AFTERSCHOOOL

CENTRE FOR SOCIAL ENTREPRENEURSHIP

S IVA KAMU V E TE R IN A RY HOS P I TAL ROAD
BIKAER 334001
W W W. A F T E R S C H O O O L . T K

SMALL CASE STUDIES

ON
E N T RE P RE N E U RS H I P
BO O K NO. 2
CASE STUDIES FOR THE STUDENTS OF
SOCIAL ETREPRENEURSHIP

PREPARED BY : DR. T.K. JAIN

HONORARY CHIEF MENTOR, AFTERSCHOOOL
© : AFTERSCHOOL CAREER GUIDANCE TRUST.

NOTE : THE PURPOSE OF THIS CASE STUDY IS NOT TO SHOW THE RIGHT OR
WRONG METHOD OF DOING SOMETHING. THE CONTENTS OF THESE CASE
STUDIES ARE HYPOTHETICAL AND THEIR SIMILARITIES TO SOMETHING REAL
IS BY CHANCE. THE PURPOSE OF THESE CASE STUDIES IS TO PROMOTE
ACADEMIC DISCUSSION AMONG PGPSE PARTICIPANTS OF AFTERSCHOOOL.
PGPSE IS THE PROGRAMME TO PROMOTE SOCIAL ENTREPRENEURSHIP THIS
PROGRAMME IS AVAILABLE FREE OF COST FOR ANY PERSON WHO WANTS TO
PLAY AN IMPACT MAKING ROLE IN SOCIAL TRANSFORMATION.
 Small Business Cases
TABLE OF CONTENTS

( R E A D A S P E R P G P S E P R O G R A M M E S Y L L A B US )

1. ANKIT’S DILEMMA
2. RAISING PUBLC OPINION
3. TURNAROUND OF INFOINFOXEROX
4. PAWAN’S NEW NEW BUSINESS PLAN
 ANKIT’S DILLEMA

In order to start something new, Ankit started project

formulation. He prepared two social development
projects. You have to help him in identifying the
appropriate project.
1. The first project is about spreading education in
Rajasthan. He studied villages in Rajasthan and found
that the biggest challenge is to spread education in the
far off villages. He found that there was lack of school in
the vicinity of most of the far off villages. If the school is
10-15 km away, the parents would not send the children
to that school. Many government schools are defunct in
the villages. He thought of a plan. He decided to hire local
persons for providing education. He prepared a business
plan in which he would take a SHIKSHA-KARMI who would
spread education in his and nearby villages. Eligibility
norms for this person would be that he must have at least
class 8th completed. He must have very high motivation
to provide education. He would use the local resources
and vernacular language in providing basic education.
Instead of A for Apple, he would use A for some local
thing which the children in villages can identify. Thus
Ankit had a plan to spread education without formal
schools. SKHIKSHA-KARMI would take Rs. 1000 from Ankit
and work as a volunteer. He would teach children under
some tree or some community building. If required, he
would go to Dhani (field area) and spread education in
Dhanis.
Ankit had thought that once in a year, he would organise
a residential educational camp, where all the students
(taught by SHIKSHA KARMI) would come and there they
would be provided best possible education using ultra
modern facilities and amenities. Ankit had one doubt -
should he hire SHIKSHA KARMI at such a low package.
Ankit was expecting to get financial support from funding
agencies and his supporters. Ankit knew that his plan will
bring tremendous improvement in the villages - as
education will act as catalyst in the villages.
The second plan was to start a cultural heritage centre.
Ankit had thorough knowledge about Rajasthan culture
and folk art. He surveyed and found that lot of tourists
are interested in understanding the culture of Rajasthan.

