2. “Entrepreneurs are simply those who understand that
there is little difference between obstacle and
opportunity and are able to turn both to their advantage.”
Is some one who sees a need and takes on the financial
risk to start a business to fill that need and make a profit.
Someone who sees the chances in every obstacle while
others see the obstacles in every chance.
2
4. Some one who
recognizes a social
problem
uses entrepreneurial
principles
to organize, create,
and manage a venture
to make social change
(a social venture)
4
5. Social mission driven organizations
Apply market-based strategies to achieve a social
purpose
Accomplish targets that are social and/or
environmental as well as financial.
Includes both non-profits that use business
models to pursue their mission and for-profits
whose primary purposes are social
Spiritual
Perspective
Global
Impact
5
6.
7. India has more blind people than any other country with
almost 20 million people.
2 million being added annually.
Cataract was the main reason by 75-80% of cases.
India has 8000 ophthalmologists perform nearly 1.2 million
cataract operations a year.
0.8 million gap needs to be covered.
One hospital for every 2 million people.
7
8. Large Number of patients.
Lack of Awareness about cataract among
patients.
Patients can’t afford operations.
Poor infrastructure.
Difficulty of transportations
No qualified stuff.
8
9. 1- Motivated by Social Impact
2- Business Model and Financial Model
3- Sustainability
4- Innovation
5- Measure and Evaluation of Impact
9
10. Motivation = Religion and spirituality
Spirituality = work culture
Better social level
Better training opportunities
That led to positive attitude and selfless actions and
join best members for his stuff
“Give More and Get Less”
10
11. Emphasis on
quality and quantity
Is possible and beneficial
to strive for both
Low-cost and high-
volume
Increase Aravind’s
number of patients and
turnover rate
11
12. Financing: free, minimal payment, regular ,premium
Social enterprise not a non-profit organization.
12
15. “Hospital-as-a-factory” format
Streamlined work-flow increased
efficiency =less waiting time for patients
Task repetition created competence =
better clinical outcomes and less
complications
15
19. Financial =increase of hospital ,employees and
patients.
Operational=generational leadership transitions
,continued relevance to the service
Several eye hospitals
Community outreach clinics
Local eye care centers
IOL and ophthalmic pharmaceutical manufacturing
plant
educational and training programs
research foundation
19
20. 1976: Dr. V mortgaged his house to establish
a 20-bed Aravind Eye hospital. He started
with three surgeons, himself, his sister and
her husband.
1977: A 30-bed annex was opened. Start
building a main hospital with 250 beds and
80,000square feet.
1978:A 70-bed free hospital was opened.
1981:The main hospital was completed.
20
21. 1984: A new 350-bed free hospital
was opened.
1988: A 400-bed hospital at
Tirunelveli was started. A100-bed
hospital at Theni was also started.
1991: Establishing Auro Lab for
producing lens.
1990: Aravind opened its Free
Hospital to walk-in patients.
1992:The staff reached 30 doctors,
120 nurses, 60 administrative
personnel, and 30 housekeeping
and maintenance workers.
21
22. Fee structure
Factory like operations.
Outreach program.
Eye research institute =IOLs factory=increase
in the market size and the mainstreamed IOL
surgery.
International training and consulting institute.
Using Software systems to maintain quality
data and organize work to Compensate for
the shortage of staff
22
24. LAICO has worked with over 300 hospitals in India and other
developing countries, and has trained over 2000
professionals from 70 countries. It is conservatively estimated
that LAICO’s work has resulted in an additional 700,000
surgeries annually.
24
motivation clearly presents itself as one of the most important and influential elements in Aravind’s success as a social enterprise.
Religion and spirituality are the cornerstones for Dr. V’s dedication to social change and selfless action.
Dr. V applied his spirituality to his enterprise in a way that was not overbearing, but still managed to deeply penetrate the core of Aravind’s work culture with its positive attitude.
