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.
This document provides an overview of key concepts related to the OSI model and TCP/IP protocol suite for data and computer communications. It describes the OSI model as a layered approach where each layer performs a subset of communication functions and relies on the layer below. It also discusses elements of standardization like protocol specifications, service definitions, and addressing. The document outlines the seven layers of the OSI model and four layers of the dominant TCP/IP protocol architecture.
This document provides an overview of key concepts related to the OSI model and TCP/IP protocol suite for data and computer communications. It describes the OSI model as a layered approach where each layer performs a subset of communication functions and relies on the layer below. It also discusses elements of standardization like protocol specifications, service definitions, and addressing. The document outlines the seven layers of the OSI model and four layers of the dominant TCP/IP protocol architecture.
The document provides credits and links to 11 photos shared under Creative Commons licenses on Flickr. The photos cover various subjects like nature, people, and architecture. Each photo is credited to the photographer and linked to its page on Flickr where it was uploaded and shared for non-commercial reuse and modification.
This document provides an overview of key concepts in data and computer communications. It introduces a basic communications model including the source, transmitter, transmission system, receiver, and destination. It then discusses some key tasks in communications like transmission, interfacing, signal generation, and error handling. Finally, it outlines different types of networks including point-to-point, wide area networks, circuit switching, packet switching, frame relay, and asynchronous transfer mode (ATM) networks as well as local area networks.
Protocols are used for communication between different entities like applications, computers, and terminals. They allow these entities to "speak the same language" by establishing common syntax, semantics, and timing. Communication is broken down into modules at different layers, like a file transfer using application, service, and network access modules. A three layer model includes network access, transport, and application layers. The network access layer handles physical exchange of data between devices. The transport layer provides reliable data exchange independently of the network. The application layer supports different applications like email and file transfer. Addressing is needed at both the network and application levels. Protocols are used to communicate at each layer by adding control information to user data, forming protocol data units.
This document discusses key concepts related to data transmission. It defines common terminology used in transmission including transmitter, receiver, medium, direct/point-to-point/multi-point links, and simplex/half-duplex/full-duplex transmission. It also covers frequency domain concepts such as continuous/discrete signals, periodic/aperiodic signals, bandwidth, and how data rate relates to bandwidth. Finally, it compares analog and digital transmission and some common transmission impairments like attenuation, delay distortion, and noise.
This document provides an overview of key concepts related to the OSI model and TCP/IP protocol suite for data and computer communications. It describes the OSI model as a layered approach where each layer performs a subset of communication functions and relies on the layer below. It also discusses elements of standardization like protocol specifications, service definitions, and addressing. The document outlines the seven layers of the OSI model and four layers of the dominant TCP/IP protocol architecture.
This document provides an overview of key concepts related to the OSI model and TCP/IP protocol suite for data and computer communications. It describes the OSI model as a layered approach where each layer performs a subset of communication functions and relies on the layer below. It also discusses elements of standardization like protocol specifications, service definitions, and addressing. The document outlines the seven layers of the OSI model and four layers of the dominant TCP/IP protocol architecture.
The document provides credits and links to 11 photos shared under Creative Commons licenses on Flickr. The photos cover various subjects like nature, people, and architecture. Each photo is credited to the photographer and linked to its page on Flickr where it was uploaded and shared for non-commercial reuse and modification.
This document provides an overview of key concepts in data and computer communications. It introduces a basic communications model including the source, transmitter, transmission system, receiver, and destination. It then discusses some key tasks in communications like transmission, interfacing, signal generation, and error handling. Finally, it outlines different types of networks including point-to-point, wide area networks, circuit switching, packet switching, frame relay, and asynchronous transfer mode (ATM) networks as well as local area networks.
