Drishtee is a rural enterprise that operates ICT kiosks across India to provide services like e-governance, education, and healthcare. It trains local entrepreneurs to own and operate the kiosks, creating rural jobs. The kiosks are profitable by charging small fees for services, keeping costs low. By eliminating middlemen and empowering local owners, Drishtee is able to successfully deliver affordable services to rural communities at scale.
Analyzing Strategy Execution at BOP: Drishtee’scaseANSHUL GUPTA
Drishtee is a network of over 14,000 rural enterprises that delivers services through ICT kiosks owned and operated by local entrepreneurs. The kiosks provide e-governance, education, health, insurance, and other local services. Drishtee aims to eliminate the middleman and empower marginal communities by creating rural jobs and entrepreneurs. Services are offered on a demand-driven, low-cost basis to serve rural populations across India.
The document summarizes the Indigenous and Community Development Program implemented on the Moonamang Joint Venture project in Kununurra, Western Australia. Key aspects of the program included:
1) Establishing employment and business engagement targets for local Indigenous people and implementing intensive support strategies to help achieve these, such as assistance with housing, health, training and childcare.
2) Creating dedicated implementation teams to provide pre-employment support and ongoing mentoring to Indigenous employees. Over 40 Indigenous people were employed on the project on average.
3) Supporting the establishment of 3 Indigenous businesses and town-based employment opportunities beyond the project.
4) Transitioning responsibility for continuing the program to the local Indigenous organization to
The document provides an overview of the potential market opportunity at the "Bottom of the Pyramid" (BOP), which refers to the 4 billion people living on less than $2 per day. Some key points:
- The BOP represents a $5 trillion global consumer market in purchasing power parity dollars. While individuals have low incomes, the total market size is huge due to the large population.
- The BOP market varies significantly by region, with Asia representing the largest at $3.47 trillion while Africa accounts for 70.5% of its total market but has a smaller overall size of $429 billion.
- Engaging the BOP requires understanding their needs and developing innovative, affordable products and
Analyzing Strategy Execution at BOP: Drishtee’scaseANSHUL GUPTA
Drishtee is a social enterprise focused on serving rural India through a network of over 14,000 rural kiosks run by local entrepreneurs. Drishtee's strategy is to first create sustainable rural supply chain routes connecting villages, then leverage these routes to provide critical services in areas like healthcare, education, and financial inclusion. Drishtee implements this strategy by appointing and training local entrepreneurs to run kiosks, focusing on demand-driven operations and local customs, and keeping costs low to serve large volumes of customers with affordable services.
Programmatic advertising in china by daxue consultingDaxue Consulting
Programmatic advertising emerged in China in 2012 and has brought great change to China's digital advertising market. It is embracing a huge room for growth since the industry is just in the beginning stage. What is the market size of programmatic advertising? How do different sectors in programmatic advertising work? What are the further trends? All you need to know about China's programmatic advertising are included in the comprehensive report provided by daxue consulting.
This research paper presentation summarizes strategies for tapping into rural Indian markets in a sustainable way. It outlines objectives to explore rural market potential and formulate better marketing strategies. The presentation defines "rural" as having at least 75% agrarian population and notes rural markets have untapped potential but also challenges like understanding dynamics. It proposes an 8-point strategy including developing products/packaging for rural needs, distribution networks, transportation, creating point-of-sale locations, using appropriate promotion and focusing on affordability. The conclusion emphasizes the importance of the large rural Indian market and designing for rural distribution challenges.
Facilitate innovation in e-Agriculture: Sharing e-Krishok and MEAS ExperiencesMEAS
This document discusses facilitating innovation in e-Agriculture through sharing experiences of e-Krishok and MEAS. It outlines the partnership between MEAS/USAID and BIID to work beyond traditional collaboration, including jointly developing ICT strategies and supporting the implementation of Farmbook in Bangladesh. The key points discuss contextualization, demand stimulation, incentives, demonstration and business models when using ICT as a decision making and knowledge dissemination tool for farmers, extension officers and organizations through an integrated approach.
Analyzing Strategy Execution at BOP: Drishtee’scaseANSHUL GUPTA
Drishtee is a network of over 14,000 rural enterprises that delivers services through ICT kiosks owned and operated by local entrepreneurs. The kiosks provide e-governance, education, health, insurance, and other local services. Drishtee aims to eliminate the middleman and empower marginal communities by creating rural jobs and entrepreneurs. Services are offered on a demand-driven, low-cost basis to serve rural populations across India.
