Unformatted text preview: under-developed regions, can look into this arrangement as their CSR initiative.
Analysis through the lenses The assured-demand model answers the toughest question easily: it is eminently scalable because it is
profitable to all parties:
1. Customers: low-income group got good quality permanent houses.
2. Supplier: Bakeri, the builder in this case, got a profitable business proposition with less risk (he
had pre-financed customer pool and singed contracts before even breaking ground, which
nullified the risk of long sales cycle and cash flow issues).
3. The Financer: bank, in this case, got assured loan payments, effective collateral and potentially
highly profitable business.
4. Employer: perceived benefit was in the form of reduced absenteeism due to employee or family
5. Urban labor: many more construction workers found employment in this low-end market for
decent houses. 11 | H o w s h o u l d y o u m e a s u r e C S R ? 12 | H o w s h o u l d y o u m e a s u r e C S R ? Illustration 2 – Synthesizing technologies for medical emergency management Scenario Several ambulance companies operate in large cities and while they serve people well, they remain
small and invest little in innovation. Given India’s environment – physical, cultural and language
barriers – a pan India service to deal with emergencies does not exist. Further, India does not have
reliable GPS-based mapping, so the primary critical task is to pinpoint the emergency’s location.
Moreover, since the government owns most hospitals, the service provider needs to tackle policy
makers and bureaucrats to prevent them from interfering in the offered service.
Solution GVK’s Emergency Management and Research Institute (EMRI) in 2004, for the first time in India, has
woven together the latest in telecommunication, computing, medical and transportation technologies to
provide affordable (almost free) emergency services in tribal, rural and urban areas 4 .
Analysis through the lenses EMRI’s success in scaling up its operations in a short span of time can be assessed as follows: 1. Serving the un-served: The goal was to help victims survive the golden hour, the first 60
minutes, since 80% of deaths in hospitals take place in the first hour of admission. In addition to
providing a number to call, EMRI sought to teach Indians to recognize and react to emergencies
(only 10% of Indians face emergencies but either don’t recognize them or have nowhere to
2. Reach: EMRI is offering its services to 366 million people in 7 states across India, making it
the world’s largest emergency-management entity. It handles around 80,000 calls a day, attends
7,000 emergencies per day, saves 110 lives a day and employs 11,000 people.
3. Fostering Innovation: One recent experiment consists of sending a team ahead on a twowheeler, which slides through traffic faster than an ambulance, enabling critical care to start
sooner. In order to pinpoint the emergency locations, the Emergency Relief Operators route
ambulances using dynamic optimization...
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- Winter '14
- ........., Corporate social responsibility