Theoretical basis This paper aims to explain the theory of stakeholder, value chain analysis and triple bottom line sustainability approach. Research methodology The present case was developed from both primary and secondary data sources. The primary sources included visits to Global Enterprises and collected data through a structured interview. The secondary sources included enterprise annual reports and websites. Case overview/synopsis This case presents the innovative approach adopted by a for-profit social enterprise, utilizing locally available resources, changed products and an improved business model to deliver the desired social impact. It highlights the challenges social entrepreneurs face and how the people at the grass-root level are uplifted through the success of a social entrepreneurial venture. The case study is based on an interview conducted with the founder and managing director of Global Enterprises and other stakeholders (farmers, women artisans and employees). An interview schedule was used for conducting the interviews. The researchers tried to understand the business model deployed, stakeholders involved, challenges faced, competencies needed and strategic decisions made by the social entrepreneur that helped the enterprise become sustainable. The social problems identified by the entrepreneur include unavailability of quality raw material at a reasonable price on time; financial scarcity and massive dependence on non-institutional financial sources; lack of product development, market research and production; and the high price of handmade products compared to factory-made products. The case explains how the entrepreneur addressed the problems of cotton farmers, women artisans and local youths through his enterprise. The case also explains how he could make a social venture sustainable in the long run. Complexity academic level This case targets graduate-level students and is designed to be taught in Entrepreneurship, Social entrepreneurship, Rural entrepreneurship, Business administration and Entrepreneurship development. It can also be used for other programmes, where problem identification, opportunity recognition, stakeholder analysis and porter's value chain analysis are taught.
In India, agriculture is labour intensive. The agricultural tasks such as sowing, weeding, spraying pesticides and harvesting are done manually. As it provides only seasonal employment, most rural labour force migrates to urban areas to earn a more sustainable income. This intrastate and interstate migration of the labour force creates a massive shortage in rural areas. This migration pushes the labour cost, leading to an increased price of agricultural produce. It is a significant concern for semi-medium and medium farmers with a limited budget for a small scale of operation. Non-availability of labourers pushed farmers to seek and adopt semi-mechanization in agricultural activities. The available farm machinery in the market is costly and primarily caters to the need of big farmers. Higher cost prevents semi-medium and medium farmers from using such machinery. They need farm machinery customized as per their need at an affordable price. Considering the problems faced by the horticultural farmers, ‘Kakade Agro Equipment’ designed farm machinery that could meet the requirements of the local farmers. The present case attempts to understand how small and medium enterprises operating at the local level are solving the problems of semi-medium and medium-scale horticultural farmers using technological innovation in a financially sustainable way.
The present research is designed to evaluate factors influencing the decision of youth in India to choose social entrepreneurship as a career option. A sample of 200 students pursuing a master’s in social entrepreneurship was drawn from three Indian universities offering social entrepreneurship courses. Based on literature review and in-depth interview data, 16 measured variables were identified, and a 5-point Likert scale was constructed and validated. The survey data were analysed using the principal component analysis (PCA) method. The final factor structure extracted four (i.e., personal, social, institutional and other) factors. The study concludes that the state needs to create a conducive environment to motivate students to pursue social entrepreneurship as a career option.
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