The document summarizes the Indigenous and Community Development Program implemented on the Moonamang Joint Venture project in Kununurra, Western Australia. Key aspects of the program included:
1) Establishing employment and business engagement targets for local Indigenous people and implementing intensive support strategies to help achieve these, such as assistance with housing, health, training and childcare.
2) Creating dedicated implementation teams to provide pre-employment support and ongoing mentoring to Indigenous employees. Over 40 Indigenous people were employed on the project on average.
3) Supporting the establishment of 3 Indigenous businesses and town-based employment opportunities beyond the project.
4) Transitioning responsibility for continuing the program to the local Indigenous organization to
The document provides an overview of the potential market opportunity at the "Bottom of the Pyramid" (BOP), which refers to the 4 billion people living on less than $2 per day. Some key points:
- The BOP represents a $5 trillion global consumer market in purchasing power parity dollars. While individuals have low incomes, the total market size is huge due to the large population.
- The BOP market varies significantly by region, with Asia representing the largest at $3.47 trillion while Africa accounts for 70.5% of its total market but has a smaller overall size of $429 billion.
- Engaging the BOP requires understanding their needs and developing innovative, affordable products and
Analyzing Strategy Execution at BOP: Drishtee’scaseANSHUL GUPTA
Drishtee is a social enterprise focused on serving rural India through a network of over 14,000 rural kiosks run by local entrepreneurs. Drishtee's strategy is to first create sustainable rural supply chain routes connecting villages, then leverage these routes to provide critical services in areas like healthcare, education, and financial inclusion. Drishtee implements this strategy by appointing and training local entrepreneurs to run kiosks, focusing on demand-driven operations and local customs, and keeping costs low to serve large volumes of customers with affordable services.
Programmatic advertising in china by daxue consultingDaxue Consulting
Programmatic advertising emerged in China in 2012 and has brought great change to China's digital advertising market. It is embracing a huge room for growth since the industry is just in the beginning stage. What is the market size of programmatic advertising? How do different sectors in programmatic advertising work? What are the further trends? All you need to know about China's programmatic advertising are included in the comprehensive report provided by daxue consulting.
This research paper presentation summarizes strategies for tapping into rural Indian markets in a sustainable way. It outlines objectives to explore rural market potential and formulate better marketing strategies. The presentation defines "rural" as having at least 75% agrarian population and notes rural markets have untapped potential but also challenges like understanding dynamics. It proposes an 8-point strategy including developing products/packaging for rural needs, distribution networks, transportation, creating point-of-sale locations, using appropriate promotion and focusing on affordability. The conclusion emphasizes the importance of the large rural Indian market and designing for rural distribution challenges.
Facilitate innovation in e-Agriculture: Sharing e-Krishok and MEAS ExperiencesMEAS
This document discusses facilitating innovation in e-Agriculture through sharing experiences of e-Krishok and MEAS. It outlines the partnership between MEAS/USAID and BIID to work beyond traditional collaboration, including jointly developing ICT strategies and supporting the implementation of Farmbook in Bangladesh. The key points discuss contextualization, demand stimulation, incentives, demonstration and business models when using ICT as a decision making and knowledge dissemination tool for farmers, extension officers and organizations through an integrated approach.
This document provides a study on Bharti Airtel conducted by students of Jaipuria Institute of Management, Lucknow. It includes an introduction to Bharti Airtel, the company's history, market position, social responsibilities, vision, mission, goals, planning process, SWOT analysis, organizational structure, and culture. Key points covered include Airtel being India's largest telecom company, its financial performance, services offered, social initiatives in education, and long term goals of expanding into new businesses and becoming a leading conglomerate.
This is Dr. Toa Charm's presentation from the 15 May 2014 meeting of the Hong Kong Big Data community. Along with Daniel Ng and myself (Scott Drummonds), Dr. Charm presented on big data in Hong Kong to a joint session of HKBD and the Chinese University of Hong Kong MBA consulting club.
