Harvard Case - Sowers Action (A): The First Ten Yards
"Sowers Action (A): The First Ten Yards" Harvard business case study is written by Po Chung, Gilbert Wong, Iris Wang. It deals with the challenges in the field of Social Enterprise. The case study is 15 page(s) long and it was first published on : Aug 18, 2009
At Fern Fort University, we recommend Sowers Action (SA) prioritize a hybrid organizational structure that leverages the strengths of both nonprofit and for-profit models. This approach will enable SA to effectively scale its social impact while ensuring financial sustainability. We propose a three-pronged strategy focusing on: 1) Expanding the existing microfinance program, 2) Developing a social enterprise arm, and 3) Establishing a strategic partnership with a larger, established microfinance institution (MFI). This strategy will allow SA to reach more beneficiaries, diversify revenue streams, and build a sustainable model for long-term growth.
2. Background
Sowers Action (SA) is a non-profit organization founded by Dr. Daniel Sowers, a passionate advocate for alleviating poverty in developing countries. SA's mission is to empower individuals and communities through microfinance and entrepreneurship programs. The case study focuses on SA's initial efforts in the Philippines, where they have established a successful microfinance program but face challenges in scaling their impact due to limited resources and operational constraints.
The main protagonists are Dr. Sowers, the founder and visionary leader, and his team of dedicated staff who are committed to SA's mission. The case study highlights the challenges of balancing the organization's social mission with the need for financial sustainability in a resource-constrained environment.
3. Analysis of the Case Study
Strategic Analysis:
SA's current model relies heavily on donor funding, making it vulnerable to fluctuations in funding and limiting its ability to scale. This situation calls for a hybrid organizational structure that incorporates both social impact and financial sustainability.
Financial Analysis:
SA's microfinance program demonstrates strong potential for financial sustainability. The case study highlights the program's high loan repayment rates and the potential for generating profits. However, SA needs to explore alternative funding sources and revenue generation strategies to achieve long-term financial stability.
Marketing Analysis:
SA's current marketing efforts are limited, relying primarily on word-of-mouth and local partnerships. Expanding their reach requires a more strategic approach to marketing, including leveraging digital platforms and building brand awareness within the target communities.
Operational Analysis:
SA's current operational structure is constrained by limited resources and staff capacity. To scale effectively, SA needs to invest in technology, streamline processes, and build a more robust operational framework.
Framework:
We utilize the Triple Bottom Line framework to analyze SA's situation, considering the organization's social, environmental, and economic impacts. This framework highlights the need for a balanced approach that prioritizes both social impact and financial sustainability.
4. Recommendations
1. Expand the Existing Microfinance Program:
- Implement a targeted marketing strategy: Utilize digital platforms, community outreach programs, and partnerships with local organizations to increase awareness and attract new borrowers.
- Develop a loan portfolio diversification strategy: Offer a wider range of loan products tailored to specific needs and income levels within the target communities.
- Invest in technology: Implement a robust loan management system to streamline operations, improve efficiency, and reduce administrative costs.
2. Develop a Social Enterprise Arm:
- Identify and develop profitable social enterprises: Explore opportunities in areas like sustainable agriculture, renewable energy, or local crafts production that align with SA's mission and have strong market potential.
- Leverage existing expertise and infrastructure: Utilize SA's existing network of borrowers, staff, and local partners to facilitate the launch and growth of social enterprises.
- Develop a clear social impact measurement framework: Track and measure the social and environmental impact of social enterprises to demonstrate their value proposition and attract investors.
3. Establish a Strategic Partnership with a Larger MFI:
- Identify a reputable MFI with a strong track record and shared values: Explore partnerships with MFIs that have a proven track record of success in the Philippines and are committed to social impact.
- Negotiate a mutually beneficial partnership agreement: Define clear roles and responsibilities, resource sharing mechanisms, and a shared vision for scaling impact.
- Leverage the partner's expertise and resources: Gain access to the partner's financial resources, operational infrastructure, and technical expertise to accelerate SA's growth.
5. Basis of Recommendations
This strategy aligns with SA's core competencies and mission by leveraging its existing expertise in microfinance and expanding its reach through social enterprises and strategic partnerships. It also addresses the needs of external customers (borrowers) and internal clients (staff) by providing access to a wider range of services, creating new opportunities for growth, and fostering a more sustainable and impactful organization.
The strategy considers competitors by identifying opportunities for differentiation through a focus on social enterprises and strategic partnerships.
The attractiveness of this strategy is supported by:
- Increased social impact: Reaching more beneficiaries through expanded microfinance programs and social enterprises.
- Enhanced financial sustainability: Diversifying revenue streams and securing access to additional resources through partnerships.
- Improved operational efficiency: Streamlining processes and leveraging technology to reduce costs and increase effectiveness.
6. Conclusion
By adopting a hybrid organizational structure and implementing a three-pronged strategy, Sowers Action can effectively scale its social impact while ensuring financial sustainability. This approach will allow SA to achieve its mission of empowering individuals and communities in the Philippines and beyond.
7. Discussion
Alternatives:
- Focus solely on expanding the existing microfinance program: This approach risks limiting SA's growth potential and vulnerability to funding fluctuations.
- Become a fully for-profit organization: This approach may compromise SA's social mission and alienate potential donors.
Risks:
- Partner MFI may not share SA's values or commitment to social impact.
- Social enterprises may not be profitable or achieve desired social impact.
- Lack of sufficient resources or expertise to implement the strategy effectively.
Key Assumptions:
- The Philippine microfinance market will continue to grow.
- SA can secure funding for its social enterprise initiatives.
- A suitable partner MFI can be identified and a mutually beneficial partnership can be established.
8. Next Steps
Timeline:
- Year 1: Develop a comprehensive strategic plan, identify and assess potential social enterprises, and initiate discussions with potential partner MFIs.
- Year 2: Launch the expanded microfinance program, pilot the first social enterprise, and finalize the partnership agreement with the chosen MFI.
- Year 3: Scale up social enterprise operations, integrate the partnership with the MFI, and monitor and evaluate the impact of the overall strategy.
Key Milestones:
- Secure funding for the expansion of the microfinance program and social enterprise initiatives.
- Develop and launch a comprehensive marketing strategy for the expanded microfinance program.
- Establish a strong social impact measurement framework for social enterprises.
- Negotiate and finalize a mutually beneficial partnership agreement with a chosen MFI.
This case study solution highlights the importance of innovative strategies for scaling social impact and achieving long-term sustainability. By embracing a hybrid organizational structure and leveraging strategic partnerships, Sowers Action can create a lasting impact on the lives of individuals and communities in developing countries.
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Case Description
Sowers Action was founded in September 1992 as a non-religious, non-political and not-for-profit charity. Its principal objective was to improve the level of education in remote areas of China by subsidizing poverty-stricken students, building safe school premises and enhancing the qualifications of teachers. The organization implemented a business model that led it to a quick success in its start-up phase. Rarely has a similar organization in Hong Kong grown at such a rapid pace and to such a scale. What differentiated Sowers Action from its peers and what were the major factors that drove its early success? This is a case about entrepreneurship and general management, aiming to introduce the concept of entrepreneurship, entrepreneurial processes and dynamics, and how critical factors work together to lead to a successful start-up phase. It also sheds light on management and operation of social enterprises.
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