Protocols are used for communication between different entities like applications, computers, and terminals. They allow these entities to "speak the same language" by establishing common syntax, semantics, and timing. Communication is broken down into modules at different layers, like a file transfer using application, service, and network access modules. A three layer model includes network access, transport, and application layers. The network access layer handles physical exchange of data between devices. The transport layer provides reliable data exchange independently of the network. The application layer supports different applications like email and file transfer. Addressing is needed at both the network and application levels. Protocols are used to communicate at each layer by adding control information to user data, forming protocol data units.
This document discusses key concepts related to data transmission. It defines common terminology used in transmission including transmitter, receiver, medium, direct/point-to-point/multi-point links, and simplex/half-duplex/full-duplex transmission. It also covers frequency domain concepts such as continuous/discrete signals, periodic/aperiodic signals, bandwidth, and how data rate relates to bandwidth. Finally, it compares analog and digital transmission and some common transmission impairments like attenuation, delay distortion, and noise.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
This document discusses sources of error in finite element analysis, including modeling errors due to simplifying assumptions, discretization errors from approximating solutions, and numerical errors from limited computer precision. It provides examples of common mistakes that can cause incorrect results, such as incorrect material properties or insufficient boundary constraints. It also discusses best practices for verifying models, such as element testing, mesh refinement studies, and checking results against analytical solutions or boundary conditions.
Temptation Foods Limited is an Indian frozen food company. In the past year, the company saw total income and EBIDTA growth. It operates plants in multiple Indian cities and has a portfolio of frozen vegetables, fruits, marine products, and recipe foods. Going forward, the company aims to expand its business and capture opportunities in the growing market for frozen and processed foods in India.
2.2.2b6 medio de tx- red telefonica-reviewluishdiaz
The document discusses the structure and components of the public switched telephone system. It covers topics like the local loop using technologies like modems, ADSL, and wireless; trunks connecting switching offices; switching offices; and multiplexing techniques like frequency division, wavelength division, and time division multiplexing used to increase bandwidth capacity on telephone lines. It also briefly mentions circuit switching, message switching, and packet switching network architectures.
This document discusses key concepts related to data transmission. It defines common terminology used in transmission including transmitter, receiver, medium, direct/point-to-point/multi-point links, and simplex/half-duplex/full-duplex transmission. It also covers frequency domain concepts such as continuous/discrete signals, periodic/aperiodic signals, bandwidth, and how data rate relates to bandwidth. Finally, it compares analog and digital transmission and some common transmission impairments like attenuation, delay distortion, and noise.
The formula for all organisations seeking their holy grail. The common goal is sustainable growth and profitability, but there are other goals. The formula is the same.
El documento instruye al lector a observar 30 diapositivas de paisajes formados por agentes geológicos externos y completar una tabla para cada diapositiva, identificando el agente geológico, la forma geológica y una breve descripción.
Analyzing Strategy Execution at BOP: Drishtee’scaseANSHUL GUPTA
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.
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.
Policy and Status Paper on Cluster Development in India.pdfTheBambooLink
This report takes stock of the developments that have taken place in the arena of cluster development and suggest inputs to a policy framework for promotion of cluster based MSME development in India. The document draws heavily from a wealth of secondary literature and benefited immensely from the documents shared by several practitioners as well as insights obtained from a number of unpublished sources. Report was funded by Swiss Agency for Development and Cooperation.
The “Blue Ocean” approach is a strategic tool that helps innovation strategists’ asses current and desired future strategic states whereas..Red Ocean is a current state.
Multiple projects on competitive analysis at Dentsu Communications Pvt. Ltd.Varsha Bhatter
This report provides analyses of three Bollywood projects - the movie Ra.One, its failure despite extensive promotions; the movie Dabangg and reasons for its success; and Aamir Khan's TV show Satyamev Jayate and its promotion plan. It also includes case studies on these projects covering distribution, exhibition, financing details, and branding strategies.
