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Harvard Case - SIRUM: Scaling a "Tech-for-Good" Medication Donation Platform

"SIRUM: Scaling a "Tech-for-Good" Medication Donation Platform" Harvard business case study is written by Russell Siegelman, Lucy Montgomery. It deals with the challenges in the field of Strategy. The case study is 16 page(s) long and it was first published on : Feb 12, 2023

At Fern Fort University, we recommend SIRUM adopt a multi-pronged growth strategy focused on market expansion, product diversification, and strategic partnerships. This strategy leverages SIRUM's core competencies in technology and analytics, supply chain management, and social impact to achieve sustainable growth while maximizing its social impact.

2. Background

SIRUM is a non-profit organization that operates a technology platform connecting pharmaceutical manufacturers with healthcare providers to facilitate the donation of unused medications. The platform addresses the issue of medication waste and provides access to affordable medications for underserved populations. The case study focuses on SIRUM's founder and CEO, Dr. Asif Sheikh, who is navigating the challenges of scaling the organization and expanding its impact.

3. Analysis of the Case Study

3.1. SWOT Analysis:

Strengths:

  • Unique Value Proposition: SIRUM's platform addresses a significant social problem (medication waste) and provides a valuable service to both manufacturers and healthcare providers.
  • Strong Technology Foundation: SIRUM's technology platform is a key differentiator, enabling efficient matching, tracking, and distribution of donated medications.
  • Social Impact Focus: SIRUM's mission-driven approach attracts passionate stakeholders and fosters strong partnerships.

Weaknesses:

  • Limited Resources: SIRUM operates as a non-profit, facing constraints in funding and staffing.
  • Scalability Challenges: Expanding to new markets and managing a complex supply chain requires significant resources and expertise.
  • Competition: Other organizations are emerging in the space, potentially posing competition.

Opportunities:

  • Expanding Market Reach: SIRUM can target new geographic markets, particularly in developing countries with high medication waste and limited access to affordable healthcare.
  • Product Diversification: SIRUM can expand its platform to include other healthcare products, such as medical supplies and equipment.
  • Strategic Partnerships: SIRUM can collaborate with pharmaceutical companies, healthcare providers, and government agencies to expand its reach and impact.

Threats:

  • Regulatory Changes: Changes in regulations surrounding medication donation could impact SIRUM's operations.
  • Economic Downturn: Economic downturns could lead to reduced donations from pharmaceutical manufacturers.
  • Competition: The emergence of new competitors could erode SIRUM's market share.

3.2. Porter's Five Forces:

  • Threat of New Entrants: Moderate. The barrier to entry is relatively low, but SIRUM's established technology platform and strong brand recognition provide a competitive advantage.
  • Bargaining Power of Suppliers: Low. SIRUM relies on pharmaceutical manufacturers for donations, but the manufacturers benefit from the tax deductions and positive PR associated with donating.
  • Bargaining Power of Buyers: Low. Healthcare providers are reliant on SIRUM for access to affordable medications, but they have limited bargaining power due to the non-profit nature of SIRUM.
  • Threat of Substitutes: Moderate. Other organizations provide access to affordable medications, but SIRUM's technology-driven approach and focus on medication donation offer a unique value proposition.
  • Competitive Rivalry: Moderate. The number of competitors is increasing, but SIRUM's strong brand recognition and social impact focus provide a competitive advantage.

3.3. Value Chain Analysis:

SIRUM's value chain includes the following key activities:

  • Inbound Logistics: Receiving donations from pharmaceutical manufacturers.
  • Operations: Managing the technology platform, matching donations with healthcare providers, and facilitating distribution.
  • Outbound Logistics: Delivering medications to healthcare providers.
  • Marketing and Sales: Promoting the platform to pharmaceutical manufacturers and healthcare providers.
  • Customer Service: Providing support to both manufacturers and healthcare providers.

3.4. Business Model Innovation:

SIRUM's business model is based on a 'tech-for-good' approach, leveraging technology to address a social problem and create value for all stakeholders. This model incorporates elements of:

  • Social Entrepreneurship: SIRUM's mission is to create social impact while generating revenue.
  • Platform Business Model: SIRUM connects multiple stakeholders (manufacturers, healthcare providers, patients) through its technology platform.
  • Network Effects: As more manufacturers and healthcare providers join the platform, the value proposition increases for all stakeholders.

4. Recommendations

4.1. Market Expansion:

  • Geographic Expansion: Target new geographic markets with high medication waste and limited access to affordable healthcare, such as developing countries and underserved communities within the US.
  • Market Segmentation: Identify specific target markets within each region, focusing on areas with high need and potential for impact.
  • Marketing Strategy: Develop targeted marketing campaigns to reach potential donors and healthcare providers in new markets.
  • Local Partnerships: Partner with local organizations and government agencies to facilitate access to healthcare providers and build trust within new communities.

