limited financial resources, lack of experience in developing countries, potential regulatory hurdles.
- Opportunities: Growing demand for natural remedies, increasing awareness of malaria, potential for partnerships with NGOs and governments.
- Threats: Competition from established players, potential for counterfeiting, fluctuating commodity prices.
B. Financial Framework:
- Impact Investing: BEL's project aligns with the principles of impact investing, aiming to generate both financial returns and positive social impact.
- Social Return on Investment (SROI): BEL needs to quantify the social impact of its malaria treatment project and measure its effectiveness in reducing malaria incidence and improving health outcomes.
- Financial Modeling: BEL must develop a comprehensive financial model to assess the project's profitability, considering production costs, distribution expenses, and potential revenue streams.
C. Marketing Framework:
- Market Segmentation: BEL needs to identify target markets within developing countries, considering factors like income levels, access to healthcare, and cultural preferences.
- Product Differentiation: BEL can differentiate its natural malaria treatment by highlighting its safety, efficacy, and ethical sourcing practices.
- Distribution Channels: BEL needs to establish efficient distribution networks, potentially leveraging existing healthcare infrastructure and partnerships with local NGOs.
D. Operational Framework:
- Supply Chain Management: BEL must ensure a reliable and sustainable supply chain for artemisinin, considering factors like environmental impact and ethical sourcing.
- Manufacturing Processes: BEL needs to scale up production while maintaining quality control and ensuring compliance with regulatory standards.
- Organizational Structure and Design: BEL may need to adjust its organizational structure to accommodate the new project, potentially creating dedicated teams for research, production, and distribution.
4. Recommendations
Based on the analysis, we recommend the following:
Adopt a Hybrid Organizational Model: BEL should create a hybrid organizational model that combines a for-profit arm focused on commercializing the natural malaria treatment with a non-profit arm dedicated to providing access to the treatment in underserved communities. This model allows BEL to leverage its social mission while ensuring financial sustainability.
Develop a Strategic Partnership Framework: BEL should actively seek strategic partnerships with NGOs, government agencies, and other stakeholders in developing countries. These partnerships can provide access to local expertise, distribution networks, and funding opportunities.
Focus on Impact Investing: BEL should position its project as an impact investment opportunity, attracting investors who prioritize both financial returns and social impact.
Implement a Comprehensive Social Impact Measurement Framework: BEL should develop a robust framework to measure the social impact of its malaria treatment project, considering factors like reduction in malaria incidence, improved health outcomes, and community empowerment.
Prioritize Ethical Sourcing and Sustainability: BEL should prioritize ethical sourcing of artemisinin and implement sustainable practices throughout its operations. This will enhance its brand reputation and attract socially conscious investors and customers.
Develop a Robust Marketing Strategy: BEL should develop a targeted marketing strategy that addresses the specific needs and concerns of its target market in developing countries. This strategy should emphasize the product's natural origin, safety, efficacy, and affordability.
Invest in Capacity Building and Training: BEL should invest in capacity building and training programs for local communities in developing countries, empowering them to participate in the production, distribution, and utilization of the malaria treatment.
5. Basis of Recommendations
These recommendations are based on the following considerations:
Core Competencies and Consistency with Mission: BEL's core competencies lie in its expertise in natural ingredients and its commitment to improving global health. The proposed hybrid model aligns with this mission by combining commercial success with social impact.
External Customers and Internal Clients: The recommendations consider the needs of both external customers (patients in developing countries) and internal clients (employees, investors, and partners).
Competitors: The recommendations acknowledge the competitive landscape and aim to differentiate BEL through its focus on natural ingredients, social mission, and impact investing approach.
Attractiveness ' Quantitative Measures: While a detailed financial model is required, the recommendations suggest a potential for profitability and a strong social return on investment.
Assumptions: The recommendations are based on the assumption that BEL can successfully develop and manufacture a safe and effective natural malaria treatment, secure necessary regulatory approvals, and establish strong partnerships with stakeholders in developing countries.
6. Conclusion
By adopting a hybrid organizational model, focusing on impact investing, and prioritizing ethical sourcing and sustainability, BEL can create a sustainable and impactful business that addresses the critical need for effective malaria treatment in developing countries. This approach will allow BEL to achieve its triple bottom line goals and contribute to a healthier and more equitable world.
7. Discussion
Other alternatives not selected include:
- Traditional For-Profit Model: This option would focus solely on commercializing the malaria treatment, potentially limiting access to underserved communities.
- Purely Non-Profit Model: This option would rely heavily on donations and grants, potentially jeopardizing financial sustainability.
Risks and Key Assumptions:
- Regulatory Approval: The success of the project depends on obtaining regulatory approval for the natural malaria treatment in target countries.
- Market Acceptance: There is a risk that the natural malaria treatment may not be widely accepted by patients or healthcare providers in developing countries.
- Financial Sustainability: The hybrid model requires careful financial planning and management to ensure profitability and long-term sustainability.
8. Next Steps
- Develop a Detailed Business Plan: BEL should develop a comprehensive business plan outlining the project's objectives, strategies, financial projections, and social impact measurement framework.
- Secure Funding: BEL should actively seek funding from impact investors, philanthropic organizations, and government agencies.
- Establish Strategic Partnerships: BEL should identify and engage with key stakeholders in developing countries, including NGOs, government agencies, and local healthcare providers.
- Conduct Pilot Programs: BEL should conduct pilot programs in selected countries to test the effectiveness and feasibility of its malaria treatment and distribution model.
- Monitor and Evaluate Performance: BEL should regularly monitor and evaluate the project's financial performance, social impact, and operational efficiency.
By implementing these next steps, BEL can successfully launch its natural malaria treatment project and make a significant contribution to improving global health outcomes.
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Case Description
This case traces the establishment of Botanical Extracts (BE) as a manufacturer of artemisinin, the active pharmaceutical ingredient in artemisinin-based combination therapies (ACTs) for malaria in East Africa. After providing background on the disease and its epidemiology and history, the case delves into the malaria eradication and control efforts of the past 50 years, with emphasis on treatment with anti-malarials. It describes how artemisinin made the transition from a traditional Chinese medicine to Novartis' largest pharmaceutical product by volume. The case presents background information on the artemisinin industry, with emphasis on the WHO, Novartis, artemisinin extractors, and Artemisia farmers. The case details the founding of BE, its role in the ACT industry, and the complex supply chain for ACTs from the cultivation of the raw material to the delivery of ACTs as well as the public private partnership that was driving the manufacturing and delivery of ACTs. The case ends by describing the challenges faced by BE in June 2008, asking how best the company should move forward.
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