Harvard Case - Count every child: Telenor's digital birth registration
"Count every child: Telenor's digital birth registration" Harvard business case study is written by James E. Henderson. It deals with the challenges in the field of Strategy. The case study is 14 page(s) long and it was first published on : Nov 5, 2023
At Fern Fort University, we recommend that Telenor continue to leverage its digital birth registration platform, 'Count Every Child,' as a strategic pillar for its corporate social responsibility (CSR) initiatives and business growth in emerging markets. This recommendation is based on the platform's potential to create a sustainable competitive advantage by fostering trust, improving access to essential services, and driving social impact.
2. Background
The case study focuses on Telenor, a leading telecommunications company, and its innovative approach to digital birth registration in Pakistan. Recognizing the significant challenges associated with traditional birth registration processes, Telenor developed 'Count Every Child,' a mobile-based platform that simplifies and streamlines the registration process. This initiative aimed to address the issue of unregistered births, which can lead to social exclusion, denial of basic rights, and limited access to essential services.
The main protagonists of the case study are:
- Telenor Pakistan: The telecommunications company driving the initiative.
- The Government of Pakistan: The key stakeholder responsible for birth registration and related policies.
- Unregistered children and their families: The primary beneficiaries of the program.
3. Analysis of the Case Study
This case study presents a compelling example of business model innovation and digital transformation in action. Telenor's 'Count Every Child' initiative demonstrates a strategic approach to leveraging technology and partnerships to address a critical social issue.
To analyze the case further, we can apply various frameworks:
a) SWOT Analysis:
Strengths:
- Leveraging existing infrastructure: Telenor's extensive network and mobile penetration in Pakistan provide a significant advantage in reaching remote areas.
- Strong brand reputation: Telenor's commitment to social responsibility enhances its brand image and customer loyalty.
- Partnerships with government and NGOs: Collaboration with key stakeholders ensures program effectiveness and sustainability.
- Data-driven approach: The platform collects valuable data on birth registration trends, enabling informed decision-making and policy development.
Weaknesses:
- Limited reach in rural areas: Despite its network, Telenor faces challenges in reaching all communities, particularly in remote areas with limited connectivity.
- Potential for data security concerns: Ensuring data privacy and security is crucial for maintaining public trust.
- Dependence on government support: The program's success relies heavily on government policies and regulations.
Opportunities:
- Expanding the platform's functionalities: Integrating additional services such as healthcare appointments, education enrollment, and financial inclusion.
- Developing a sustainable funding model: Exploring partnerships with international organizations and philanthropic initiatives.
- Leveraging the platform for other social initiatives: Extending the technology to address other development challenges like vaccination programs or child protection.
Threats:
- Competition from other digital platforms: Emerging mobile-based services could pose a threat to Telenor's dominance in the market.
- Government policy changes: Unfavorable policy changes could hinder the program's progress.
- Cybersecurity threats: Data breaches and cyberattacks could damage Telenor's reputation and jeopardize user trust.
b) Porter's Five Forces:
- Threat of new entrants: The telecommunications industry in Pakistan is relatively mature, but new entrants with innovative solutions could potentially disrupt the market.
- Bargaining power of buyers: Consumers have limited bargaining power due to Telenor's dominant market position.
- Bargaining power of suppliers: Telenor has access to a wide range of suppliers, reducing their bargaining power.
- Threat of substitute products: Alternative birth registration methods, such as traditional paper-based systems, still exist, but Telenor's digital platform offers a more efficient and accessible solution.
- Rivalry among existing competitors: Competition among telecommunications companies is intense, but Telenor's focus on CSR and social impact differentiates its offerings.
c) Value Chain Analysis:
- Inbound logistics: Telenor leverages its existing infrastructure and partnerships to facilitate data collection and processing.
- Operations: The platform's user-friendly interface and mobile accessibility streamline the registration process.
- Outbound logistics: Telenor distributes registration certificates and provides ongoing support to users.
- Marketing and sales: Awareness campaigns and partnerships with local communities promote platform adoption.
- Service: Telenor offers technical support and guidance to users, ensuring a seamless experience.
d) Business Model Canvas:
- Value Propositions: Simplified and accessible birth registration, improved access to essential services, social inclusion, and empowerment.
- Customer Segments: Unregistered children and their families, government agencies, NGOs, and healthcare providers.
- Channels: Mobile network, partnerships with local organizations, and awareness campaigns.
- Customer Relationships: User support, data privacy and security, and ongoing communication.
- Revenue Streams: Potential revenue generation through partnerships with government agencies, NGOs, or private sector organizations.
- Key Activities: Platform development and maintenance, data collection and analysis, partnerships and outreach, user support.
- Key Resources: Mobile network infrastructure, technology expertise, partnerships with government and NGOs, data analytics capabilities.
- Key Partnerships: Government agencies, NGOs, healthcare providers, and technology companies.
- Cost Structure: Platform development and maintenance, marketing and outreach, user support, data security, and partnership management.
