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Romina Mathew (Institute of Management Technology - Hyderabad); Sourabh Bhattacharya (Institute of Management Technology - Hyderabad); Ranjana Mohan (Institute of Management Technology - Hyderabad)
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15 pages
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Field research


Set up as an enterprise to socially and economically empower women, Sadhna has completed a decade since its establishment as an independent entity. Providing employment to the women of tribal communities in the rural areas of Rajasthan, the goal of this organization has been to make the women self-sufficient and help them earn a social status. The organization’s efforts towards developing a sustainable business model are visible in its practices right from the choice and sourcing of material, preservation of traditional crafts to fair employment models and social empowerment. Being a small enterprise, Sadhna has grown with a single strategic buyer, which accounted for most of its orders, promising a constancy of order every year. However, built with a vision to provide continued employment to the artisans and help empower more women, the organization needs to grow. Faced with a stagnating production and sales, the challenges for the small enterprise are many. On one hand there are problems in procurement of raw materials, higher lead times and production costs and on the other managing its relationship with its long term partner. Can Sadhna run sustainably while balancing social and economic goals? As Sadhna gears for scaling up, what should its strategy be? Would going with alternate buyers impact its relation with its existing buyer?


Sustainability; Supply chain; NGO (non-governmental organisation) / business relationships; Social enterprise; Business strategy

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