Zeena Johar started SughaVazhvu in 2009 to provide better healthcare to those living in rural India. Since then, the organization has served more than 65,000 patients in 57 villages, but Johar and her fellow founders are seeking to grow the organization to reach 1 million lives. Nevertheless, SughaVazhvu is not self-sustainable. The challenge facing Zohar and students is to find strategies to make the organization self-sustainable and scale the model.
SughaVazhvu: An Affordable and Accessible Model for Last Mile Healthcare
by: Paul Clyde , Vimal Agarwal , Dan Runcie , Yin Jin
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After reading and discussing the material, students should:
- Evaluate SughaVazhvu’s ability to achieve its goal of providing an effective healthcare solution in India.
- Analyze the financial sustainability of SughaVazhvu’s business model and identify strategies for the organization to become financially solvent while achieving its goals.
- Assess the organization’s operations and identify where its strengths and weaknesses lie.
- Determine the potential success of a hub-and-spoke model with semi-urban healthcare clinics and rural microhealth clinics.
- Identify the elements of SughaVazhvu’s business model and operations that can be applied in other parts of the world, especially in emerging-market countries.