Dimagi, Inc. is a for- profit social enterprise based in Cambridge Founded in 2002 By MEDIA LAB ( MIT )
Dimagi became a certified B corporation in 2008 and an incorporated benefit corporation in 2012
The company designs clinical interfaces, health information systems, and mobile technologies to perform patient-level disease management, clinical decision support, and health system monitoring
Dimagi, Inc. is an award-winning, socially conscious technology company that develops scalable ICT solutions for low-resource settings
Digital Green is an NGO that uses ICT like short videos to improve agricultural extension services for small farmers in India and other countries. The videos demonstrate best farming practices to address issues like declining yields and involve local farmers as producers and subjects. This approach is more cost-effective and engaging than traditional top-down methods. Evaluation found the video-mediated extension approach increased adoption of new practices by farmers seven-fold compared to conventional models. Digital Green aims to create a sustainable system where farmers both consume and produce agricultural content.
Preventing Corruption through Public Procurement - goPRSAlain Nkoyock
goPRS
is a fully integrated software designed specifically to:
– Improve public procurement regulatory bodies internal review and monitoring of the
procurement approval process
– Reduce human interaction and personal contacts between
procurement officials (MDAs) and BPP staff that can give rise
to bribery opportunities
– Kick-off BPP’s oversight on budget appropriations versus
reported procurement actions
– Manage and publish procurement-related information (vendors
database, prices lists) to assist suppliers in preparing their
best offers and governments in assessing them to support the
procurement process.
This document is Agung Chilmy Firdana's portfolio which outlines his work experience and qualifications. It includes:
- Over 7 years of experience in marketing, business development, and project management roles in industries such as telecommunications, internet service providers, and non-profits.
- Previous roles include Marketing Manager at IBF Net Group, Head of Marketing Partnership at Dompet Dhuafa charity, and business planning roles at Fiberstar internet service provider and XL Axiata telecom.
- Skills include marketing strategy, partnership development, data analysis, project management, and public speaking.
Best practices for digital tool inclusiceness & farmer co-creation of practicesSadie W Shelton
OpenTEAM serves as a platform for dialogue. This series provides more in-depth information about organizations and companies within and outside of OpenTEAM that are working on similar topics around technology and regenerative agriculture.
Lini Wollenberg and their colleagues will present a set of proposed principles for the social inclusion of smallholder farmers in the development and use of digital tools. The guide is based on a synthesis of existing principles and standards, and gives special attention to farmer co-creation of agricultural practices as a gap in the literature. The principles are an output of the Inclusive Digital Tools Project and will be used to guide development of improved tools in action research conducted by the Alliance of Bioversity and CIAT in Brazil for livestock and by IRRI in Vietnam for rice.
The Agroecological TRANSITIONS: Socially Inclusive Digital Tools (ATDT) project is funded by the EU and managed by IFAD and implemented by the Alliance of Bioversity & CIAT.
Recording: https://www.youtube.com/watch?v=qZBsF9xppOE
Learn more about ATDT and find project outputs here: https://bit.ly/AgLEDxATDT
https://agledx.ccafs.cgiar.org/about/atdt/
0601016 real estate survey for gera developersSupa Buoy
Hi Friends
This is supa bouy
I am a mentor, Friend for all Management Aspirants, Any query related to anything in Management, Do write me @ supabuoy@gmail.com.
I will try to assist the best way I can.
Cheers to lyf…!!!
Supa Bouy
The document discusses disease management and how it can be used for better coordinated healthcare interventions. It provides an overview of an initiative in Belgium to create a Disease Management Centre (DMC) through a consortium with healthcare providers and health insurance funds. The DMC aims to develop programs and services around disease management, including tools for patient empowerment, healthcare provider support, and assessment. It also discusses experiences with pilot projects for diabetes patient education and coaching using telehealth technologies.
Fifth Third Home Renovation Loan Campaign Rollout 5.14.12Siddall2012
This proposal outlines a communication plan to promote Fifth Third Bank's new Home Renovation Mortgage Program. The plan targets realtors, community leaders, and existing Fifth Third mortgage customers in the Cleveland market. Tactics include an informational portal, educational video, ads on Realtor.com and LinkedIn, direct mail postcards and letters, and Google search ads. The proposed budget is $115,950 for a three month soft launch campaign beginning in June 2012.
2013_From need to sustainability. Empowering people to use ICT for their deve...Woutine van Beek
1. The document outlines IICD's 6-phase approach to empowering people in developing countries to use ICT for development. The phases include needs assessment, project formulation, implementation and pilots, embedding, scaling up, and systemic change.
2. During the needs assessment phase, IICD facilitates roundtable workshops to identify challenges and opportunities in a sector. In project formulation, IICD supports solution design workshops and basic ICT training to help partners develop project proposals.
