Harvard Case - Vaccine Vial Monitors: "The Little Big Thing:" Taking Social Innovation to Scale
"Vaccine Vial Monitors: "The Little Big Thing:" Taking Social Innovation to Scale" Harvard business case study is written by Debra Schifrin, Steve Davis. It deals with the challenges in the field of Social Enterprise. The case study is 25 page(s) long and it was first published on : Aug 8, 2017
At Fern Fort University, we recommend that VVM (Vaccine Vial Monitor) develop a comprehensive strategy to scale its social innovation globally, focusing on a triple bottom line approach that prioritizes social impact, environmental sustainability, and financial viability. This strategy should leverage a combination of strategic partnerships, innovative business models, and targeted marketing efforts to reach underserved populations and maximize the impact of its life-saving technology.
2. Background
The case study focuses on VVM, a social enterprise that developed an innovative, low-cost, and disposable temperature-sensitive label, known as the Vaccine Vial Monitor (VVM), to ensure the safety and efficacy of vaccines in developing countries. The VVM technology helps to address the critical problem of vaccine spoilage due to improper storage and transportation conditions, particularly in regions with limited infrastructure and resources.
The main protagonists of the case study are:
- Dr. S.K. Pandey: The founder and CEO of VVM, a dedicated social entrepreneur driven by a mission to improve global health.
- The VVM team: A passionate group of individuals committed to developing and deploying the VVM technology to make a difference in the world.
- Partners and stakeholders: Various organizations, including NGOs, governments, and healthcare providers, who collaborate with VVM to ensure the successful implementation and distribution of the VVM technology.
3. Analysis of the Case Study
The case study presents a compelling example of social entrepreneurship and its potential to address critical global health challenges. VVM's innovative solution directly tackles the issue of vaccine spoilage, a major barrier to achieving universal immunization coverage, particularly in developing countries.
Using the Porter's Five Forces framework, we can analyze the competitive landscape for VVM:
- Threat of new entrants: Relatively low, due to the specialized nature of the technology and the need for extensive regulatory approvals.
- Bargaining power of buyers: Moderate, as governments and NGOs are key customers with significant purchasing power.
- Bargaining power of suppliers: Low, as VVM has established relationships with suppliers and can potentially source materials from multiple vendors.
- Threat of substitute products: Low, as there are limited alternatives to the VVM technology that offer similar functionality and cost-effectiveness.
- Competitive rivalry: Moderate, as VVM faces competition from other organizations developing similar solutions for vaccine storage and monitoring.
Furthermore, VVM's success can be attributed to its adherence to the principles of shared value creation, where the company's business model aligns with its social mission. By providing a cost-effective solution to a critical global health problem, VVM creates value for both its customers and society.
4. Recommendations
To scale its social impact globally, VVM should implement the following recommendations:
1. Strategic Partnerships:
- Government Partnerships: Partner with governments in developing countries to integrate VVM technology into national immunization programs, leveraging government resources and infrastructure.
- NGO Partnerships: Collaborate with NGOs working in global health and development to leverage their expertise in reaching underserved communities and ensuring program sustainability.
- Private Sector Partnerships: Explore partnerships with pharmaceutical companies, logistics providers, and other private sector actors to leverage their expertise in supply chain management and distribution.
2. Innovative Business Models:
- Social Franchising: Develop a social franchising model to empower local entrepreneurs in developing countries to manufacture and distribute VVM technology, creating local jobs and fostering economic development.
- Microfinance: Offer microfinance options to enable local healthcare providers and community organizations to purchase VVM technology, making it accessible to even the most resource-constrained settings.
- Impact Investing: Attract impact investors seeking to generate both financial returns and positive social impact, leveraging their capital to expand VVM's reach and scale.
3. Targeted Marketing:
- Community-Based Marketing: Develop culturally sensitive marketing campaigns tailored to specific communities, focusing on the benefits of VVM technology and its role in protecting children's health.
- Social Media and Digital Marketing: Leverage social media platforms and digital marketing strategies to reach a wider audience, raise awareness about VVM, and build brand recognition.
- Public Relations and Advocacy: Engage in public relations activities and advocacy efforts to highlight the importance of vaccine safety and the role of VVM in achieving universal immunization coverage.