The document outlines a creative industries strategy for 2014-2019 in Scotland's Highlands and Islands region. The strategy's vision is to establish a vibrant, sustainable creative economy by building on the region's remote communities and global connections. It proposes several objectives and interventions to achieve this vision, including developing talent, providing business support, and increasing international engagement.
Financing Sustainable Production among MSME Clusters - FMCTheBambooLink
The Micro, Small and Medium Enterprises (MSME) sector plays worldwide an important and significant catalytic role for economic development through enterprise creation and employment generation. The MSME sector in India covers a wide spectrum of economic activities. With more than 44.7 million enterprises, this sector generates more than 100 million jobs, next only to agriculture sector.
Sanchetna - Microfinance India Newsletter March 2009gueste061488
Samridhi has partnered with IDBI Fortis Life Insurance to provide affordable life insurance to Samridhi's clients. IDBI Fortis will offer a new "Microsurance" product at competitive rates, providing benefits to customers and the companies. Samridhi has also been selected for a technical assistance program with the RBS Foundation and MicroSave involving training, workshops, and exposure visits over the next year and a half to help professionalize their operations. The document then discusses challenges to innovation in the Indian microfinance sector including a lack of incentives, competition levels in the market, and barriers faced by smaller organizations.
Winter project how ushahidi is and will change the face of crowdsourcingNitin Gaopande
The document discusses the open source software platform Ushahidi, which allows crowdsourcing of information through various means such as SMS, email, and web forms. It provides a history of Ushahidi's development in Kenya and discusses its worldwide implementations for social causes and crisis mapping. The paper then proposes two models for implementing Ushahidi in India - Citizen Reporting at 737678 for non-emergency reporting and Pin Pointed Advertising for targeted local advertising. It analyzes the effectiveness of Ushahidi through a case study and discusses challenges of the platform.
Regional Partners’ and Stakeholders’
Vision Convergence & Action Planning Workshop
'Makai Ke Dane'
Venue: SADGURU Foundation Chausala
Date: 7 and 8 May 2009
MART provides capacity building on market-led livelihood solutions through various training modules. Their approach focuses on conducting opportunity assessments using their 3M framework, providing market access and development through local markets, and promoting collective marketing and value chain development. Their modules cover topics like livelihoods and marketing, and are designed based on their experience implementing over 200 livelihood programs across India. MART aims to give participants practical skills and help them develop business and marketing plans to enhance sustainable livelihood opportunities.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
This document discusses sources of error in finite element analysis, including modeling errors due to simplifying assumptions, discretization errors from approximating solutions, and numerical errors from limited computer precision. It provides examples of common mistakes that can cause incorrect results, such as incorrect material properties or insufficient boundary constraints. It also discusses best practices for verifying models, such as element testing, mesh refinement studies, and checking results against analytical solutions or boundary conditions.
Temptation Foods Limited is an Indian frozen food company. In the past year, the company saw total income and EBIDTA growth. It operates plants in multiple Indian cities and has a portfolio of frozen vegetables, fruits, marine products, and recipe foods. Going forward, the company aims to expand its business and capture opportunities in the growing market for frozen and processed foods in India.
2.2.2b6 medio de tx- red telefonica-reviewluishdiaz
The document discusses the structure and components of the public switched telephone system. It covers topics like the local loop using technologies like modems, ADSL, and wireless; trunks connecting switching offices; switching offices; and multiplexing techniques like frequency division, wavelength division, and time division multiplexing used to increase bandwidth capacity on telephone lines. It also briefly mentions circuit switching, message switching, and packet switching network architectures.
This document discusses key concepts related to data transmission. It defines common terminology used in transmission including transmitter, receiver, medium, direct/point-to-point/multi-point links, and simplex/half-duplex/full-duplex transmission. It also covers frequency domain concepts such as continuous/discrete signals, periodic/aperiodic signals, bandwidth, and how data rate relates to bandwidth. Finally, it compares analog and digital transmission and some common transmission impairments like attenuation, delay distortion, and noise.
