In 2016, the managing director of Wingreens Farms, a social enterprise based in India, was considering the company's future. Wingreens Farms partnered with rural Indian farmers living in poverty to produce and sell homemade processed foods, including salsas, dipping sauces, hummus, garlic butter, breads, teas, organic fresh pickled sprouts, microgreens, and wheatgrass. This small company had a unique, sustainable, and profitable business model with a managed sales turnover worth ?160 million (US$2.4 million) in 2016. However, the managing director wondered whether Wingreens Farms could eventually transition from a small, personalized, family-owned company to a large systems- and process-driven organization. Could the company retain its commitment to ethical values and its handmade, labour-intensive production methods if it began competing against factory-produced, cheaper products from large, organized companies? Rajeev Kumra is affiliated with Indian Institute of Management Lucknow. Anjali Malik is affiliated with Bhavan's College Campus. Smitha Girija is affiliated with IILM Institute for Higher Education.

【書誌情報】

ページ数：11ページ

サイズ：A4

商品番号：HBSP-W17794

発行日：2017/12/18

登録日：2018/4/12