Universidad Aeronáutica en Querétaro

Cuatrimestre: septiembre-diciembre 2022

Nivel educativo: Ingeniería
Asignatura: Emprendedurismo
Profesora titular: Mayeli Sánchez Olalde (mayeli.sanchez@unaq.mx)

Reporte 1. Curso en línea: Entrepreneurship in emerging economies

Estudiante: Betancourt Monterrubio Bruno

Matrícula: 6803

Week 1: Characterizing the context of emerging economies.

Video 1: Institutional Voids
Professor Tarun Khanna explains through an example the opportunities that present
themselves to an entrepreneur as Institutional Voids, in a few words institutional voids are the
gaps that exist within a market that serve as obstacles to good interaction between buyers and
sellers.

Video 2: More on Institutional Voids

Professor Tarun Khanna comments that the lack of information constitutes a basic institutional
void, he uses the American health care system as an example of the need for the availability of
said information to guarantee that the buyers, in this case, patients, obtain good service. It would
be the job of the entrepreneur to solve the problem the lack of information represents.

Video 3: Institutional Voids in the Context of Health

Professor Tarun Khanna further delves into the institutional voids that present themselves inthe
health care system in countries with emerging economies basically focuses on the
buyer’s certainty or lack thereof about the services they are acquiring.
Video 4: Entrepreneurial Interventions: Training Pt.1
Professor Tarun Khanna talks about the institutional void that is the uncertainty about the
capacitation of medical personnel in India, he then explains one of them being the focusing and
standardization of the capacitation protocol.
Video 5: Entrepreneurial Interventions: Training Pt.2
Professor Tarun Khanna now covers two examples of services that provide an easier
communication line between the talent and the enterprises that need them. Both are examples
of intelligent solutions to the certification institutional void.
Video 6: Entrepreneurial Interventions: Corruption
Professor Tarun Khanna explains that usually, corruption within an area is the number one
institutional void. He proceeded to focus the examples on healthcare and proceeded to
emphasize some of the actions and ideas that have presented themselves to try and improve
transparency within the system by providing information to the customer.
Video 7: Transportation
Professor Tarun Khanna talks about the void that the lack of ease of transportation represents
within India. He explains that transportation is often the fundamental institutional void.
For a customer to acquire a product he should be able to reliably get access to it.
Video 8: A new way to fight corruption
Shaffi Mather talks about his experiences in the developing stages of his company 1298
ambulance that was previously mentioned in the transportation video. He then talks about the
institutional void that is corruption in India and how he thinks that this represents an opportunity
for a for profit corruption fighting organization.
Video 9: Introduction
Adam K. Frost talks about the growth of e-commerce in China through the appearance of
Taobao villages, and rural areas that have migrated to manufacture and online distribution of
goods. He then explains the economic revolution that China is going through.
Video 10: The Rise of Taobao
Adam K. Frost explains how Jack Ma, founder, and CEO of Alibaba responded to the threat
that eBay represented in the early 2000s with the aggressive push to control Chinese auction
markets. He explains that through deep knowledge and intelligent use of his culture Taobao
positioned itself as the new top auction site in China.
Video 11: Taobao Villages
Adam K. Frost explains the phenom that presented itself when rural groups started to transition
into e-commerce-based economies through the platform Taobao. This phenom started when a
bunch of entrepreneurs returned to their hometowns and started their own online businesses
and other village members followed in their footsteps.
Video 12: The future of rural e-commerce
Adam K. Frost explains the evolution of Taobao Villages through the years and emphasizes
the continued development that this region will experience in the following years. He talks about
some steps that have been taken to further develop the connection of rural areas with the
internet and Taobao facilities, but he also explains some downsides and problems that have
presented themselves.
Week 2: Achieving impact at scale through entrepreneurship