The formula for all organisations seeking their holy grail. The common goal is sustainable growth and profitability, but there are other goals. The formula is the same.
El documento instruye al lector a observar 30 diapositivas de paisajes formados por agentes geológicos externos y completar una tabla para cada diapositiva, identificando el agente geológico, la forma geológica y una breve descripción.
Analyzing Strategy Execution at BOP: Drishtee’scaseANSHUL GUPTA
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.
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.
Policy and Status Paper on Cluster Development in India.pdfTheBambooLink
This report takes stock of the developments that have taken place in the arena of cluster development and suggest inputs to a policy framework for promotion of cluster based MSME development in India. The document draws heavily from a wealth of secondary literature and benefited immensely from the documents shared by several practitioners as well as insights obtained from a number of unpublished sources. Report was funded by Swiss Agency for Development and Cooperation.
The “Blue Ocean” approach is a strategic tool that helps innovation strategists’ asses current and desired future strategic states whereas..Red Ocean is a current state.
Multiple projects on competitive analysis at Dentsu Communications Pvt. Ltd.Varsha Bhatter
This report provides analyses of three Bollywood projects - the movie Ra.One, its failure despite extensive promotions; the movie Dabangg and reasons for its success; and Aamir Khan's TV show Satyamev Jayate and its promotion plan. It also includes case studies on these projects covering distribution, exhibition, financing details, and branding strategies.
The document outlines a creative industries strategy for 2014-2019 in Scotland's Highlands and Islands region. The strategy's vision is to establish a vibrant, sustainable creative economy by building on the region's remote communities and global connections. It proposes several objectives and interventions to achieve this vision, including developing talent, providing business support, and increasing international engagement.
Financing Sustainable Production among MSME Clusters - FMCTheBambooLink
The Micro, Small and Medium Enterprises (MSME) sector plays worldwide an important and significant catalytic role for economic development through enterprise creation and employment generation. The MSME sector in India covers a wide spectrum of economic activities. With more than 44.7 million enterprises, this sector generates more than 100 million jobs, next only to agriculture sector.
Sanchetna - Microfinance India Newsletter March 2009gueste061488
Samridhi has partnered with IDBI Fortis Life Insurance to provide affordable life insurance to Samridhi's clients. IDBI Fortis will offer a new "Microsurance" product at competitive rates, providing benefits to customers and the companies. Samridhi has also been selected for a technical assistance program with the RBS Foundation and MicroSave involving training, workshops, and exposure visits over the next year and a half to help professionalize their operations. The document then discusses challenges to innovation in the Indian microfinance sector including a lack of incentives, competition levels in the market, and barriers faced by smaller organizations.
Winter project how ushahidi is and will change the face of crowdsourcingNitin Gaopande
The document discusses the open source software platform Ushahidi, which allows crowdsourcing of information through various means such as SMS, email, and web forms. It provides a history of Ushahidi's development in Kenya and discusses its worldwide implementations for social causes and crisis mapping. The paper then proposes two models for implementing Ushahidi in India - Citizen Reporting at 737678 for non-emergency reporting and Pin Pointed Advertising for targeted local advertising. It analyzes the effectiveness of Ushahidi through a case study and discusses challenges of the platform.
Regional Partners’ and Stakeholders’
Vision Convergence & Action Planning Workshop
'Makai Ke Dane'
Venue: SADGURU Foundation Chausala
Date: 7 and 8 May 2009
MART provides capacity building on market-led livelihood solutions through various training modules. Their approach focuses on conducting opportunity assessments using their 3M framework, providing market access and development through local markets, and promoting collective marketing and value chain development. Their modules cover topics like livelihoods and marketing, and are designed based on their experience implementing over 200 livelihood programs across India. MART aims to give participants practical skills and help them develop business and marketing plans to enhance sustainable livelihood opportunities.