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Ankit found that folk art and culture was on the verge of
extinction. There were many things, which were
accessible only to a few persons. Foreigners were more
interested in understanding and experiencing the unique
culture of Rajasthan in a comfortable environment. Ankit
prepared a plan where he would open a centre in a
village, which was connected to the capital of Rajasthan -
Jaipur. Ankit would open a model centre - where tourists
can flock in. He would contact with the tourists agencies
would over and tie up with them for ensuring that tourists
come. He would set up huts (with all modern amenities),
folk art centre, recreational centre, folk art training
academy, Rajasthani cuisine development centre, and
documentary movie development centre. It will be the
centre, where he would invite folk artists to present their
art (from all over Rajasthan). It will be the centre, where
he would document and preserve the folk art of
Rajasthan, including paintings, dance, customs,
costumes, designs etc. From a preliminary study, Ankit
found that this project would be a profitable project in
next 5 years. Ankit was sure about profitability, but he
wanted to do something, which can ultimately benefit
society. His ideals were the nobel laureates like Mother
Teresa - and he wanted nothing less then the perfection,
which could simply transform the society. Ankit didn’t
want commercialisation to spoil the culture of Rajasthan.
He had a plan, which would definitely ensure that culture
and folk art of Rajasthan is preserved and developed.
After spending 6 months, Ankit was ready with two great
plans, but didn’t know which plan to pick up and how to
start? Can you suggest?

LET US CHANGE THE WORLD

 RAISING PUBLC OPINION

After completing my post graduation in social work, I had different

options to choose from. I had done my internship (project) with an
organization for social development and wanted to work in this field. I
joined BSC, a well known organization in Gujarat and wanted to share
my vision with them. They asked me to share my vision which I told my
vision. I surveyed and identified a village, which was very backward. I
decided to work in that village. I went to that village and started living
in that village as a worker. I developed friendship with the people their.
The village was having very hierarchical system. I realised that in order
to change the village, I had to change the system. I encouraged people
from backward classes to come forward. I also encouraged the women
in the village to come forward. It was not easy. I tool help of the women
nurse of the village and the persons from backward community to
participate in important matters in village. I soon faced resistance from
the village. Ultimately I was forced to quit the village. The entire village
community was against me. Nobody realized my dreams.

I now formed my own NGO. I approached funding agencies like FORD

FOUNDATION for help. I made a written proposal to them and
requested them to help me. One funding agency agreed for helping me
in conducing awareness programme for women awareness – not for the
work that I actually wanted to do. I started the work. I hired 2 women
volunteered to work on the project. I took them with the condition that
they have to undertake reconstruction work in the village besides
awareness building. Both the candidates were full of enthusiasm and
wanted to develop their village. They were filled with positive spirit. My
NGO started work. I decided to take the help of women from the village
for changing the village. I visited the village and tried to study the
village. I noted down information about important persons in the
village, important linkages, and important practices. Soon there were
many occasions, when I could meet with the villagers in awareness
building programmes. This time, villagers didn’t oppose me, as they
thought that I was like a BABU – a typical govt. employee kind of
person. I got entry into the village. I started my work. I saw a beer shop
in the village – which was illegal (in Gujarat – it is illegal to sell beer). I
could easily oppose it. But I asked the women in the village to protest
against the shop. I took help of other NGOs in the nearby cities and
asked them to help the people in the village. AWAG and many other
NGOs came forward. I was in the background this time. My plans
worked. There was a lot of media coverage. One woman in the village
got to the limelight. She became vocal and started shouting against
the shop. Soon the shop was closed. The shopkeeper ran away and it

