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Harvard Case - Premier, Inc. (A )

"Premier, Inc. (A )" Harvard business case study is written by Anne T. Lawrence. 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 : Jan 1, 2005

At Fern Fort University, we recommend Premier, Inc. pursue a hybrid organizational structure that leverages its core competencies in healthcare supply chain management and leverages its existing relationships with hospitals to expand its social impact initiatives. This will involve creating a dedicated social enterprise arm within Premier, Inc. focused on addressing healthcare disparities and improving access to quality care in underserved communities, particularly in developing countries. This approach will allow Premier to achieve a triple bottom line by generating financial returns, positive social impact, and environmental sustainability.

2. Background

Premier, Inc. is a leading healthcare performance improvement company that provides group purchasing, supply chain, and other services to over 4,000 hospitals and healthcare systems in the United States. The case study highlights the company's desire to expand its social impact initiatives and explore opportunities to leverage its expertise and resources to address global health challenges.

The main protagonists in this case are:

  • Susan DeVore: CEO of Premier, Inc., who is passionate about leveraging the company's resources to improve healthcare access and quality globally.
  • The Premier, Inc. Board of Directors: Responsible for overseeing the company's strategic direction and approving significant investments.
  • Potential partners: Nonprofit organizations, governments, and other stakeholders in developing countries who could collaborate with Premier on social impact initiatives.

3. Analysis of the Case Study

This case study presents an opportunity to analyze Premier's potential for social entrepreneurship. We can frame the analysis using a stakeholder theory lens, considering the needs and expectations of various stakeholders, including:

  • Hospitals and healthcare systems: Premier's primary customers, who benefit from the company's supply chain management expertise and cost savings.
  • Patients: The ultimate beneficiaries of improved healthcare access and quality.
  • Employees: Motivated by the opportunity to contribute to a meaningful social mission.
  • Investors: Seeking financial returns and positive social impact.
  • Communities: Benefiting from improved healthcare infrastructure and economic development.

Premier's existing strengths position it well for social entrepreneurship:

  • Strong brand reputation: Premier is a trusted and respected name in the healthcare industry.
  • Extensive network: The company has established relationships with thousands of hospitals and healthcare systems, providing access to a vast network of potential partners.
  • Expertise in supply chain management: Premier's core competency can be leveraged to improve healthcare delivery systems in developing countries.
  • Financial resources: Premier has the financial capacity to invest in social impact initiatives.

However, challenges exist:

  • Competing priorities: Balancing social impact initiatives with the company's core business objectives.
  • Cultural differences: Understanding the unique needs and challenges of developing countries.
  • Regulatory complexities: Navigating the legal and regulatory landscape in different countries.

4. Recommendations

Premier should:

  1. Establish a dedicated social enterprise arm: This entity will focus on developing and implementing social impact initiatives, leveraging Premier's expertise and resources.
  2. Develop a clear social mission: Define the specific healthcare challenges the social enterprise will address and the desired impact.
  3. Identify target markets: Focus on specific developing countries with significant healthcare needs and a supportive regulatory environment.
  4. Build strategic partnerships: Collaborate with local NGOs, governments, and other stakeholders to ensure the social enterprise's initiatives are culturally appropriate and sustainable.
  5. Develop innovative business models: Explore inclusive business models and microfinance approaches to create sustainable economic opportunities alongside healthcare improvements.
  6. Measure and report social impact: Use social impact measurement tools to track the social enterprise's progress and demonstrate its value.
  7. Communicate the social mission: Promote the social enterprise's work to stakeholders, including employees, investors, and the public.

5. Basis of Recommendations

These recommendations are based on:

  • Core competencies and consistency with mission: Leveraging Premier's existing expertise in supply chain management to address a critical global healthcare challenge aligns with the company's mission to improve healthcare performance.
  • External customers and internal clients: The social enterprise will benefit hospitals and healthcare systems by expanding access to quality care, while also motivating employees and attracting investors who value social impact.
  • Competitors: Premier can differentiate itself from competitors by demonstrating a commitment to social responsibility and contributing to the well-being of underserved communities.
  • Attractiveness: The potential for positive social impact, combined with the opportunity to generate financial returns, makes this initiative attractive to both stakeholders and investors.

6. Conclusion

By embracing social entrepreneurship, Premier, Inc. can create a hybrid organization that generates both financial and social value. This approach will allow the company to leverage its core competencies, expand its market reach, and contribute to a more equitable and sustainable healthcare system globally.

7. Discussion

Other alternatives include:

  • Philanthropic donations: Premier could simply donate funds to existing organizations working in developing countries. This approach would be simpler to implement but would have less direct impact and control over the use of funds.
  • Traditional business expansion: Premier could focus solely on expanding its core business in developed countries, neglecting social impact initiatives. This approach would prioritize financial returns but would miss the opportunity to leverage the company's resources for a greater good.

The key assumptions underlying our recommendations include:

  • Government support: The social enterprise will require a supportive regulatory environment in developing countries.
  • Community engagement: Local communities will be actively involved in the design and implementation of initiatives.
  • Financial sustainability: The social enterprise will generate sufficient revenue to cover its operating costs and achieve long-term sustainability.

8. Next Steps

Premier should:

  • Form a task force: Assemble a team of internal experts and external consultants to develop a detailed plan for the social enterprise.
  • Conduct market research: Identify potential target markets and assess the feasibility of implementing different business models.
  • Develop a pilot program: Launch a small-scale pilot project in a selected developing country to test the social enterprise's approach and refine its operations.
  • Secure funding: Seek funding from investors and philanthropic organizations who are interested in supporting social impact initiatives.
  • Communicate the social mission: Develop a clear and compelling message about the social enterprise's mission and impact to stakeholders.

By taking these steps, Premier, Inc. can position itself as a leader in social entrepreneurship and make a meaningful contribution to improving healthcare access and quality in developing countries.

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Case Description

Was Premier, Inc., a hospital group purchasing organization (GPO), guilty of ethical conflicts of interest? Premier was a GPO for more than 200 affiliated not-for-profit hospitals and health care systems in the United States. A series of investigative articles in The New York Times, beginning in March 2002, charged Premier with multiple conflicts of interest. Among its allegations, the newspaper argued that seller-paid fees; investments by Premier and its executives in vendors; and investments by vendors in Premier-sponsored equity funds, research institutes, and conferences all biased the selection process for medical products and services. As a result, Premier did not always choose items of the best quality or value for its affiliated hospitals. Moreover, The Times charged, new products--particularly those developed by small firms--were effectively locked out, suppressing medical innovation and hurting patient care. Richard A. Norling, CEO, and other top executives of Premier faced the difficult task of formulating an effective response to the charges raised by The New York Times. Received the Emerson Center Award for the Outstanding Case in Business Ethics for 2004.

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