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• Case | HBS Case Collection | July 2019 (Revised January 2020)

  Jai Vakeel Foundation: Addressing Disability

  V. Kasturi Rangan and Kairavi Dey

  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.

  Keywords: Social Enterprise; Nonprofit Organizations; Transition; Growth and Development Strategy; Organizational Change and Adaptation; India;

  Citation:

  Rangan, V. Kasturi, and Kairavi Dey. "Jai Vakeel Foundation: Addressing Disability." Harvard Business School Case 520-010, July 2019. (Revised January 2020.)  View Details

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• Case | HBS Case Collection | March 2019 (Revised December 2019)

  Gilead: Hepatitis C Access Strategy (A) (Abridged)

  V. Kasturi Rangan, Vikram Rangan and David E. Bloom

  Gilead had come up with an innovative drug for Hepatitis C, which affected 180 million people worldwide. The drug was priced at $1,000 a pill for the U.S. market. Gilead had to decide how to price and market the pill in developing countries that bore the brunt of the disease. The company had earned accolades for its work in HIV/AIDS, where its innovative medicines now accounted for 60% of all patients on Anti-Retroviral (ARV) medicines. Much of this was accomplished through generic licensing, which brought a $10,000/year treatment regimen down to $100! Should the company replicate that strategy for Hepatitis C? If so, how would its U.S. healthcare customers, who were paying $84,000 per patient, react? On the other hand, Gilead had to balance the interests of its shareholders, who paid $11 billion for an acquisition that led to the new Hepatitis C drug.

  Keywords: healthcare; Pharmaceuticals; pricing; Access to care;

  Citation:

  Rangan, V. Kasturi, Vikram Rangan, and David E. Bloom. "Gilead: Hepatitis C Access Strategy (A) (Abridged)." Harvard Business School Case 519-077, March 2019. (Revised December 2019.)  View Details

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• Supplement | HBS Case Collection | October 2019

  Gupta Media: Governors Ball Ad Spending and Ticket Sales Data

  V. Kasturi Rangan and Courtney Han

  Citation:

  Rangan, V. Kasturi, and Courtney Han. "Gupta Media: Governors Ball Ad Spending and Ticket Sales Data." Harvard Business School Spreadsheet Supplement 520-706, October 2019.  View Details

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