Video 1: Devi Shetty and Narayana health

Professor Tarun Khanna explains through an example of the project Narayana Health City led
by heart surgeon Devy Shetty how entrepreneurial experiments can fill voids that afflict many
persons in very delicate health conditions. He explains that the project aims to facilitate health
care to people in poverty through the availability of medical attention at very affordable prices.
Video 2: The Influence of Narayana Case
Professor Tarun Khanna explains how he has interacted with the Narayana Health City project
and how many Harvard students have been exposed and encouraged by their success stories.
He comments that this represents an example of how delicate problems sometimes have simple
and elegant solutions.
Video 3: Sam Walton, Narayana Hospital, and Affordable Healthcare
Professor Tarun Khanna delves into the business model that Narayana utilizes, he said that is
a model based around charity, turning scale into an advantage, and amortizing fixed costs
through a large volume. He explains that is a model inspired my Mother Theresa & Walmart.
Video 4: How Does This Innovative Model Work?
Professor Tarun Khanna explains how the model based on scale works, he describes that a
large amount of equipment and consumables needed open good opportunities for negotiation,
an environment to stress-test equipment, and for doctors to develop hours of experience. Based
on these points is that cheap healthcare is possible.
Video 5: Where Does Scale Come From?
Professor Tarun Khanna explains that for the program to be successful it needed to overcome
two main barriers, poor people believing and accepting that so high-level advanced facilities
would be able to provide for them for that cheap of a price, and for people that are better off to
accept that lower price does not equate to lower quality services. He then explains how the scale
is an essential point for the enterprise.
Video 6: Charity and the Narayana Pricing Strategy
Professor Tarun Khanna delves into the variable pricing strategy that Narayana provides. He
explains that through this program that provides from free service to a higher “luxury” plan,
Narayana can provide excellent service without going below the break-even price.
Video 7: Interpreting the Pricing Strategy
Professor Tarun Khanna questions us about the previously mentioned and explained pricing
strategies.
Video 8: Why Dr. Shetty Refuses to Raise Prices
Professor Tarun Khanna explains that Dr.Shetty refuses to increase prices because he wants
to stay loyal to the original entrepreneurial experiment of treating everyone equally for one dollar
a day.
Video 9: Evolution and Transferability
Professor Tarun Khanna explains how slowly the model of Narayana has gained community
acceptance, and eventually global recognition, he believes that as time goes on and more
people are exposed to the system, that it will further obtain credibility and continue evolving.
Video 10: How Should Devi Shetty Proceed?
Professor Tarun Khanna talks about how the model could continue to evolve, either by taking
the scale-driven model into other areas of medicine or by accepting their expertise on cardiac
care and taking it to other geographies.
Video 11: Evolution of the model
Professor Tarun Khanna explains how the model has evolved into other areas of medical care;
he explains that it is being tried in the field of oncology. Other areas are modularizing their
practices to delve into the scale-focused model that Narayana has proven effective.
Video 12: Expansion in Cardiac Care
Professor Tarun Khanna now delves into the intent to make cardiac care to other geographies.
He talks about an example of other facilities that present this model around the world, and about
the option to get telemedicine consults to help provide good health care options to those who
usually could not easily obtain it.
Video 13: Expansion in the Cayman Islands
Professor Tarun Khanna talks about the expansion of Narayana into the Cayman Islands. He
explains about that it holds a strategic ubication to provide excellent help to near countries
without being limited by Nort American health policies.
Video 14: Sustainability, Profit, and Expansion
Professor Tarun Khanna delves into how the model stays sustainable through efficiency.
However, he explains that to further expand the model requires opening it to outside inversion
or accepting that the model will stay boutique and just as an example of the model. He explains
that he sees it, taking outside investment should not mean a compromise of the core ideologies
of the project.
Video 15: Narayana as Incubator
Professor Tarun Khanna shares that Narayana is open to everybody who wants to start a
health-care startup, functioning as an incubator. Opening the doors of Narayana has proven to
be an excellent idea to motivate the rate in which young creative minds help further develop the
reach of Narayana and healthcare around the world.
Video 16: Summarizing the Entrepreneurial Innovation of the Narayana Model
Professor Tarun Khanna asks us to take a step back and analyze the Narayana Model. He
explains that it has created an environment where an intricate and delicate subject such as
Cardiac problems can have elegant solutions. He explains the elements that contribute to the
success of the model, such as telemedicine, medicine-busses, scalability, and the iterations that
the model has gone through in order to achieve its goal.
Video 17: Institutional Voids and the Narayana Case
Professor Tarun Khanna talks about how institutional voids represent emerging market
settings. Areas where either the customer and seller can’t get to each other or where the
resources to facilitate a trustworthy exchange of goods aren’t established yet. He then explains
that is the job of an entrepreneur to satiate and cover said voids.
Video 18: Understanding chronic disease
This video explains what chronic diseases are, and the percentage of all deaths that chronic
diseases represent. It is also explained how the environment in which a person grows can affect
the likelihood to acquire a chronic disease and why this is a very important topic.
Video 19: Tackling the Problem
This video talks about the various methods and approaches that can be taken to fight chronic
diseases, it is also specified that even though these approaches represent an important part of
a good quality of life it does not mean that they are opposed to be good business areas of
opportunity.
Video 20: Farmacias Similares Business Model
Professor Michael Chu explains how the Farmacias Similares model filled the institutional gap
that the lack of medicine stock in free healthcare represented. He explains that based on how
healthcare works in Mexico Similares recognized the opportunity to provide cheaper and readily
available solutions through generic medicines and rapid consults.
Video 21: Key Succes Factors: What Allowed Disruption to Succeed
Professor Michael Chu explains the key elements that allowed the Farmacias Similares to
succeed, he delves into and describes the combination of the accessibility to a product that
people needed, the deficiency of the alternative, the convenience of its locations, a superior
value proposition, a focused business model and a politically neutral environment allowed the
model to locate itself above the competition.
Video 22: Reacting to Disruption: The response of the Incumbents
Professor Michael Chu explains the market responded to the disruption caused by the
Farmacias Similares model, he talks about how the market first tried to reject the model through
counter-advertising and legislation. He then further delves into how Victor Gonzales Torres
adapted and took advantage of the situation.
Video 23: How did Mexico do? The Social Impact of a Commercial Model
Professor Michael Chu explains that not only has the model proved to be exceedingly
successful for the entrepreneur it also has represented an enormous pillar to the low-income
section of the population.

