Contributed by Kristi Ringen, WG ’01
On Friday, April 13, 2012 the Wharton School and the University of Pennsylvania hosted the inaugural Lipman Family Prize Un-Conference. This event represented the beginning of Penn’s partnership with the three 2012 Lipman Family Prize finalists: iDE ,the 2012 Prize winner recognized for its market-based approach to improving sanitation in developing countries; KOMAZA, a social enterprise that works with rural dryland families in Kenya to grow trees as a cash crop; and MedShare, a US based organization that collects medical surplus supplies and equipment and redistributes them for use in developing countries.
Each organization posed a specific challenge they currently face to the Un-Conference attendees and the majority of the day was spent in small group discussions further exploring these issues. In addition to brainstorming potential solutions, each small group also explored a different framework to use when approaching social and organizational challenges of this magnitude.
The following post is the third in a set of three and provides more detail regarding MedShare’s social challenge and the techniques used to approach the problem in a small group.
MedShare’s Social Challenge:
MedShare, with current operations in Atlanta and San Francisco, seeks to serve the broader Mid-Atlantic market including the cities of New York, Philadelphia, and Baltimore. This will require a local physical presence in each of the submarkets in order to ensure local buy-in, provide opportunities for engagement, raise funds, and secure hospital partners. The challenge is that while MedShare needs local buy-in, it is inefficient to fully replicate large warehouses in three communities.
- How can MedShare do this in the most engaging, efficient, and cost effective way?
- Is it a hub and spoke system, which is a centralized system of connections. All traffic (or distribution) moves along “spokes” connected to one center?
- How can MedShare overcome the distance between submarkets?
- Are there features specific to the Philadelphia market that MedShare should keep in mind?
The Small-Group Approach:
The group discussion focused first on determining the criteria of what makes a strong solution before trying to generate one. The group identified the following criteria for a value-add solution to MedShare’s social challenge:
- Feasibility: It shouldn’t recreate the wheel.
- Cost efficiency and effectiveness: It should allow for unique messaging and fundraising ability in the different markets.
- Volunteer engagement and safety: Will volunteers feel comfortable coming to the new location? What is the appetite within the community for supporting this organization?
- Transportation: What kinds of transportation are available to bring the medical supplies and equipment from the warehouse? What is the traffic like in the area? Are there toll roads?
- Partnerships: Are there already established partnerships in the Mid-Atlantic market that can be leveraged?
- Quality of inventory: Will one location be able to contribute more than the others? Is there a preferable location for keeping the warehouse stocked?
- Process standardization: Can that be achieved in the new location?
- Donor base: Where are the donors located?
Potential Avenues to Explore:
At the conclusion of these exercises, the group discussed the following ideas and recommendations for further investigation:
Idea: Continue to explore the hub and spoke model.
Outstanding questions: How does the hub and spoke vs. the 3 separate city model cost out? Need a pro-forma to make sure that the hub and spoke is in fact more expensive.
Idea: Use a franchise model: Replicate the current MedShare model under a specific set of conditions. Have the operational costs be absorbed by social entrepreneurs.
Outstanding questions: Will this work in three separate cities? Where are the opportunities to borrow space or have some donated? Where is the biggest volunteer base? Can this be a way to forgo the 3 city plan and look at a larger-scale expansion?
Idea: Are there different ways to store the hospital inventory?
Outstanding questions: Should MedShare consider more of the Amazon.com model of a fulfillment center?
Idea: Are there organizations with unused space due to the economic downturn that MedShare could use?
Outstanding questions: What happens if/when the organization needs the space back?
Additional Resources:
If you are interested in learning more about MedShare, visit their website or read a summary of their organization and the social challenges addressed on the Lipman Family Prize website.
Share Your Thoughts: Do you have additional thoughts on the criteria for what makes a good solution to MedShare’s social challenge? Or do you have ideas on how they can expand into the Mid-Atlantic market? If so, we encourage you to share it here.