LifeNet International, founded with a vision to provide quality health care and medicine to millions of poor and underserved people around the world. LifeNet had its operations in sub Saharan Africa. This social franchise, to bring about her idea, had relied on the assistance of its many stakeholders.
LifeNet international started to expand its presence in Uganda which proved to be a key step to meet the goal. Senior executives enhanced their focusing in Burundi from 2012 to develop the operations further. To meet the expansion Life International would have to determine its impact that they have created so far on the society.
On the other hand, to increase her global presence it required to understand that: to combat with the challenges of a growing network of partner clinics and operations what would be the most appropriate structures for the enterprise? What are the necessary measures to take while expanding globally and what legal obligations would it encountered in this process? What are the ways to bring the current social conversion franchising model to other regions? Whether the existing model would work logistically, financially and culturally? Ilan Alon is affiliated with Rollins College.
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