3. The implementation phase involves pilots to test ICT solutions. IICD provides training, coaching, and advice to support partners. This includes training local trainers and providing technical updates. The goal is to build partners' independent
This document provides a summary of a market diagnostic conducted for the East Africa Dairy Development project in Kenya. The diagnostic assessed the business development services market in six locations to understand demand, supply and transactions. 600 farmers and 60 service providers were interviewed. Key constraints like access to finance and policy issues were identified. The report recommends sustainable, market-based interventions to address constraints, including partnering with select business development service providers. It also provides strategies to ensure interventions are effective, efficient and sustainable.
The document provides an introduction to a digital marketing course being taught by Ms. Preeti Singh. It includes the course syllabus, objectives, outcomes and mapping to program outcomes. It also provides an overview of the course units which include introduction to digital marketing, the new digital world and digital marketing practices, the modern digital consumer and its journey, and marketing strategies for the digital world. The document outlines the topics, objectives and content being covered in each unit. It aims to help students understand digital marketing trends, the new digital world, different digital customer types and latest marketing strategies.
This document provides an overview of SIDBI's cluster development approach and its partnership with GTZ under the MSME Finance and Development Program (MSMEFDP). It discusses key achievements of the program including improving competitiveness through business development services, institutional capacity building, skill development, and promoting energy efficiency. It highlights innovative tools developed through the program and experiential lessons learned around ensuring sustainability, customizing support to cluster needs, and facilitating ownership of cluster actors. The document also outlines priority areas for the next phase of the partnership like scaling up innovative financing models, advancing sector-specific strategies, and leveraging international partnerships and best practices.
NRT 2011: Bridging Farmers to the Jollibee Value Chain ProgramMABSIV
The document summarizes a project that links small farmers in the Philippines to the supply chain of Jollibee Foods Corporation. The project aims to organize farmers into clusters, assist them with value-adding activities and quality requirements, and increase their knowledge to boost productivity and income. Specifically, it details a partnership in San Jose, Nueva Ecija where farmers formed a cooperative called Kalasag Farmers Producers Cooperative to supply onions to Jollibee. The partnership helped farmers access loans, materials and technical support to increase their onion production and sales to Jollibee.
The document outlines plans by the HUMAN Network INDIA organization to conduct an intellectual property management sensitization program for small and medium enterprises in India. The program aims to educate MSMEs on intellectual property issues through workshops at the state, national, and international levels from 2012 to 2015. The objectives are to generate ideas, integrate IP advocacy, organize training workshops, and provide incentives to help MSMEs better manage their intellectual property. The program faces constraints like lack of support and awareness, and financial limitations. The expected results are to help MSMEs in West Bengal interact with support organizations to develop IP management strategies for business success and employment generation.
NSW Government Social Media Monitoring: $5 per hourKINSHIP digital
- No contracts - no lock-in.
- Monitoring up to 5 keywords* - brand, NGOs, people, citizens
- Maximum charge for service of $1,000 per month
- 24/7/365 Monitoring
- Hourly or daily reporting
- Report of 10 top influencers for each keyword
- Report of 10 top mentions for each keyword
Report showing in which social media keywords were discussed.
* Fair-use policy of max 7,000 mentions per day for nominated keywords.
This document provides a study on Bharti Airtel conducted by students of Jaipuria Institute of Management, Lucknow. It includes an introduction to Bharti Airtel, the company's history, market position, social responsibilities, vision, mission, goals, planning process, SWOT analysis, organizational structure, and culture. Key points covered include Airtel being India's largest telecom company, its financial performance, services offered, social initiatives in education, and long term goals of expanding into new businesses and becoming a leading conglomerate.
This is Dr. Toa Charm's presentation from the 15 May 2014 meeting of the Hong Kong Big Data community. Along with Daniel Ng and myself (Scott Drummonds), Dr. Charm presented on big data in Hong Kong to a joint session of HKBD and the Chinese University of Hong Kong MBA consulting club.
