SELCO SOLAR LIGHT PRIVATE LIMITED: A SOCIAL ENTERPRISE'S SCALING UP CHALLENGE SUBRAMANIAN, RAM
Material type: TextPublication details: LAHORE SAGE PUBLICATIONS SEPTEMBER 2015Description: 172-182Subject(s): In: SHAIKH, SHAZIB Asian Journal of Management CasesItem type | Current library | Call number | Vol info | Status | Notes | Date due | Barcode | Item holds | |
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Management Cases | Main Library | VOL. 12, NO. 2/5555101CSD6 (Browse shelf(Opens below)) | Available | 5555101CSD6 | |||||
Journals and Periodicals | Main Library On Display | JP/GEN-MAN/Vol 12, No 2/5555101 (Browse shelf(Opens below)) | Vol 12, No 2 (26/11/2015) | Not for loan | September, 2015 | 5555101 |
LAUNCHED BY DR. HARISH HANDE IN 1995, SELCO SOLAR LIGHT PRIVATE LIMITED WAS A BENGALURU, INDIA-BASED SOCIAL VENTURE WHOSE MISSION WAS TO BRING SOLAR ENERGY TO THE BOTTOM-OF-THE PYRAMID CUSTOMERS, SUCCEEDED IN BECOMING A PROFITABLE VENTURE WITHOUT VEERING FROM IT SOCIAL MISSION. HOWEVER, HANDE AND HIS TEAM FACED A NUMBER OF CHALLENGES IN SCALLING UP THE BUSINESS. AN EARLY FORAY INTO FRANCHISING HAD FAILED, WHILE A MORE RECENT VENTURE TO CREATE REPLIES OF THE COMPANY (CALLED BABY SELCOs) IN OTHER PARTS OF INDIA HAD GOTTEN OFF TO A SLOW START. GIVEN THAT NEARLY 300 MILLION PEOPLE IN INDIA HAD NO ACCESS TO ELECTRICITY, SELCO'S DECENTRALIZED AND LOW-COST MODEL HAD TREMENDOUS OPPORTUNITIES. THE INFLECTION POINT THAT SELCO FACED WAS IN CHOOSING THE BEST WAY TO LEVERAGE THE IMMENSE POTENTIAL FOR SOLAR ENERGY IN INDIA WITHOUT COMPROMISING IT SOCIAL MISSION.
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