The theory of conscious capitalism is based on the idea that when business is done consciously, it promotes humanity intrinsically. This philosophy is rooted in the four tenets of higher purpose, stakeholder integration, conscious leadership and conscious culture and management as given by Mackey and Sisodia (2013). All social entrepreneurs are motivated by a higher purpose to provide sustainable solutions to neglected problems with the help of positive externalities (Santos, 2012). They have the capacity to envision, share and execute the deep-seated higher purpose (Mourkogiannis, 2006). Such a higher purpose with a social angle has been depicted in the case of Vyomini. The case is about a social entrepreneur Prachi Kaushik, the founder of Vyomini. She works for menstrual health and hygiene of unprivileged and rural women in India. Prachi’s constant endeavour was to create an ecosystem for the economic and social upliftment of these women through financial inclusion and livelihood training. She understood the problem, empathized with the women and provided a simple, economical manufacturing technique using locally available, biodegradable raw materials to provide an inclusive solution. This case describes her journey in creating an innovative business model by the adoption of design thinking and implementation of higher purpose in the business. Dilemma: For ensuring menstrual health and hygiene among less privileged rural women should the sanitary napkins of big brands be distributed at a subsidized cost or design and develop a special product suitable for this segment of the market? Theory: Entrepreneurial inclusive business model Type of the case: Experience-based applied single case study Protagonist: The owner of the firm Options Distribute existing brands at a subsidized cost. Develop a new product that is biodegradable, free of carcinogenic compounds and cost-effective. Get it manufactured by subcontractors. The design also a cost-effective manufacturing process and empower women of less privileged background to manufacture and sell. Discussions and Case Questions How can the sources of supply and manufacturing be made robust so that they can be scaled up? Should the product be offered to different segments of the market with differential pricing? In order to expand reach, which channels should be added for a taboo product like sanitary napkins?
Innovation in education is important for developing the next generation of business leaders who also have to be innovators, creative thinkers and managers who will be more responsible towards society. The role of a company is to serve other stakeholders such as staff, clients, suppliers and society besides increasing the wealth of shareholders. In an era of continuous erosion of natural resources due to the progress of mankind, doing business following the path of conscious capitalism may create a competitive edge. The challenge is to orient the mindset of management students to mold them as conscious leaders. In 2009, Dr. Raj Sisodia and Conscious Capitalism Inc. asked Dr. Ernie Cadotte to create a new simulation to illustrate and reinforce the key tenets of the Conscious Capitalism movement. Business managers have a broad variety of conflicting issues to deal with, including product sustainability and reliability, environmental concerns, employee morale and corporate responsibility. The challenge for Cadotte and Sisodia was to develop a new pedagogy for learning to manage a full-enterprise business while addressing the conscious opportunities, situations and problems. In 2011, Cadotte created a game ( Conscious Capitalism in the Marketplace) that simulates the challenges a business manager has to face in today’s world. It is a ‘unique pedagogy’ and an innovative teaching practice that works on the ‘learning-by-doing’ method. This article will be an evidence-based case study of that simulation and its use with the next-generation managers.
Bottom-of-the-pyramid (BOP) markets include an estimated 689 million people living in extreme poverty and, with some controversy, are frequently lauded as the “next frontier” for economic prosperity. In this context, supply chain resource orchestration (SCRO) could be a game changer; however, not enough is known about SCRO at the BOP. We examine SCRO theory and practice and identify strategies to enable more BOP players to achieve sustainable social and economic benefits. Our methodology involves: (1) a critical review of extant supply chain BOP literature to develop a SCRO model, (2) a content analysis with interview data triangulation that examines 21 case studies of business ventures at the BOP, (3) abstraction of a typology of common SCRO strategies, (4) development of a classification pyramid and SCRO process model that illustrate SCRO tactics across pyramid levels and (5) creation of a classification matrix, which encapsulates our observed connections among motivations, strategies, tactics and outcomes across the case studies. The research sheds light on opportunities for future scholars to examine supply chains and SCRO at the BOP level. It also provides practical guidance on how to orchestrate a successful BOP supply chain and suggests the SCRO strategies propagating from the grass roots level tend to benefit the most people.
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