Dimagi, Inc. is a for- profit social enterprise based in Cambridge Founded in 2002 By MEDIA LAB ( MIT )
Dimagi became a certified B corporation in 2008 and an incorporated benefit corporation in 2012
The company designs clinical interfaces, health information systems, and mobile technologies to perform patient-level disease management, clinical decision support, and health system monitoring
Dimagi, Inc. is an award-winning, socially conscious technology company that develops scalable ICT solutions for low-resource settings
Digital Green is an NGO that uses ICT like short videos to improve agricultural extension services for small farmers in India and other countries. The videos demonstrate best farming practices to address issues like declining yields and involve local farmers as producers and subjects. This approach is more cost-effective and engaging than traditional top-down methods. Evaluation found the video-mediated extension approach increased adoption of new practices by farmers seven-fold compared to conventional models. Digital Green aims to create a sustainable system where farmers both consume and produce agricultural content.
Preventing Corruption through Public Procurement - goPRSAlain Nkoyock
goPRS
is a fully integrated software designed specifically to:
– Improve public procurement regulatory bodies internal review and monitoring of the
procurement approval process
– Reduce human interaction and personal contacts between
procurement officials (MDAs) and BPP staff that can give rise
to bribery opportunities
– Kick-off BPP’s oversight on budget appropriations versus
reported procurement actions
– Manage and publish procurement-related information (vendors
database, prices lists) to assist suppliers in preparing their
best offers and governments in assessing them to support the
procurement process.
This document is Agung Chilmy Firdana's portfolio which outlines his work experience and qualifications. It includes:
- Over 7 years of experience in marketing, business development, and project management roles in industries such as telecommunications, internet service providers, and non-profits.
- Previous roles include Marketing Manager at IBF Net Group, Head of Marketing Partnership at Dompet Dhuafa charity, and business planning roles at Fiberstar internet service provider and XL Axiata telecom.
- Skills include marketing strategy, partnership development, data analysis, project management, and public speaking.
Best practices for digital tool inclusiceness & farmer co-creation of practicesSadie W Shelton
OpenTEAM serves as a platform for dialogue. This series provides more in-depth information about organizations and companies within and outside of OpenTEAM that are working on similar topics around technology and regenerative agriculture.
Lini Wollenberg and their colleagues will present a set of proposed principles for the social inclusion of smallholder farmers in the development and use of digital tools. The guide is based on a synthesis of existing principles and standards, and gives special attention to farmer co-creation of agricultural practices as a gap in the literature. The principles are an output of the Inclusive Digital Tools Project and will be used to guide development of improved tools in action research conducted by the Alliance of Bioversity and CIAT in Brazil for livestock and by IRRI in Vietnam for rice.
The Agroecological TRANSITIONS: Socially Inclusive Digital Tools (ATDT) project is funded by the EU and managed by IFAD and implemented by the Alliance of Bioversity & CIAT.
Recording: https://www.youtube.com/watch?v=qZBsF9xppOE
Learn more about ATDT and find project outputs here: https://bit.ly/AgLEDxATDT
https://agledx.ccafs.cgiar.org/about/atdt/
0601016 real estate survey for gera developersSupa Buoy
Hi Friends
This is supa bouy
I am a mentor, Friend for all Management Aspirants, Any query related to anything in Management, Do write me @ supabuoy@gmail.com.
I will try to assist the best way I can.
Cheers to lyf…!!!
Supa Bouy
The document discusses disease management and how it can be used for better coordinated healthcare interventions. It provides an overview of an initiative in Belgium to create a Disease Management Centre (DMC) through a consortium with healthcare providers and health insurance funds. The DMC aims to develop programs and services around disease management, including tools for patient empowerment, healthcare provider support, and assessment. It also discusses experiences with pilot projects for diabetes patient education and coaching using telehealth technologies.
Fifth Third Home Renovation Loan Campaign Rollout 5.14.12Siddall2012
This proposal outlines a communication plan to promote Fifth Third Bank's new Home Renovation Mortgage Program. The plan targets realtors, community leaders, and existing Fifth Third mortgage customers in the Cleveland market. Tactics include an informational portal, educational video, ads on Realtor.com and LinkedIn, direct mail postcards and letters, and Google search ads. The proposed budget is $115,950 for a three month soft launch campaign beginning in June 2012.
2013_From need to sustainability. Empowering people to use ICT for their deve...Woutine van Beek
1. The document outlines IICD's 6-phase approach to empowering people in developing countries to use ICT for development. The phases include needs assessment, project formulation, implementation and pilots, embedding, scaling up, and systemic change.
2. During the needs assessment phase, IICD facilitates roundtable workshops to identify challenges and opportunities in a sector. In project formulation, IICD supports solution design workshops and basic ICT training to help partners develop project proposals.
