Jaipur Rug Case Sudy. Its shared vision and the product and the hierarchy and different models and data related to it.

3. ORGANISATIONAL STRUCTURE
Chairman
Design Director
F&A Head
Trainee
CEO WTD COO
Name Position
N.K. Chaudhary Chairman
Asha Chaudhary CEO
Archana
Chaudhary
COO
Yogesh
Chaudhary
WTD
Kavita
Chaudhary
Design Director
Mahesh Kumar
Agarwal
F&A Head
Nitesh Trainee

4. HUMAN RESOURCE STRUCTURE
Employees
Direct
Family
Office staff
Indirect Contractors

5. View of Human Resource
Office
Staffs
290
Contractors
40000
Family
members
7
Source -: Fortune at the bottom of the pyramid

6. SHOULD THEY FOCUS EXCLUSIVELY ON HAND-
KNOTTED CARPETS - WHY OR WHY NOT?
They should not focus EXCLUSIVELY on Hand
Knotted carpets because -:
 No cross selling
 Fewer return customers
 Fewer Marketing Opportunity
 Time consuming
 Sales Volume

7. ADDING TUFTED CARPETS TO THE PRODUCT LINE FROM 2007
ONWARD HAD HELPED TO INCREASE SALES NUMBERS
0
2
4
6
8
10
12
14
16
Total Sales (in million)
Total Sales (in million)

8. WHAT IS SHARED VALUE?
 It focuses on identifying in
expanding the connection
between social and
economic progress.
 Value Benefit relative to cost,
not just benefits alone.
Policies and operating
practices that enhance
the competitiveness of
a company while
simultaneously
advancing the
economic and social
conditions in the
community.

9. ALIGNMENT OF CREATING SHARED VALUE AND
SUSTAINABILITY
Creating
shared value
Sustainability
Compliances
Education
Rural
development
Protect the future
Laws
Business
priciples

10. 3 KEY WAYS COMPANY USED TO CREATE
SHARED VALUE
By reconceiving
products and markets
By enabling local
cluster development
By redefining
productivity in the
value chain

12. IMPORTANCE OF SHARED VALUES -:
 They provide guidance for organizational decision-
making and also provide a kind of ethical compass
for organisational action.
 It help to define what an organization is, what an
organization does, and what an organization
aspires to be.
 It provide overall guidance for organizational
members to make the correct decision in a given
situation.
 Encouraging employees to take initiative and give
the best. Adopting an error-embracing environment
to empower employees to lead and make
decisions.

13. WHAT MEASURES CAN THEY ADOPT TO ACHIEVE
GREATER CONGRUENCE IN THIS REGARD
Competitive
wages
Opportunites
for
entrepreneurs
Skill
upgradation
training
Investment in
skills training
Healthcare
and
Education

14.  Competitive wages. Wages are to be paid by the company to give people
options to have a better quality of life than the alternative work available in
villages.
 Investment in skills training. The main activities should be to recruit and train
new weavers for the company. Because of the social impact that Jaipur Rugs
has on many regions of the country, the government subsidizes the cost of
looms and training in certain regions.
 Access to healthcare and education. The Jaipur Rugs Foundation should
leverage alliances with other NGOs that provide health care and education to
the weavers.
 Opportunities for aspiring entrepreneurs. They should recognizes
contractors who do good work and have the right attitude, they should believes
in giving them loans so that they can become key links in the overall production
process. As a result of this recognition of their talents, many contractors would
see their incomes, social standing, and capabilities multiply.
 Skill Upgradation Training: With the years, our artisans would become
capable to realize more complex designs and rugs of better quality. It is then our
duty to give them higher skills to improve their work;

15. WILL THE RECENT INITIATIVES HELP THEM IN
STRIKING A BALANCE BETWEEN ALL OPPOSING
VIEWS?
 Yes the recent initiatives will help them in striking a
balance between all the opposing views
as there vision and mission are -:
Vision
The mission of JRF is to create a society where
equality, justice and peace prevail through socio-
economic development opportunities for all.
Mission
The mission of JRF is to serve as a social innovator
promoting the cause of artisans by providing them
with decent work opportunities and thus leading them
towards their socio-economic well-being.

16.  New initiatives at JRCPL indicated that company’s continued
determination to balance profits with service — to have both,
rather than the exclusive preference of either profits or
service.
 Chaudhary repeatedly stated that he was working toward a
future that saw a weaver’s child as the CEO of his thriving
business
 According to him, the educated people at JRCPL — including
his children — had little idea of the context surrounding the
weavers and the challenges of carpet weaving.
 If weavers were made aware of the business implications of
their output, it would make a significant impact on their
production and the quality of their work.
 Identifying weavers as the “doers” who implemented the ideas
of the managers, who were the “thinkers,” Chaudhary asked,
“How do we make ‘thinkers’ be like ‘doers’ and vice versa?”

17.  The overall work mandate of JRF is to reach out to
remote rural areas and establish bonds with the village
communities, enabling them to start weaving not just
rugs but also their own lives.
 Such weaving of lives is done Via two intertwined
vertical: ‘entrepreneurship development’ and ‘social
development’.
 The entrepreneurship development vertical focuses on
the economic well-being of the artisans and their
communities through skill development and livelihood
support,
 The social development vertical focuses on their social
well-being through interventions, awareness generation
and linkages