Product details

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Abstract

The case unfolds the story of Madhavi Kuckreja's effort to build a venture such as Sanatkada to support the local communities and raise their standards of living. Despite the share of India in the world's GDP being 2.6 %, the country remains lacking in employment and, therefore, remains a poor country. Raising the standards of living for women and the backward communities of Uttar Pradesh is at the core of Sanatkada's ambitious journey. This has led her on a journey where she treads on barriers and overcomes obstacles. She has evolved as a leader and opened up her door to support other women who want to overcome their challenges. She built up a team with the local talent available and innovated processes to deal with the contextual challenges. To make her business economically viable, she has experimented with and implemented innovative solutions. Madhavi has expressed an interest in expanding her business but has to face stiff competition from organisations with similar products and established brands. The case ends in January 2014, with expectations to increase the sales through an exhibition at Lucknow, a mid-sized city in Northern India. Madhavi and her team has worked to sustain the business with an integrative approach that provides supportive policies, adequate financial mechanisms, and fair governance. Given the present circumstances, what other decisions does Madhavi need to make? Will the strategies at the Bottom of the Economic Pyramid (BOEP), implemented by Madhavi be sustainable over the long term?
Location:
Industry:
Size:
small ( < 100 employees )
Other setting(s):
2007-2014

About

Abstract

The case unfolds the story of Madhavi Kuckreja's effort to build a venture such as Sanatkada to support the local communities and raise their standards of living. Despite the share of India in the world's GDP being 2.6 %, the country remains lacking in employment and, therefore, remains a poor country. Raising the standards of living for women and the backward communities of Uttar Pradesh is at the core of Sanatkada's ambitious journey. This has led her on a journey where she treads on barriers and overcomes obstacles. She has evolved as a leader and opened up her door to support other women who want to overcome their challenges. She built up a team with the local talent available and innovated processes to deal with the contextual challenges. To make her business economically viable, she has experimented with and implemented innovative solutions. Madhavi has expressed an interest in expanding her business but has to face stiff competition from organisations with similar products and established brands. The case ends in January 2014, with expectations to increase the sales through an exhibition at Lucknow, a mid-sized city in Northern India. Madhavi and her team has worked to sustain the business with an integrative approach that provides supportive policies, adequate financial mechanisms, and fair governance. Given the present circumstances, what other decisions does Madhavi need to make? Will the strategies at the Bottom of the Economic Pyramid (BOEP), implemented by Madhavi be sustainable over the long term?

Settings

Location:
Industry:
Size:
small ( < 100 employees )
Other setting(s):
2007-2014

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