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was a big victory in the village. The women in the village became very
active now. I used to attend their meetings and used to suggest them
developmental plans. They organized SHG on my advice and their
income increased. They took many other steps for the development of
their village. The village was soon converted into a model village. They
organized crafts and industries in the village. I used to bring resource
persons from cities to help the villagers. I wanted to help them more,
but now they had developed their ideas and now they were self reliant.
They soon set up their own NGOs. Sirdi Ben, an elderly woman from
the village got award from Govt and other bodies for her initiatives in
rural development. Women took the lead now. Soon there was a
woman Sarpanch in that village. My project was for 3 years, and it
came to an end. My funding agency had a review meeting, and I
presented my data- (which were all numbers). I told them that
malnutrition level has reduced from 70 percent to 10 percent… so on.
Thus my targets were more than achieved. I knew that I had achieved
my targets more than the numbers.
Now I was searching for other villages to start my projects. I took 4
projects for 4 villages and hired some volunteers and started the work.
I took help from villagers in the previous village also.
One funding agency representative asked me about my style of
working. I didn’t have any office, any building, and any fixed
investments. He asked me about how I wanted to work. He was not
convinced about my future. I told him that I didn’t want to be like a
Bunyan tree. My dream was simple, go in villages and raise their mind,
raise their societies and once the village had its self reliant NGO, I had
to withdraw. It was surprising for the representative of the funding
agency. I was sure that I had my mission in my eyes. I didn’t want to
make a gigantic organization, but only wanted to offer a little help in
raising the village ideas and vision.
I used my expertise in raising public voice and public thinking. My
ideas were revolutionary and I knew that if I expose my ideas before
typical villagers, I would be ousted (exiled from village) therefore I had
changed my strategies. I wanted to convert the villages into truly
democratic institutions. I was moving in this direction.
By now I have helped 23 village institutions to come up. With my help
these villages have their own self help groups, their own bodies and
villages are working on democratic lines. In spite of all my efforts, I find
it difficult to break the chains of caste system, age old customs etc. I
was able to bring greater awareness. I used education, awareness, and
public participation as important tool to bring about desired changes in
the villages.

LET US CHANGE THE WORLD

I spend 20 days in villages traveling, talking and gossiping with the
villagers. I come across people who think that I am a politician. There
are also offers to me to join active politics. But I tell them very clearly
about my mission and my goals. I continue on my journey. Do you think
I am on right tract? Should I continue as it is or change my course of
action?

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TURNAROUND OF INFOINFOXEROX

Rangarajan or Ranga joined Infoxerox India office. It was a time

when Infoxerox was in difficult conditions. Once a market leader,
Infoxerox had seen the time when people used to talk about it as
synonymous to photocopy. Off late there had been a number of
difficulties. It was difficult for this company to convert into digital
environment. The employees had a fixed mindset. They were not
prepared to change with the changing time. Most of the
employees were of the service of 10 to 14 years and they were
not able to understand the imperatives of change.
Ranga decided to introduce massive change, but he wanted to do
it in people friendly style. The company was undergoing massive
changes all over the world. It was like do or die situation.
Ranga introduced teams of people to document the processes in
the organization. Each and every process was noted down.
Customers were contacted and their requirements were noted
down and as per that each process was again stretched out and
this process was noted down. Teams of people were now
responsible to identify the processes in the company and identify
internal and external difficulties. The company introduced TQM
and introduced internal accountability. Time was fixed for each
process and there was accountability for these processes.

The company was soon able to experience positive changes. It

was now able to compete with companies like Ricoh, Cannon, and
other companies of the industry. There was also change in the
company in other offices.

Ranga was not an MBA or a person from commerce background.

He attended special classes to understand balance sheet. He
wanted to introduce financial accountability across the company.
Each executive was now responsible for four aspects: A. Revenue
and expenditure generated B.
Quality of changes introduced by that person C: Customer
relation and new customer addition D: Overall level of motivation
and innovation introduced by that person in the company and
amount of learning introduced by that person.

The company soon experienced a major shift. Old employees

realized that they needed training in the new systems. They

LET US CHANGE THE WORLD

demanded training and development. Ranga carried our TNA
(training need assessment) and hired professional trainers to
introduced company wide training and development program.
The company introduced comprehensive training in quality
management, customer relation management, organization
development etc.

Massive organizational changes were stressful for many persons.

While earlier employees thought that they were permanent
employees, Ranga told it very clearly that nobody is permanent
and if the performance was not up to the minimum level, any
person can be asked to quit. Although no person was retrenched,
but the message created a new work culture.

Workers were now scared about new work systems. Ranga used
to visit different places to identify new possibilities for improving
the work culture. In the course of these visits, once he visited a
small company located in Southern India. This company had a
history of over 100 years. It was considered to be a very good
company in that region and it had ZERO employee turnovers.
Ranga requested the owners of this company that he wanted to
spend a day in this company to understand the processes of this
company. He was given permission.

Ranga returned back with mixed feelings. He liked the work

culture of this company. The workers were so committed and
dedicated that he wanted to create the same in his company.

