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Doing Well to Do Good: Business Model Innovation for Social Healthcare

aChina Europe International Business School, Shanghai, China
bAccess Health International, Hyderabad, India
cRiti Eye Care Hospital, Rewari, India

Business Models and Modelling

ISBN: 978-1-78560-463-8, eISBN: 978-1-78560-462-1

Publication date: 27 October 2015

Abstract

We study three private hospital organizations in India that were set up to deliver affordable high quality, services to the poor. Their distinctive feature is that they have successfully balanced two apparently contradictory logics: financial (doing well) and social (doing good) through business model innovations. By analyzing abundant primary and secondary data, we document in detail the key features of their business models – customer identification, customer engagement, value chain and linkages, and monetization – and document how they contribute to the organizations’ ability to deliver high quality healthcare at very low prices. We analyze the impact of these organizations, both direct and indirect, on the healthcare delivery landscape in India. We show that while their direct impact is significant, their indirect impact could potentially transform healthcare delivery in India and in other developing countries.

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Acknowledgements

Acknowledgments

We acknowledge the valuable comments and suggestions received on earlier versions of this manuscript from anonymous reviewers, the Special Issue Editors Professors Charles Baden-Fuller and Vincent Mangematin, Matthew Wennersten, Arthur Daemmrich, and Jiangnan (John) Cai. We are grateful to Jon Morgan of Paraphrase for his editing support. We also acknowledge the generous research support received from the China Europe International Business School and the case-writing support received from the Indian School of Business.

Citation

Velamuri, S.R., Anant, P. and Kumar, V. (2015), "Doing Well to Do Good: Business Model Innovation for Social Healthcare", Business Models and Modelling (Advances in Strategic Management, Vol. 33), Emerald Group Publishing Limited, Leeds, pp. 279-308. https://doi.org/10.1108/S0742-332220150000033007

Publisher

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Emerald Group Publishing Limited

Copyright © 2015 Emerald Group Publishing Limited