Business Case on Khadi Industry - PrayasTanuj Poddar
This business plan proposes linking the CSR activities of textile industries with the Khadi industry and local microfinance institutions. It aims to revitalize the Khadi industry by improving product quality and variety, and ensuring sales through textile company partnerships. The plan outlines collaborating with NGOs and MFIs to provide training, loans and market access to artisans. Products would include modernized Khadi clothing sold through textile retailers. Initial funding would come from banks, with promotion handled through industry partners. The goal is to make Khadi a profitable, fashionable product that generates rural employment.
Impression of the Co-Creation Awards 2012Marijn Kieft
The document summarizes the Co-Creation Awards ceremony from 2012. It provides an agenda for the event including welcome remarks, a keynote presentation on co-creation, breakout sessions, a panel discussion, and an awards ceremony honoring innovative co-creation initiatives. Winners were recognized in four categories: for-profit and not-for-profit marketing/communications, and for-profit and not-for-profit innovation. The document outlines the nomination and selection process, and provides details on the winning initiatives in each category.
This document discusses cluster development in India. It defines a cluster as a group of enterprises located within an identifiable and contiguous area that produce similar products or services. The objectives of cluster development programs are to enhance productivity and competitiveness of small and medium enterprises. India has many documented industrial clusters across various industries that contribute significantly to the economy and employment. Cluster development requires state intervention due to its long-term nature and need for common facilities and programs.
The document discusses cluster development initiatives in India. It defines a cluster as a group of enterprises located in a contiguous area that produce similar products or services. It then discusses some of the challenges facing Indian industry, such as competitiveness in global markets. Several government institutions and programs aimed at cluster development are outlined, including the Micro and Small Enterprises- Cluster Development Programme, which aims to enhance productivity and competitiveness of small businesses. The UNIDO Cluster Development Programme also seeks to improve the performance and efficiency of small business clusters through pilot projects and policy assistance.
The document is an internship report submitted by Ajay Singh to VBHC Pvt. Ltd. summarizing the results of a market survey on demand for budget housing. The survey was conducted in 9 areas and found high demand for low-cost flats. It also identified lack of medical facilities and colleges in the Tala village requiring people to travel long distances. Overall, the concept of budget housing was well-received but VBHC lacked brand recognition in the North Indian market.
This document provides information on starting a small scale industry in India. It discusses the key steps, which include conducting market research, selecting a product and site, preparing a detailed scheme, obtaining necessary approvals, and registering with the Directorate of Industries. It also outlines the various government agencies that provide financial support at the national and state level, including the Small Industries Development Bank of India (SIDBI) and State Financial Corporations. The document gives an example process flow chart for manufacturing automobile control cables in a small scale industry.
This report is about the Blue Ocean Strategy and its business application in bkash. As a developing country, Bangladesh should concentrate in Blue Ocean strategy.Blue Ocean Strategy seeks to make the creation and capturing oceans as systematic and actionable as competing in the red waters of known market space. For although blue ocean strategists have always existed, for the most part their strategies have been largely unconscious. Blue ocean strategy seeks to remedy this by not only decoding the pattern and principles behind the successful creation of blue oceans, but also providing the analytical frameworks and tools to act on this insight. A blue ocean is created in the region where bkash’s actions favorably affect both its cost structure and it value proposition to buyers.
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Analyzing Strategy Execution at BOP: Drishtee’scase
1. Analyzing Strategy Execution at BOP:
Drishtee’s case
Prepared for:
Prof. Sanjeeva Shivesh
Faculty Strategy Area, MDI
By:
Anshul Gupta
Hemanth Chachadi
Laxmi G
Saurabh Jha
Pallavi Madan
Vishwas Kini
Nikhil Gupta
August 2010
MANAGEMENT DEVELOPMENT INSTITUTE GURGAON
3. Acknowledgement
We take this opportunity to thank Prof. Sanjeev Shrivesh for providing guidance to our group
towards the successful completion of our project.