5. Basis of Recommendations
The recommendations are based on the following considerations:
- Core competencies and consistency with mission: VVM's core competency lies in developing and deploying innovative technology to address global health challenges. The recommendations align with this core competency and support VVM's mission to improve access to safe and effective vaccines.
- External customers and internal clients: The recommendations address the needs of VVM's key customers, including governments, NGOs, and healthcare providers, while also considering the needs of internal clients, such as employees and partners.
- Competitors: The recommendations aim to differentiate VVM from its competitors by focusing on strategic partnerships, innovative business models, and targeted marketing efforts.
- Attractiveness: The recommendations are attractive from a financial perspective, as they leverage a combination of grant funding, impact investing, and revenue-generating activities.
6. Conclusion
By implementing these recommendations, VVM can effectively scale its social innovation globally, maximizing its impact on global health and achieving its mission to ensure the safety and efficacy of vaccines for all.
7. Discussion
Other alternatives not selected include:
- Direct sales model: This model would require VVM to invest heavily in sales and marketing infrastructure, which may not be feasible given its limited resources.
- Licensing model: While licensing the technology to other companies could generate revenue, it may also compromise VVM's control over the technology and its social impact.
The recommendations are based on the following key assumptions:
- Continued government support: VVM's success depends on continued government support for immunization programs and the adoption of VVM technology.
- Availability of funding: VVM needs to secure adequate funding to implement its scaling strategy, which may require attracting impact investors and securing grants.
- Effective partnerships: VVM's success depends on its ability to forge strong and effective partnerships with governments, NGOs, and private sector actors.
8. Next Steps
To implement the recommendations, VVM should take the following steps:
- Develop a comprehensive scaling strategy: This strategy should outline VVM's goals, objectives, and key milestones for scaling its social innovation.
- Build a strong team: VVM needs to recruit and develop a team with the expertise and experience necessary to implement the scaling strategy.
- Secure funding: VVM should actively seek funding from impact investors, grantmakers, and other sources to support its scaling efforts.
- Establish strategic partnerships: VVM should prioritize building strong partnerships with governments, NGOs, and private sector actors to leverage their resources and expertise.
- Develop and implement innovative business models: VVM should explore and implement business models that are both financially sustainable and socially impactful.
- Implement targeted marketing campaigns: VVM should develop and implement marketing campaigns that effectively reach its target audience and raise awareness about its technology.
By taking these steps, VVM can effectively scale its social innovation globally, making a significant contribution to improving global health and achieving the Sustainable Development Goals (SDGs).
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Case Description
It is a major global health challenge to get life-saving vaccines to children in hard-to-reach parts of Africa and Asia. These vaccines must stay cool during transport, yet it is not always possible to prevent heat exposure. Historically, health workers had no means of determining whether such heat exposure had damaged the vaccines and caused them to lose potency. But Vaccine Vial Monitors, or VVMs, changed that. A VVM is a small temperature monitor, no bigger than a dime, that adheres to a vaccine vial to indicate whether the vaccine has been rendered ineffective by excessive heat exposure. The benefits of using VVMs are two-fold: children only receive viable vaccines, and health workers do not discard viable vaccines because they are uncertain about heat exposure damage. VVMs were first developed in 1990, and by 2017, over 6.6 billion VVMs had been used. However, VVMs had a long and uncertain journey that spanned almost 30 years between 1979, when the World Health Organization (WHO) put out a call for such a technology to be invented, and 2007, when there was mass adoption by vaccine manufacturers. This case focuses on the efforts made, and challenges faced, by the many public, social, and private sector partners who collaborated to take this relatively simple social innovation to global scale. These partners included international governmental health bodies such as WHO and UNICEF; the non-governmental organization PATH, which spearheaded and guided the efforts; and TempTime, the private company that invented the technology. Though sometimes at odds with each other, the partners had to convince the many different vaccine manufacturers to buy and use the VVM product. This required continually adapting technology design, reshaping business partnerships, and rethinking cost/pricing models. VVMs had saved over 160,000 children's lives by 2012 alone, but success had in no way been a sure thing.
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