Next month, there was annual planning meeting of Infoxerox.

Ranga asked each of his regional head to come up with a vision
and plan document. Ranga himself prepared a vision plan for the
company. He told everyone that he wanted to introduce a
cohesive work culture in the company, where each employee
considers others as very closely. Ranga shared his experiences
also.

Members present in the meeting asked Ranga to give an action

plan for that. Ranga didn’t know about that. Can you help him in
preparing an action plan in steering this company further?
Infoxerox was not in red now. It was turning around, but new
directions had to be given. You are requested to help Ranga in
giving charismatic leadership to this company.

Ranga has some characteristics, which you must remember

before recommending:

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1. He is always cheerful
2. He is always positive about future
3. When he talks with employees, he gives them detailed
description of the future that he wants and he shares that future
vividly
4. He shows very high level of confidence on his subordinates ability
in achieving objectives
5. His dreams and ideas look impossible - but he has always proved
them true.

You are also advised to give comments on Ranga's personality

and leadership. Do you suggest any change?

LET US CHANGE THE WORLD

 PA W A N ’ S N E W N E W B U S I N E S S P L A N

Pawan completed his PGPSE and wanted to start a business

enterprise. He had different ideas in his mind. He came across an
old Indian text book about Indian herbs and their medicinal
properties. He developed ideas about using those herbs in
developing new products. His idea was to introduce a new
product, which would be good for health. He was thinking about
giving it the shape of a brand. He knew that making a branded
product and selling that as a popular brand is not an easy task.
He studies many case studies on similar products and evolved
different ideas about how he should produce. While going
through these ideas, he had 4 options, which were based on 4
studies:

1. Launch the product like a commodity - just like coca cola. Coca
cola was also launched as a product sold by druggists initially. It
took a long time for coca cola to reach to masses. He was also
reminded of Dalda. When Dalda was launched in India - people
resisted it. Nobody wanted to use it - and those who used it,
didn’t tell others that they were using it. HLL tried to give many
advertisements to show the good things of Dalda - but it all
failed. Later on HLL changed its advertisement strategy, and it
introduced one slogan which worked, the slogan was just
emotional tough: the slogan emphasized that Mother can’t be
wrong - and mother gives the best to the child. This slogan
changed the future of Dalda and now Dalda is a big brand. Pawan
was thinking of giving his product a tinkering similar to Coca cola
or a Dalda.
2. The second option was to launch it like a medicine. Medicines
can’t be advertised directly. They have to be marketed to the
doctors directly - who will recommend it the patients. Here the
option was to make it not strictly like a medicine. Here his idea
was to make it similar to Complain. Complain was initially
introduced as a food for soldiers and patients. When soldiers
were fighting in 2nd world war, Complain was given to them to
help them to fight. Later complain was introduced for elderly
persons. Later it was introduced for children and now it is for
growing children. Its advertisement also proves it: "I am a
complain girl". Pawan was also thinking to make his product
similar to the complain strategy.
3. The third strategy was to introduce this product as a generic
product. Here Pawan was reminded of great brand aura of TAJ.
When Taj group of hotels introduced an efficient, suave, decent,
sophisticated lady as brand ambassador for Taj, it became very

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popular. Pawan was also thinking to make a good personality for

his product and introduce it as a generic brand.
4. Pawan had 4th idea also. The forth idea was to create a new
marketing channel. During his PGPSE program, he had made
presentations on terms like viral marketing, network marketing
etc. Viral marketing is word of mouth marketing. Network
marketing also relies on networking on people. Pawan had an
idea about introducing the product using similar strategy. He had
seen success of AMWAY succeeding in network marketing.
Similarly, he had seen his own institution AFTERSCHOOOL using
viral marketing. Now he was not sure about which strategy to
use. He was in confusion and wanted your help in evolving his
overall marketing strategy. He was ready with the product -
which was tested out in laboratories. The question was how to
position this product in the market? How to introduce this product
in the market? Pawan knew that great products have failed in
markets - he didn’t want failures - he wanted a sure success and
for this the only way was brainstorm and find the best option.

LET US CHANGE THE WORLD