Patients who can pay are charged $130, while those in extreme poverty received a subsidized rate of $12. However, if the patient cannot receive that, they are given the surgery for free. No one is turned away based upon their income. This is a unique business model. The centers are also mobile and actively go into communities, rather than wait for patients to come to them. Before the existence of Aravind, there was no articulated demand for the surgery. Blindness in some areas was accepted as a fact of life, but now that is no longer the case.
Aravind has also expanded the service-based aspects of its organization to include the manufacture of intraocular lenses. The provision of these lenses by an India-based company enabled the organization to reduce its costs, given the premium prices of imported lenses. Then, it became a source of revenue for Aravind itself.
Q3. How is the case of the Aravind Eye Hospitals a case in social entrepreneurship?
Often, doing good and making money are seen as mutually incompatible goals. However, Aravind Eye Hospitals shows that this is not the case. By finding an unmet need amongst an economically-challenged population, Aravind was able to generate revenue. Dr. V uses many of the principles of assembly-line manufacturing at his hospital, including how the patient is wheeled in and out from the different surgical areas and the fact...
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