Over the past 15 years, one of the world’s largest health NGOs has built a network of more than 800 low-cost clinics across East Africa to deliver products and services in their communities ranging from family planning to HIV/AIDs, mother & child health, and beyond.
This franchise network provided significant support to members, beyond the donor programs implemented. As a result, the NGO parent thought there could be an opportunity to spin out the network as a new social enterprise.
- Surveyed providers across 4 countries through 1-1 and focus group interviews to understand priorities, challenges, and improvements
- Defined a value proposition to provide holistic support along 8 pillars including medical & business support
- Recommended an operational model including services, pricing, staffing, inventory and ops by comparing & tailoring international models
- Created financial projections to quantify the network’s roll-out strategy, estimate time to break even, and justify investment need
- Developed implementation plan to prioritize activities during transition and supported senior leaders through project management
Despite initial misgivings on the NGO’s ability to spin out a social enterprise, our work created buy-in and excitement across all levels of the team. Our recommendations and local research demonstrated a strong need for business support from the franchise network and created a viable model to test in implementation.
Our client is now building new skills across the team to execute the spin-out and ensure success in this new commercial environment.