Kindred Home Care: Choosing Growth Options
(9 pages of text)
In June 2017, the chief executive officer (CEO) of Kindred Home Care, a home care company in the Canadian province of New Brunswick, bordering the United States, was grappling with three options for scaling up operations—take the familiar acquisition route, move toward the untested franchising route, or cross the border to the larger US market. The company has limited physical assets, and therefore the CEO cannot tap external capital to finance growth; however, he could access internally accrued funds of CA$2 million.
This case can be used in a graduate-level course on operations or health care. Students have an opportunity to step into the shoes of the chief executive officer (CEO) and take an individual stance on the option for scaling up that they think is appropriate. After working through the case and assignment questions, students will be able to do the following:
- Highlight the five-year growth plan developed by the CEO of a family-owned home care business.
- Evaluate the identified growth options for the company.
- Develop an action plan for the company.
Health Care Services
Canada, Medium, 2017
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