3. The implementation phase involves pilots to test ICT solutions. IICD provides training, coaching, and advice to support partners. This includes training local trainers and providing technical updates. The goal is to build partners' independent
This document provides a summary of a market diagnostic conducted for the East Africa Dairy Development project in Kenya. The diagnostic assessed the business development services market in six locations to understand demand, supply and transactions. 600 farmers and 60 service providers were interviewed. Key constraints like access to finance and policy issues were identified. The report recommends sustainable, market-based interventions to address constraints, including partnering with select business development service providers. It also provides strategies to ensure interventions are effective, efficient and sustainable.
The document provides an introduction to a digital marketing course being taught by Ms. Preeti Singh. It includes the course syllabus, objectives, outcomes and mapping to program outcomes. It also provides an overview of the course units which include introduction to digital marketing, the new digital world and digital marketing practices, the modern digital consumer and its journey, and marketing strategies for the digital world. The document outlines the topics, objectives and content being covered in each unit. It aims to help students understand digital marketing trends, the new digital world, different digital customer types and latest marketing strategies.
This document provides an overview of SIDBI's cluster development approach and its partnership with GTZ under the MSME Finance and Development Program (MSMEFDP). It discusses key achievements of the program including improving competitiveness through business development services, institutional capacity building, skill development, and promoting energy efficiency. It highlights innovative tools developed through the program and experiential lessons learned around ensuring sustainability, customizing support to cluster needs, and facilitating ownership of cluster actors. The document also outlines priority areas for the next phase of the partnership like scaling up innovative financing models, advancing sector-specific strategies, and leveraging international partnerships and best practices.
NRT 2011: Bridging Farmers to the Jollibee Value Chain ProgramMABSIV
The document summarizes a project that links small farmers in the Philippines to the supply chain of Jollibee Foods Corporation. The project aims to organize farmers into clusters, assist them with value-adding activities and quality requirements, and increase their knowledge to boost productivity and income. Specifically, it details a partnership in San Jose, Nueva Ecija where farmers formed a cooperative called Kalasag Farmers Producers Cooperative to supply onions to Jollibee. The partnership helped farmers access loans, materials and technical support to increase their onion production and sales to Jollibee.
The document outlines plans by the HUMAN Network INDIA organization to conduct an intellectual property management sensitization program for small and medium enterprises in India. The program aims to educate MSMEs on intellectual property issues through workshops at the state, national, and international levels from 2012 to 2015. The objectives are to generate ideas, integrate IP advocacy, organize training workshops, and provide incentives to help MSMEs better manage their intellectual property. The program faces constraints like lack of support and awareness, and financial limitations. The expected results are to help MSMEs in West Bengal interact with support organizations to develop IP management strategies for business success and employment generation.
NSW Government Social Media Monitoring: $5 per hourKINSHIP digital
- No contracts - no lock-in.
- Monitoring up to 5 keywords* - brand, NGOs, people, citizens
- Maximum charge for service of $1,000 per month
- 24/7/365 Monitoring
- Hourly or daily reporting
- Report of 10 top influencers for each keyword
- Report of 10 top mentions for each keyword
Report showing in which social media keywords were discussed.
* Fair-use policy of max 7,000 mentions per day for nominated keywords.
Similar to Analyzing Strategy Execution at BOP: Drishtee’scase (20)
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
The Evolution and Impact of OTT Platforms: A Deep Dive into the Future of Ent...ABHILASH DUTTA
This presentation provides a thorough examination of Over-the-Top (OTT) platforms, focusing on their development and substantial influence on the entertainment industry, with a particular emphasis on the Indian market.We begin with an introduction to OTT platforms, defining them as streaming services that deliver content directly over the internet, bypassing traditional broadcast channels. These platforms offer a variety of content, including movies, TV shows, and original productions, allowing users to access content on-demand across multiple devices.The historical context covers the early days of streaming, starting with Netflix's inception in 1997 as a DVD rental service and its transition to streaming in 2007. The presentation also highlights India's television journey, from the launch of Doordarshan in 1959 to the introduction of Direct-to-Home (DTH) satellite television in 2000, which expanded viewing choices and set the stage for the rise of OTT platforms like Big Flix, Ditto TV, Sony LIV, Hotstar, and Netflix. The business models of OTT platforms are explored in detail. Subscription Video on Demand (SVOD) models, exemplified by Netflix and Amazon Prime Video, offer unlimited content access for a monthly fee. Transactional Video on Demand (TVOD) models, like iTunes and Sky Box Office, allow users to pay for individual pieces of content. Advertising-Based Video on Demand (AVOD) models, such as YouTube and Facebook Watch, provide free content supported by advertisements. Hybrid models combine elements of SVOD and AVOD, offering flexibility to cater to diverse audience preferences.
