學門類別
哈佛
- General Management
- Marketing
- Entrepreneurship
- International Business
- Accounting
- Finance
- Operations Management
- Strategy
- Human Resource Management
- Social Enterprise
- Business Ethics
- Organizational Behavior
- Information Technology
- Negotiation
- Business & Government Relations
- Service Management
- Sales
- Economics
- Teaching & the Case Method
最新個案
- A practical guide to SEC ï¬nancial reporting and disclosures for successful regulatory crowdfunding
- Quality shareholders versus transient investors: The alarming case of product recalls
- The Health Equity Accelerator at Boston Medical Center
- Monosha Biotech: Growth Challenges of a Social Enterprise Brand
- Assessing the Value of Unifying and De-duplicating Customer Data, Spreadsheet Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise, Data Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise
- Board Director Dilemmas: The Tradeoffs of Board Selection
- Barbie: Reviving a Cultural Icon at Mattel (Abridged)
- Happiness Capital: A Hundred-Year-Old Family Business's Quest to Create Happiness
Profamilia: Planning to Survive
內容大綱
The Association for the Wellbeing of the Colombian Family, Profamilia, is a private, nonprofit organization founded in September 1965 by Dr. Fernando Tamayo Ogliastri with the objective of distributing family planning to low income families. Profamilia was a pioneer in its field; its impact increased as it became both organizationally and administratively stronger, and as its focus on family planning was expanded to include sexual and reproductive health. After four decades of operation, Profamilia continued to offer services to attend to the sexual and reproductive health of Colombians. By mid-2003, Profamilia, spurred by changes in the health sector in Colombia with the implementation of Law 100 of 1993, needed to redefine its strategy. The health sector reform encouraged the entry of other organizations that competed directly with Profamilia, resulting in the organization's loss of its relative monopoly as a provider of reproductive health services and family planning products. The most visible consequence was the reduction of its participation in the market. Changes in the sector gave impulse to the process of strategic redefinition to face critical tradeoffs between social and economic value generation.