Please use this identifier to cite or link to this item: http://hdl.handle.net/11718/22180
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dc.contributor.authorPurohit, Sonal-
dc.contributor.authorGupta, Seema-
dc.contributor.authorVijaya Sherry Chand-
dc.date.accessioned2019-06-05T03:18:23Z-
dc.date.available2019-06-05T03:18:23Z-
dc.date.issued2017-12-20-
dc.identifier.urihttp://hdl.handle.net/11718/22180-
dc.description.abstractThis case presents the hybrid business model of a social venture Gramshree. It provides arich description of an actual decision situation faced by the board of trustees regarding the selection of marketing channel for Gramshree for bringing sustainability to the business. Gramshree aimed at empowering women artisans by ensuring a steady income for them so that they could become catalyst for sustainable economic development and social change. However, with growing competition and difficulties in selling, to generate market demand was a key challenge for Gramshree. This case illustrates the strategies for development and value creation of a hybrid social business model. It also describes the challenges faced by social organizations. The case provides an opportunity to evaluate the current situation and proposes a decision for sustainability of the organization.en_US
dc.publisherIndian Institute of Management Ahmedabaden_US
dc.relation.ispartofseriesCIIE0008;-
dc.subjectEntrepreneurshipen_US
dc.subjectSustainabilityen_US
dc.subjectSocial Business Modelen_US
dc.titleGramshree, Ahmedabaden_US
dc.typeCases and Notesen_US
Appears in Collections:Cases and Notes

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