4. Recommendations
Telenor should continue to invest in and expand the 'Count Every Child' platform, focusing on the following key areas:
a) Enhance Platform Functionality:
- Integrate additional services: Expand the platform to include other essential services like healthcare appointments, education enrollment, and financial inclusion.
- Develop a user-friendly mobile application: Create a dedicated mobile app for easy access and improved user experience.
- Improve data security and privacy: Implement robust cybersecurity measures and comply with relevant data protection regulations.
b) Expand Reach and Impact:
- Target rural communities: Develop strategies to reach remote areas with limited connectivity, potentially through partnerships with local organizations or using alternative communication channels.
- Focus on community engagement: Conduct awareness campaigns and workshops to educate communities about the importance of birth registration and the benefits of using the platform.
- Collaborate with NGOs and international organizations: Seek funding and technical support from international organizations to expand the program's reach and impact.
c) Leverage Data for Social Impact:
- Analyze data for policy development: Use the platform's data to identify trends and challenges in birth registration, informing policy decisions and program interventions.
- Develop data-driven solutions: Leverage data analytics to create targeted interventions and address specific needs within different communities.
- Share data with relevant stakeholders: Collaborate with government agencies, NGOs, and researchers to share insights and facilitate evidence-based decision-making.
d) Foster Sustainable Growth:
- Explore revenue generation opportunities: Develop partnerships with government agencies, NGOs, or private sector organizations to explore potential revenue streams while maintaining the program's social impact focus.
- Build a strong brand reputation: Continue to promote Telenor's commitment to social responsibility and the 'Count Every Child' initiative through marketing and public relations efforts.
- Develop a long-term sustainability plan: Ensure the program's long-term viability through strategic planning, resource allocation, and continuous improvement.
5. Basis of Recommendations
These recommendations are based on a comprehensive analysis of Telenor's strengths, weaknesses, opportunities, and threats, as well as the current landscape of the birth registration system in Pakistan. They consider the following factors:
- Core competencies and consistency with mission: The recommendations align with Telenor's core competencies in technology, network infrastructure, and social responsibility.
- External customers and internal clients: The recommendations address the needs of unregistered children and their families, government agencies, NGOs, and Telenor's internal stakeholders.
- Competitors: The recommendations aim to maintain Telenor's competitive advantage by leveraging its unique strengths and differentiating its offerings from competitors.
- Attractiveness: The recommendations are expected to generate positive social impact, enhance Telenor's brand reputation, and potentially create new revenue streams.
6. Conclusion
Telenor's 'Count Every Child' initiative presents a compelling case study of how a telecommunications company can leverage its resources and expertise to address a critical social issue. By continuing to invest in and expand the platform, Telenor can create a sustainable competitive advantage, foster trust, improve access to essential services, and drive social impact in emerging markets. This initiative demonstrates the power of business model innovation and digital transformation in creating a positive impact on society.
7. Discussion
Alternative options not selected include:
- Focusing solely on CSR without considering business growth: While this approach could generate positive social impact, it may not be sustainable in the long term and could limit Telenor's ability to compete in the market.
- Selling the platform to a third-party organization: This option could provide immediate revenue but would relinquish control over the platform's development and impact.
Key risks and assumptions:
- Government policy changes: Changes in government regulations or funding could negatively impact the program's progress.
- Data security breaches: Cybersecurity threats could damage Telenor's reputation and user trust.
- Limited reach in rural areas: Reaching remote communities with limited connectivity remains a challenge.
8. Next Steps
To implement these recommendations, Telenor should establish a clear timeline with key milestones:
- Year 1: Develop a comprehensive strategy for platform expansion, including functionality enhancements, outreach programs, and data analysis initiatives.
- Year 2: Launch a dedicated mobile application, expand reach to rural communities, and establish partnerships with NGOs and international organizations.
- Year 3: Explore revenue generation opportunities, leverage data for social impact, and conduct ongoing monitoring and evaluation to measure the program's effectiveness.
By taking these steps, Telenor can solidify its position as a leader in social responsibility and leverage the 'Count Every Child' platform to create a lasting positive impact on the lives of millions of children in Pakistan and beyond.
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Case Description
Birth registration - considered a basic human right provided by government services - was still not working in many countries. One in four children worldwide is not registered. Yet, Zainab Siddiqui, head of sustainability at Telenor Pakistan, had a different idea. In 2013, she initiated the Digital Birth Registration Project in Pakistan in two provinces to replace the existing paper-based approach. Her entrepreneurial leadership was encouraged in Telenor, a global mobile network operator based in Norway, active in 8 markets with over 170 million subscribers. The company was an organization true to its original purpose of "promoting a country's prosperity" - by "empowering societies and connecting its subscribers to what matters most." What mattered most could be digital health, digital farming or digital banking services - several of the services that the company had launched over the years. Digital birth registration and its potential follow-on services - such as digital marriage certificates and digital driver's licenses - were considered good not only for what matters most but also potentially for the bottom line. After several years of successful implementation of the project, Zainab considered how Telenor Pakistan could take on full responsibility for the service from the Pakistani government. How would the company prepare and position itself for the eventual negotiations with the government for this potential growth opportunity?
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