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(Group 2)
Why do you think the youth entrepreneur was chosen as a channel partner? Who or what
other form of distribution can be chosen in their place in your team’s opinion? Why, give a
5-point comparison chart with 2 other closest alternatives for the same job?
2 To reach the BOP market in below 5000 population villages, MART decided to hire local youth from
different sources including the Nehru Yuva Kendra Sanghathan.
Ques. 1
Workforce
i lity diversity Em
tab p; br ploy
d ap am ty an er
A & g il i d
A
What were the key success factors of project DISHA?
5
OBJECTIVE
• Touch the lives of rural woman and establish a model for broad based
replication.
• Provide woman and girl with the skill and knowledge that will help them
Ques. 2 secure employment or start their own business.
Ques. 2
Do you think this model in sustainable and scalable? Can it be replicated by other players?
What could be the possible point of consideration for others? Give arguments to support
your choice.
8
The model is sustainable because of the following reasons:
The model is scalable because the model has This approach will help the company to
been able to help the company reach the decrease cost of developing the market in the
untapped consumers, thereby, increasing the longer run as well as help the entrepreneur to
market share. The model would help the earn more and would make his self-esteem
Ques. 3 company in increasing the market share even higher so as to be regarded as the
in the further times to come by its deep- “authorized distributor”.
penetration competency. With this model,
Colgate would be able to cater to a greater
number of villages with less than 5000
population.
Do you think this model in sustainable and scalable? Can it be replicated by other players?
What could be the possible point of consideration for others? Give arguments to support
your choice.
10
One major consideration in the model for other players can be:
Colgate identifies young players in the village and encourages & motivates to develop
the market.
On the contrary, competitors can find big players of the village selling similar kind of
Ques. 3
products. This will lead the young novice entrepreneurs to be drawn away by bigger
players in the market.
Selling smaller packs and lower price points-like its 35-gram soap
Ques. 4 priced at Rs. 7.