.
 Conclusión

I have been finding this course very useful, entertaining, and appealing because the professors
have a great ability to share deep intricate core concepts through an easy-to-understand and
very approachable language.
It is easy to notice the huge amounts of knowledge the professors possess, and the incredible
passion they have for the topics they are sharing with us. Both aspects have made the process
of studying the course greatly rewarding and easygoing.
I think that, up to this point, the main idea that I am taking and applying in my entrepreneurial
enterprises is that fighting the norm when you have a reasonable alternative solution to fill an
institutional void can open markets that previously weren’t even considered as viable.
The course made me realize that outside the box thinking and analyzing tasks from a different
angle can provide the ability to solve problems that may not been able to be solved otherwise.
Such being the example of the scale-based approach to the severe cardiology-related health
necessities within India that the Narayana case took.
And this creative approach to problem solving is something that I think will prove useful in
whichever branch of development I chose to pursue further into my career as a professional.
Until now what I have found most interesting is how many examples of entrepreneurial
endeavors there are in which a delicate subject, such as health care, seamlessly integrate with
business models that both prove to be exemplary lucrative, and helpful to society. I have also
found the idea that I could use my knowledge to improve the quality of life of many people very
compelling. I definitively look forward to continue learning about success stories in the
entrepreneurship ecosystem in the following modules of the course.

Referencia
Khanna, T., Entrepreneurship in Emerging Economies. edX.
https://www.edx.org/es/course/entrepreneurship-in-emerging-economies

Gráfica de progreso

Inicio de curso Finalización semana 1 Finalización semana 2 Entrega de reporte 1

15/09/22 17/09/22 25/09/22 25/09/22
Rúbrica

Criterios para calificar Puntaje obtenido

Respondes todos los apartados solicitados, los cuales están
completos y son claros. Puntaje máximo 1
Muestras un nivel avanzado en síntesis y comunicación de
ideas al identificar lo más relevante de cada video.
Puntaje máximo 2
Utilizas con precisión conceptos del curso en línea, además
que recuperas ejemplos expuestos por los profesores.
Puntaje máximo 2
En la conclusión eres capaz de desarrollar ideas propias a
partir del curso y están relacionadas con nuestro contexto
actual. Puntaje máximo 2
El uso del lenguaje es correcto al respetar aspectos
gramaticales y ortográficos del español (o bien en inglés, en
caso de que hayas decidido redactarlo en este idioma).
Puntaje máximo 1
En el documento, utilizas las comillas al utilizar una idea
textual del curso. Además, incluyes correctamente la
referencia en formato APA.
Puntaje máximo 2
Total
30% de valor de la calificación parcial