Project #39057 - Entrepreneurship

Aravind Eye Care System (Ivey W111212)

1.The Aravind Eye Care System has established a highly integrated and (by Western standards) highly efficient organization and processes for the delivery of eye care services in a very large, but relatively undeveloped market. Over 34 years, Aravind has built an integrated network of hospitals, clinics, manufacturers and support services delivering a broad range of products and services to both urban and rural populations. Describe the industry ecosystem (as largely created by Aravind) for the delivery of eye-care services in India following the approach outlined in the lecture slides for Session 03.

2.Consider each stage of Aravind’s industry value chain as if it were a separate entity. Following Adner, identify the interdependencies and integration issues inherent in the ecosystem. To what extent does the common ownership and vertical integration of Aravind’s organization mitigate the risks involved? To what extent does the common ownership and vertical integration add complexity, risk and interdependence to the ecosystem?

3.Although Aravind is an established player in the Indian market, in reality they address only a minor share, (treating only a few hundred thousand patients each year out of an estimated total available market of about 139 million people). Assume that your organization is a major player in global eye care, providing a range of services similar to those provided by Aravind and is considering entering the Indian market. What are the principal issues and barriers to entry (considering both the inherent characteristics of the market and Aravind’s established position) that must be overcome? Which of the five industry forces (Porter) would work in your favor; which would represent barriers? Chakravorti would argue that Aravind’s vertically integrated structure comprises a highly networked market ecosystem. To what extent does the integrated nature of Aravind’s operations create additional barriers to entry for an outsider?

4.Your CEO has tasked you to develop a plan and strategy to enter the Indian market and establish a viable competitive position vs. Aravind. Consider the entrepreneurial business strategies outlined in the Teaching Note: A Typology of Entrepreneurial Business Strategies. Does it make sense for your firm to: (a) replicate or improve upon Aravind’s vertically integrated strategy (creative imitation) to compete head-on for market share; (b) come up with an entirely new approach (entrepreneurial judo) to deliver equivalent services to the same target market; (c) utilize disruptive innovation (see The Innovator’s Solution) to challenge the market leader; or, (d) target a specific niche, serving a limited segment of the market or specializing in selected elements of the industry value chain? Consider the pros and cons of each alternative. Outline your strategy and approach to address the barriers to entry, establish an initial market position, and ultimately challenge Aravind’s vertically integrated business model.

Format. Your name, the course number and the date should appear in a header at the beginning of each page of the document. The body of each written assignment should comply with the page length guidelines specified for the assignment (6-8). The use of charts and exhibits is encouraged, to the extent that they help you make your points. Charts and exhibits should be numbered and appropriately referenced in the document. A list of references should be attached as required. Cover pages, charts or exhibits, and lists of references are not included in the page count. The manuscript should use 11-12 point type, double-spaced, with 1” margins all around. Appropriate titles and section headings should be used. Number the pages and staple in the upper left corner. Binders and report covers are neither necessary or desired.

 

Outline Form Response. The assignments specify an outline form response. I will expect a statement of the question followed by a bulleted or numbered list of the key items in your response.

CASE ANALYSIS GUIDELINES

Written assignments will often require the analysis of case situations. Preparation for class discussions will also frequently require the analysis of a case situation. Case analysis assignments are generally designed to evaluate and develop your skills in:

 identifying key organizational issues (decisions or actions required in a given situation).

 analyzing the situation (identifying problems; understanding the underlying causal factors; and identifying and evaluating options)

 recommending specific actions (what should be done, by whom, when and in what sequence) to address the key issues.

Specific questions have been provided for each case to focus your analysis. In general, there are no “right” or “wrong” answers for a specific case – different approaches and insights are possible, depending on your individual perspective and approach. Regardless of your approach and conclusions, I expect you to make recommendations that: (1) address the identified issues; (2) follow logically from your analysis and conclusions; and (3) make sense (are feasible) in the context of the case situation.

 

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Due By (Pacific Time) 09/08/2014 03:00 pm
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