By Russell Siegelman, Amon Anderson
2015 | Case No. E557 | Length 30 pgs.

The CareMessage case describes the evolution of the nonprofit organization from its founding in 2012 through the end of 2014.  CareMessage was launched by Vineet Singal, a young biological sciences graduate from Stanford University.  Having dealt with his own personal health issues, Singal was passionate about helping patients get the right information, support, and motivation to make better health decisions.  Singal was especially determined to help low-income patients, who historically lacked the tools and resources for effective health management.

The case emphasizes some of the major challenges and decisions faced by Singal in the organization’s early years: the appropriate technology to serve CareMessage’s mission, CareMessage’s business model (market, pricing, go-to-market strategy, competition), structuring the venture as a nonprofit or for-profit organization, and scaling the business.  As of 2014, CareMessage had proven incredibly successful in its ability to serve low-income patients across the United States by targeting health care providers in low-income neighborhoods, yet these opportunities were fairly limited in terms of revenue and profit potential.  Thus, Singal faced a dilemma; should CareMessage pursue additional markets, partnerships, and revenue opportunities, or instead stay the course by continuing to focus on low-income health care providers?

Learning Objective

The case examines several learning objectives: 1) Determining the appropriate technology to serve CareMessage’s mission; 2) Understanding the best structure (nonprofit, for-profit, or hybrid) and business model for a mission-driven organization; 3) Learning how to scale a rapidly growing organization.
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