Content acquisition strategies are also discussed, highlighting the dual approach of purchasing broadcasting rights for existing films and TV shows and investing in original content production. This section underscores the importance of a robust content library in attracting and retaining subscribers.The presentation addresses the challenges faced by OTT platforms, including the unpredictability of content acquisition and audience preferences. It emphasizes the difficulty of balancing content investment with returns in a competitive market, the high costs associated with marketing, and the need for continuous innovation and adaptation to stay relevant.
The impact of OTT platforms on the Bollywood film industry is significant. The competition for viewers has led to a decrease in cinema ticket sales, affecting the revenue of Bollywood films that traditionally rely on theatrical releases. Additionally, OTT platforms now pay less for film rights due to the uncertain success of films in cinemas.
Looking ahead, the future of OTT in India appears promising. The market is expected to grow by 20% annually, reaching a value of ₹1200 billion by the end of the decade. The increasing availability of affordable smartphones and internet access will drive this growth, making OTT platforms a primary source of entertainment for many viewers.
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Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
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B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
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Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
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Analyzing Strategy Execution at BOP: Drishtee’scase
1. Analyzing Strategy Execution at
BOP: Drishtee’s case
Prepared for: Presented By: Section-B, Group-1
Prof. Sanjeeva Shivesh Anshul Gupta
Faculty Strategy Area, MDI Hemant Chachadi
Laxmi G
Saurabh Jha
Pallavi Madan
Vishwas Kini
Nikhil Gupta
Presentation Date: 22 AUG 2010
2. List of popular projects working in rural
India
Company Business Model
Drishtee Use of kiosk-based platform to deliver services
SKS Microfinance Use of for-profit model of microfinance
ITC’s e-Choupal Virtual clustering of all the value chain participants
Hindustan Lever’s iShakti Rural entrepreneur using Shakti kiosks
Hewlett Packard’s photo training The Village Photography Program
DICNIC Use of IT for information management at rural level
AgRIS, The Agricultural Resources Information System
AGMARKNET Marketing & Inspection (DMI), Ministry of Agriculture initiative
SeedNet, National initiative for information on quality seeds
eKrishi Market Driven Agricultural Initiative through IT enabled Agri
Business Centres
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3. Innovation Sandbox*
*Taken from the book “Fortune at the Bottom of Pyramid” by C. K. Prahalad
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5. About Drishtee
• Founded by: Satyan Mishra, Nitin Gachhayat, and
Shailesh Thakur
• Started in the year 2000 in Dhar (Madhya Pradesh,
India)
• Over the years, Drishtee has facilitated and
supported a network of over 14,000 rural enterprises
• Through this low cost, direct delivery rural supply
chain network
• This is a fastest growing such network
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6. Drishtee’s Strategy
1/9
Mission:
“To make marginal communities more efficient,
self-sufficient, and equitable”
Drishtee is a Network Orchestrator for delivering
fee based services to the rural population
through ICT Kiosks.
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7. Drishtee’s Strategy
2/9
The services include:
e-Governance, Education,
Health, Insurance and local services.
The ICT center (Kiosk) is owned and operated by
a local entrepreneur.
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8. Drishtee’s Strategy
3/9
Revenue Model –
• Upfront franchise fees
• Profit margins on the services
Cost Model –
• Selection and training of local entrepreneurs
• Web based tools for BPO operations
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9. Drishtee’s Strategy
4/9
Key rules –
Demand-driven operations
Working with the local customs
Focus on the core mission
Keep the costs as low as possible
Low margins and high volumes
Analyzing Strategy Execution at BOP: Drishtee’s case Section-B, Group-1 9
10. Drishtee’s Strategy
5/9
Product Distribution –
Distribution of any product in rural India is a big
challenge
Drishtee includes the local unorganized retail
stores – “Drishtee rural Retail Points”
Analyzing Strategy Execution at BOP: Drishtee’s case Section-B, Group-1 10
11. Drishtee’s Strategy
6/9
Drishteehaat –
an online platform for rural producers to sell
their products to customers
• Market information on costs, trading etc.
