Julia Tran posted this information in a World Resources Institute email that is sent to me periodically by the NextBillion movement. It describes a very useful initiative to improve the supply of drugs to patients in Ghana building on a network of retailers that already exists:
WRI Releases Case Study on Conversion Franchising Pioneer CareShop GhanaThis sounds pretty good ... and seems to address a number of important issues. It got enough of my attention to download the case study (a pdf file) and look at the information a little more closely.
By Julia Tran
Though I'm no longer on WRI and NextBillion's staff, I'm glad to announce the release of WRI's latest What Works business case study, CareShop Ghana: Improving access to essential drugs through conversion franchising. This study is authored by Joel Segre (Harvard Business School, '08) and myself, and was made possible through the generous support of the Horace W. Goldsmith Foundation.
NextBillion has discussed pharmacy microfranchises in the health sector on numerous occasions, but CareShop is unique among them as a conversion franchise that recruits existing drug store owners, rather than a "green field" franchise model that establishes new outlets. A conversion franchising strategy has great potential especially in Ghana, where an extensive network of 8,000 individually run retail drug stores, known in Ghana as "licensed chemical sellers," already reaches every corner of the country.
CareShop's founders interpreted the prevalence of easily treatable infectious diseases in Ghana as significant unmet demand for better access to more affordable drugs, and endeavored to meet this demand by working with chemical sellers in a franchising arrangement. CareShop, as the frachisor, runs on a for-profit basis and generates revenue from product sales to chemical sellers as its franchisees. CareShop provides franchisees with valuable business and healthcare training, branded materials, and the convenience of having products delivered directly to their doorstep. CareShop is a program run by Ghana Social Marketing Foundation Enterprises Limited, which itself is a for-profit subsidiary of Ghana Social Marketing Foundation (GSMF), a non-profit organization.
To date, there are 276 CareShops operating in Ghana, the oldest of which joined the franchise in 2003. CareShop has been in operation longer than many drug store microfranchises, which afforded Joel and me the opportunity to work with a larger set of business records and observe clear trends in CareShop's outlook. In the case study, we endeavor to present a thorough analysis of both the inherent challenges of implementing a conversion franchising model and the benefits of such a model to franchisees and to some extent, the pharmaceutical retail market.
The case study may be of especial interest in light of the recent discussions on NextBillion regarding scaling strategies and on the value of fostering talent at the BOP. Franchisees eagerly embraced training opportunities at the time of their conversion. Indeed, GSMFEL's well received training program helped CareShop to scale rapidly during its first couple years of operation. Franchisees were selective, however, in which lessons they chose to apply. Changes in business practices that led to immediate payoff were more popular than changes that do not have readily apparent benefits. Yet some franchisees even resisted behavior changes that seem to offer advantages over old ways of doing business, such as using GSMFEL's delivery service rather than having to travel to wholesalers in the city.
The mixed success of GSMFEL's training program offers insight into the advantages and disadvantages of working with an existing group of entrepreneurs. Download the case study for more details on this topic and other lessons learned from GSMFEL's experience serving the base of the pyramid by engaging microentrepreneurs.
The good news is that this initiative is doing something very worthwhile, and well done, congratulations, for that.
But the bad news is that the initiative is not making enough money to cover its costs, and needs to improve this aspect of its activities before all the good effort disappears.
I had a quick look at the income statements included with the pdf ... and my first impression is that they have come some way in waening themselves from the high cost low value activities normally seen in initiative supported by the international community, but they have not yet started to get paid for the value that they represent in improving the health infrastructure.
If anyone has ideas how this program could be made more profitable, please let me know. If anyone is working to improve the future of this organization and wants to talk to me about it, please get in touch.
To see the original material, go to: