Aravind Eye Hospital, Madurai, India: In Service for Sight, The

V. Kasturi  Rangan

Case | HBS Case Collection | April 1993 (Revised May 2009)

Aravind Eye Hospital, Madurai, India: In Service for Sight, The

Abstract

Starting as a modest 20-bed hospital, Aravind had grown into a 1,400-bed hospital complex by 1992. It had by then screened 3.65 million patients and performed 335,000 cataract surgeries, nearly 70% of them free of cost for the poorest of India's blind population. Aravind's founder, Dr. Venkataswamy, now 74 years old, had a goal to spread the Aravind model to every nook and corner of India, Asia, and Africa. The case sets the stage for developing such a plan of action.

Keywords: Developing Countries and Economies; Social Marketing; Service Delivery; Service Operations; Welfare or Wellbeing; Expansion; Health Industry; India;

Format: Print

20 pages

Educators Purchase

Citation:

Rangan, V. Kasturi. "Aravind Eye Hospital, Madurai, India: In Service for Sight, The." Harvard Business School Case 593-098, April 1993. (Revised May 2009.)

With the collapse of the dot-com market and related shrinkage in the high-tech industry, Cisco took a dip in its sales and profits in 2001. Coming back from the recession, Cisco had to manage and evolve its go-to-market strategy and design in keeping with its new business strategy. Describes those changes and poses new channel management challenges in light of Cisco's entry into new markets and technologies.

The case asks students to formulate a strategy to respond to various competitive threats to its Pureit Water purifier, launched in 2008, targeted at millions of low-income Indian consumers who did not have access to safe drinking water. The case describes in detail the product development and launch process that required HUL, the $3.5 billion Indian subsidiary, to innovate on many different fronts. It details competitive actions since the launch to set the stage for what the company should do next.

Jai Vakeel, a nonprofit organization in India, serves individuals with Intellectual Disability (IQ below 70). The organization was founded by the parents of a child with Down Syndrome, and they (and their next generation) steadily built the organization over 60 years to the become the largest such organization in India. Yet the organization served only some 1000 children annually when there were millions more needing the healthcare, education and skills to lead a decent life with ID. This case describes the evolution of the organization from the founder’s family (six decades) to the first CEO from outside. As Archana Chandra appointed in 2013 brings about several changes to the organization she wonders how to scale the organization from the current 1,000 people it serves annually to at least 10,000 and then to the many millions who are in need.

Faculty & Research

Aravind Eye Hospital, Madurai, India: In Service for Sight, The

Abstract

Citation:

About the Author

More from the Author