• Capacity building
• Technical support
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12. Drishtee’s Strategy
7/9
The Company is currently serving 10000 villages with an aim to serve 600000
villages.
The structure -
Analyzing Strategy Execution at BOP: Drishtee’s case Section-B, Group-1 12
13. Drishtee’s Strategy
8/9
Partners of Drishtee –
• Acumen Fund
• International Finance Corporation
• IFMR Trust had partnered with Drishtee
• Nike Foundation
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14. Drishtee’s Strategy
9/9
Skills –
• 10+2 or 12th pass
• Working knowledge of basic computer skills
• Prior business experience
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15. Eliminate the
1/6
Strategy Implementation
Middle
man
Analyzing Strategy Execution at BOP: Drishtee’s case Section-B, Group-1 15
16. 2/6
Strategy Implementation
Drishtee Kiosks – the right to reject the owner, the
•Drishtee reserves
– Setting has Kiosk, Rural entrepreneurship
owner also up a a choice to withdraw.
– Services Offered through the Kiosks
•Once Phase Generation/Cash Flow has an
– Revenue I is completed the owner
understanding of the business and Drishtee would
have gained confidence in the owner.
Setting up a kiosk –
• •Details of the loan required to setup the kiosk and
a comprehensive location/village survey
the Kiosk owner agreement are worked out.
• After selecting the owner goes through a
Comprehensive Phase I training program
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17. Strategy Implementation
•Detailed training to the owner
•Hardware deployment details worked out
•The Kiosk service is launched
•Also, Drishtee conducts the promotion program
Phase II
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18. 3/6
Strategy Implementation
What does a kiosk contain?
• A computer
• Digital camera
• Internet connection over phone line, and
• A printer
Investment ~ 1300 USD.
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19. 4/6
Strategy Implementation
Analyzing Strategy Execution at BOP: Drishtee’s case Section-B, Group-1 19
20. 5/6
Strategy Implementation
1. Products and Services Mix of Drishtee
2. Government Services
3. Secondary Healthcare
4. Employment
5. Micro Loan
6. Marketplace
7. Basic Education
Drishtee’s 8.
9.
Electricity
Computer Education
Product Portfolio 10.
11.
Spoken English
Primary Health
12. Digital Photography
13. Commodity Market price
14. Electronic Products
15. Household Items
16. Seeds & Fertilizers
17. Insurance
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21. 6/6
Strategy Implementation
Analyzing Strategy Execution at BOP: Drishtee’s case Section-B, Group-1 21
22. Learning
How to capture opportunities by eliminating the
middle man.
How can a company do well by doing good
Benefits of creating entrepreneurs as business
members (in terms of cost efficiencies)
How to serve the rural market by creating value
Analyzing Strategy Execution at BOP: Drishtee’s case Section-B, Group-1 22
23. Profile of Drishtee Entrepreneurs
Poonam Bharadwaj
Age:35 years
Qualification:Post graduation
Addess: Kharkhauda, Meerut
Family Occupation: Heading a School
Kiosk Startup Date: January 2008
Mohit Gangwar
Age: 24yrs
Qualification: Graduation
Address: Bareilly, Uttar Pradesh
Family Occupation: Digital Photography Shop
Kiosk Startup Date: April 2005
Best Performance: Rs. 17,000/- in December 2005
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24. References
• Prahalad, C. K., “Fortune at the Bottom of Pyramid” 2nd Edition, 2010
• http://www.drishtee.com/cms/
• http://www.youtube.com/watch?v=BZf_xwvNvMo
• http://www.youtube.com/watch?v=jYvoHeYe8fk
• http://www.amrresearch.com/Content/View.aspx?CompURI=tcm:7-43224
• http://omulga.riversstate.org.ng/Netgrowth/ICTWorkshop/Case_Studies.asp?Cate
goryID=612&Case_StudiesID=2109249522&PartnerLong=OpenCityPortal&Languag
e=English
• http://216.119.85.221/artman2/publish/indian-jobs/article_20878.shtml
• http://www.cab.org.in/ICTPortal/Lists/Knowledge%20Bank/Attachments/55/Drisht
ee%202006_23_12_2007.pdf
• http://www.sksindia.com/index.htm
• http://www.echoupal.com/
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