| Description |
1 online resource (21 pages) |
| Series |
Emerald emerging markets case studies |
| Notes |
Learning outcomes: The case demonstrates the use of strategic management tools such as pros and cons analysis, SWOT analysis, strategy canvas, the four-action framework and the eliminate-reduce-raise-create grid to create a Blue Ocean. Through a discussion of the case, students will be able to: conduct pros and cons analysis to objectively understand a situation; conduct SWOT analysis to understand the internal and external ecosystem; understand non-customers and paths to reach them; demonstrate the role of strategy canvas and the four-action framework in designing a new offering; and explain how to create a Blue Ocean market space, by implementing the concept of value innovation |
|
Case overview/synopsis: This case describes a situation in which Dr Vishal Sardeshpande (Sardeshpande), a first-generation entrepreneur in the agro and food processing industry, started Sarvaay Solutions to provide technological solutions for the sector, especially for the small/medium-sized farmer. Such farmers did not have access to technology and the markets to create value addition on their farm produce, and hence were at the mercy of the middlemen or the large farmers. After years of experimentation from 2006 till 2018, Sardeshpande made a resource-efficient jaggery manufacturing process (REJMP) in Pune to enable and empower the farmer to produce quality jaggery using their own sugarcane, which otherwise was sold to the middlemen. Sardeshpande knew the industry and was aware of the challenges faced by the farmers, traditional jaggery producers and cooperative farming bodies. In June 2022, while sitting in his house, Sardeshpande was struck with an idea that the key to success of REJMP is to empower farmers or traditional jaggery producers or cooperative farming bodies to create value from agriculture produce and wondered the way forward. The purpose of this case is to provide an opportunity for the participants to use management tools such as strategy canvas, four-action framework, Pros and Cons analysis and SWOT analysis to understand noncustomers and paths to reach them and understand new industry creation. Participants need to take into consideration the data given in the case and make realistic assumptions to understand how new industries are created |
|
Complexity academic level: The case engages the participants in deciding a suitable course of action for Sardeshpande to decide the Blue Ocean strategy. It helps them to delineate the challenges faced by an entrepreneur to select a route for the new market space.The case is ideal for undergraduate, postgraduate or executive education students and can be used in the following courses of a business management, agri business management or entrepreneurship programs: creating new industries; Blue Ocean strategy; and strategic management. Supplementary material: Teaching notes are available for educators only |
|
Subject code: CSS 3: Entrepreneurship |
| Bibliography |
Includes bibliographical references and index |
| Notes |
Print version record |
| Subject |
Strategic planning -- Case studies
|
|
Cost effectiveness -- Case studies
|
|
Business & Economics -- Strategic Planning.
|
|
Business strategy.
|
| Form |
Electronic book
|
| Author |
Damani, Bharat, author
|
|