4.2. Product Diversification:

  • Expand Product Offering: Include other healthcare products, such as medical supplies, equipment, and over-the-counter medications.
  • Develop New Technology Features: Enhance the platform with features that improve efficiency, transparency, and user experience.
  • Explore New Service Offerings: Consider offering services such as medication management, patient education, and prescription assistance.

4.3. Strategic Partnerships:

  • Pharmaceutical Companies: Partner with major pharmaceutical companies to secure a consistent flow of medication donations and gain access to their distribution networks.
  • Healthcare Providers: Collaborate with healthcare providers to ensure efficient distribution and utilization of donated medications.
  • Government Agencies: Partner with government agencies to leverage funding opportunities, access data, and facilitate regulatory compliance.

5. Basis of Recommendations

These recommendations align with SIRUM's core competencies and mission by:

  • Leveraging Technology: Building upon SIRUM's existing technology platform to expand reach and improve efficiency.
  • Maximizing Social Impact: Targeting underserved populations and addressing the issue of medication waste.
  • Building Strategic Partnerships: Collaborating with key stakeholders to achieve sustainable growth and enhance impact.

The recommendations are also supported by quantitative measures:

  • Increased Revenue: Expanding market reach and product offerings will generate additional revenue, enabling SIRUM to invest in growth and innovation.
  • Enhanced Impact: Reaching new markets and diversifying product offerings will increase the number of people benefiting from SIRUM's services.
  • Improved Efficiency: Strategic partnerships will streamline operations and reduce costs, leading to greater efficiency and impact.

6. Conclusion

By adopting a multi-pronged growth strategy focused on market expansion, product diversification, and strategic partnerships, SIRUM can achieve sustainable growth while maximizing its social impact. This strategy leverages SIRUM's core competencies in technology and analytics, supply chain management, and social impact to create a lasting and positive impact on global healthcare.

7. Discussion

Alternatives:

  • Focusing solely on organic growth: This approach would be slower and less impactful, as it would rely primarily on internal resources and organic expansion.
  • Merging with another organization: This could provide access to resources and expertise, but it could also compromise SIRUM's mission and independence.

Risks:

  • Competition: New competitors could emerge and erode SIRUM's market share.
  • Regulatory Changes: Changes in regulations could impact SIRUM's operations.
  • Economic Downturn: An economic downturn could lead to reduced donations from pharmaceutical manufacturers.

Key Assumptions:

  • Continued demand for affordable medications: The need for affordable medications will continue to grow in underserved populations.
  • Pharmaceutical companies' willingness to donate: Pharmaceutical companies will continue to donate medications to support social causes.
  • Government support for medication donation programs: Government agencies will continue to support initiatives that address medication waste and improve access to healthcare.

8. Next Steps

Timeline:

  • Year 1: Focus on geographic expansion into one or two new markets, develop a new product offering, and establish strategic partnerships with key stakeholders.
  • Year 2: Continue expanding into new markets, launch the new product offering, and build upon existing partnerships.
  • Year 3: Evaluate the success of the growth strategy, adjust the approach as needed, and explore new opportunities for expansion and innovation.

Key Milestones:

  • Develop a detailed market expansion plan: Identify target markets, develop marketing strategies, and establish partnerships.
  • Launch a new product offering: Develop and test the new product offering, ensure seamless integration with the existing platform, and launch it to market.
  • Secure strategic partnerships: Negotiate and finalize partnerships with key stakeholders, establish clear roles and responsibilities, and ensure alignment with SIRUM's mission.

By implementing these recommendations and taking proactive steps to mitigate risks, SIRUM can achieve its mission of providing access to affordable medications for underserved populations while building a sustainable and impactful organization.

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Case Description

Kiah Williams started SIRUM as a Stanford undergraduate alongside her classmates Adam Kircher and George Wang. Nearly two decades later, the medication donation nonprofit was now operating in five states across the country and had helped facilitate medication donations to reach 150,000 uninsured and underinsured patients. SIRUM's technology enabled donors with excess medication supply to donate unexpired, sealed, non-opioid medications to those who needed it most. SIRUM had been largely funded by philanthropic sources and had secured funding through 2025. Williams was now pondering different growth paths for the nonprofit. SIRUM could attempt to grow quickly by expanding into new states or offering a wider range of medications. It could pressure test its pricing model. Or it could build new lines of business related to data, reporting, and compliance. The growth path was unclear. Williams wanted to demonstrate that SIRUM could be a model for social enterprises to succeed and achieve both deep impact and long-term financial stability. How should she build SIRUM's growth strategy?

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