Maple Tree Cancer Alliance: Growing Beyond a Regional Brand
(6 pages of text)
In late 2017, the founder of Maple Tree Cancer Alliance faced a new challenge. In 2011, she had launched the non-profit organization to improve the quality of life for cancer patients by providing them with individualized exercise training programs, nutritional guidance, and emotional support during and after cancer treatment. In six years, the organization had expanded to 10 locations in Ohio and Pennsylvania; however, the founder wanted to strategically extend the organization throughout the United States, crossing the geographical and administrative boundaries of the healthcare system. One of her biggest challenges was to identify a growth model to stay sustainable. How could she position the organization for further growth?
This case is ideal for use at the undergraduate- and graduate- level in courses on entrepreneurship, strategic management, and healthcare management. After working through the case and assignment questions, students will be able to
- identify the stakeholders of an organization's ecosystem;
- identify the core competence of a business;
- formulate a growth strategy for a non-profit organization; and
- optimize revenue streams for sustainability.
Health Care Services
United States, Small, 2017
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