Sept'19


Case Folio
The IUP Journal of Management Case Studies

ISSN: 0972-5350

It is a quarterly journal focusing on thought-provoking case studies covering different aspects of management. It is a useful reference for all executives, managers, practitioners, faculty members and students.

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  • A quarterly refereed journal focusing on thought-provoking case studies covering different aspects of management.
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  • A useful reference for all executives, managers, practitioners, faculty members and students who want to upgrade their knowledge and skills
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Article  
Jaipur Rugs: Empowering Communities at the Bottom of the Pyramid Through Social Innovation
7WEAVES: Slow Fashion
Anshu Gupta – Goonj: Spearheading Social, Economic, and Environmental Impact in an Innovative, Sustainable, and Replicable Way
Babban Gona’s Agri-Franchising Model: Scaling Up Challenges
Unraveling the Mysteries of Case Study Research
Contents : (Sept'19)

Jaipur Rugs: Empowering Communities at the Bottom of the Pyramid Through Social Innovation
Syeda Maseeha Qumer and Geeta Singh

The case discusses how social innovator Nand Kishore Chaudhary (NKC) revolutionized the concept of the traditional carpet industry in India and empowered 40,000+ rural artisans by providing them with a sustainable livelihood. In 1978, NKC started a small social enterprise under the name Jaipur Carpets (later on, renamed Jaipur Rugs). The startup worked with poor artisans and trained and educated them. It offered doorstep entrepreneurship under which the artisans received all the raw materials required and wove carpets from their homes. Jaipur Rugs also offered services like healthcare, programs of financial inclusion and leadership training. Apart from this, its biggest achievement was eliminating the middlemen and providing a sustainable livelihood to communities at the Bottom of the Pyramid (BOP). However, NKC’s journey was not without its challenges. Among some sections of society in India, it is considered a taboo to interact with people belonging to the lower castes, and NKC faced hatred and resistance from his family and society for working with the so-called untouchable castes. Further, retaining artisans in the job of carpet weaving and attracting others were becoming tough tasks when these weavers started migrating to other places in search of better job offers. Another challenge was to scale up the operations of Jaipur Rugs globally. Analysts wondered how NKC could make Jaipur Rugs sustainable in the long run. What could he do to preserve the dying art of weaving?


© 2018, IBS Center for Management Research. All rights reserved. For accessing and procuring the case study, log on to www.thecasecentre.org or www.icmrindia.org

7WEAVES: Slow Fashion
Debapratim Purkayastha

Mandakini Gogoi (Mandakini), founder of 7WEAVES Social Pvt Ltd. (7WEAVES), was thinking about how to refine the 7WEAVES model. She had cofounded the social venture along with her friend Uma Madhavan (Uma) and husband Rituraj Dewan (Rituraj) in June 2017. 7WEAVES was set up as an integrated textile-garment manufacturing facility in partnership with local communities dependent on the forests in Assam’s Loharghat Forest Range. It was a for-profit company focused on Eri silk. Its stated aim was to set up a sustainable textile and garment company in Assam by providing livelihood to forest-dependent families through the integration of their village economy with the global ethical fashion market. By January 2019, 7WEAVES was able to provide guaranteed work to people in 36 households. Mandakini wanted to bring this number up to 150 households by the end of 2019. Would Mandakini be able to convince the global fashion brands to buy their produce at a higher price that would help them support their model and also scale up?


©2019, IBS Center for Management Research. All rights reserved. For accessing and procuring the case study, log on to www.thecasecentre.org or www.icmrindia.org

Anshu Gupta – Goonj: Spearheading Social, Economic, and Environmental Impact in an Innovative, Sustainable, and Replicable Way
K B S Kumar and Indu Perepu

This case focuses on Anshu Gupta (Anshu) and his social entrepreneurial venture Goonj. Goonj whose mission was “to address the most basic, but ignored need of clothing and the multifaceted role it plays in villages across India” started off distributing clothes collected from urban households to the needy in the rural areas. Goonj collected not only clothes but also other items like utensils, papers, furniture, etc. and distributed them to the needy. The case describes several such programs started by Goonj to help the poor and volunteer activities it started to help those taking chairty maintain dignity. In the process, Goonj created employment opportunities for women from poor communties. As the activities of Goonj grew, several volunteers joined Anshu. It got widespread recognition from several international agencies like Ashoka Foundation, Schwab Foundation, Ramon Magsaysay Foundation, NASA, Deutsche Bank, etc. As Anshu moved ahead to bridge the gap between rural poverty and urban prosperity, he faced several challenges—increasing operational costs, reaching the hinterlands, and coming up with a framework to replicate Goonj’s model.


© 2018, IBS Center for Management Research. All rights reserved. For accessing and procuring the case study, log on to www.thecasecentre.org or www.icmrindia.org

Babban Gona’s Agri-Franchising Model: Scaling Up Challenges
Manish Agarwal and D Satish

Africa’s most populous country, Nigeria, is home to millions of smallholder farmers who, due to low economies of scale, have some of the lowest yields in the world, making subsistence farming unsustainable for them. This has led to large-scale unemployment, especially among the youth. Poverty, unemployment, and a rapidly growing population have made Nigeria a breeding ground for extremist organizations like the Boko Haram. Kola Masha through his for-profit social enterprise, Babban Gona, is taking this challenge head-on by creating an innovative agricultural franchise model which provides professional management and investment for grassroots level farmer groups. Babban Gona’s holistic end-to-end service delivery model has resulted in farmers reducing their input costs, increasing their yields, realizing a higher price for their produce, and more than tripling their incomes. Babban Gona also embeds into its model, a risk-mitigating model, which helps to reduce risks and increases the confidence of its financiers. The organization has the audacious vision of transforming the lives of 1 million farmers by 2025. But, does the model support such levels of scalability?


© 2018 IBS Center for Management Research. All rights reserved. For accessing and procuring the case study, log on to www.thecasecentre.org or www.icmrindia.org

Book Review
Unraveling the Mysteries of Case Study Research
Authors: Marilyn L Taylor and Mikael Sondergaard

Reviewed by
Jitesh Nair


© 2019. IUP holds the copyright for the review. All Rights Reserved.

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