Analyzing Strategy Execution at BOP: Drishtee’s case | Group-1, Section-B 3
4. Executive Summary
Intense competition along with saturating demand in the western world has resulted in Red
Ocean in almost all industries. The number of companies serving the same market has been
ever increasing. The dynamics of the business world has made companies to look for newer
markets or create a blue ocean i.e. create a completely new market. Though having a blue
ocean strategy seems to be the best option, it is very difficult to successfully create one.
A majority of the world’s population lives in poverty; while the exact numbers are debatable
some estimates say four billion people worldwide live on less than two dollars a day. Industry
has hardly looked at this large population as a market seriously, Investments to offer
products/services to these market has been minimal compared to the focus they have on the
western market. Famous marketing Gurus C.K. Prahalad and Stuart Hart, both Aspen Institute
Faculty Pioneer Award recipients, have advocated companies not to ignore these traditionally
overlooked people, collectively dubbed the “Bottom of the Pyramid,” because of their
considerable combined purchasing power. Thus, if companies are innovative enough to create
or tailor their products to the economic realities and life needs of these people, a significant
profit can be won. At the same time, this group’s entry into the market would hopefully better
their quality of life and aid in regional economic development.
The objective of our project is to study one company “Drishtee” which has adopted Bottom of
Pyramid strategy in India. We have tried to analyze and understand the strategy followed by
drishtee, focusing more on its successful implantation. Drishtee started modestly in the year
2000 in Dhar (Madhya Pradesh, India), and it has expanded itself into several other states in the
northern and eastern part of the country.
Analyzing Strategy Execution at BOP: Drishtee’s case | Group-1, Section-B 4
5. 1. Introduction
1.1 Opportunities at BOP
Global poverty exists today at a startling scale; while the exact numbers are debated, some
estimate that four billion people worldwide live on less than two dollars a day. According to late
C.K. Prahalad and Stuart Hart, both Aspen Institute Faculty Pioneer Award recipients,
companies should not ignore these traditionally overlooked people, collectively dubbed the
“Bottom of the Pyramid,” because of their considerable combined purchasing power. Thus, if
companies are innovative enough to create or tailor their products to the economic realities
and life needs of these people, a significant profit can be made. At the same time, this group’s
entry into the market would hopefully better their quality of life and aid in regional economic
development.
Three well-publicized examples will help illustrate the base-of-the-pyramid concept. Grameen
Bank was started by Nobel Prize laureate Muhammed Yunus in Bangladesh to offer mini-loans
to entrepreneurs who wouldn’t qualify for traditional bank loans based on collateral. As of may
2009, over nine million people have borrowed from the bank with incredibly high levels of
repayment. PlayPumps is a water pump that runs on the energy created from children playing
on a merry-go-round. Advertising space on the pump’s storage tank generates revenue that
covers maintenance costs. Lastly, cell phone providers have developed means of selling
relatively cheap services to remote villages, for e.g. farmers can check Grains/Vegetable prices
at the nearest market before deciding to lug their product into town.
There are no dearths of such examples. List of popular projects working rural India is given
below:
Company Business Model
Drishtee Use of kiosk-based platform to deliver services
SKS Microfinance Use of for-profit model of microfinance
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6. 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 Centers
1.2 Innovation Sandbox
Innovation sandbox is a
collection of constraints
within which a company
has to innovate to
successfully serve any BOP
market given by C K
Prahalad. The process for
designing breakthrough
innovations in a BOP
market starts with the
identification of the
following four conditions
— all of which are difficult to realize, even when taken one at a time:
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7. 1. The innovation must result in a product or service of world-class quality.
2. The innovation must achieve a significant price reduction — at least 90 percent off the
cost of a comparable product or service in the West.
3. The innovation must be scalable: It must be able to be produced, marketed, and used in
many locales and circumstances.
4. The innovation must be affordable at the bottom of the economic pyramid, reaching
people with the lowest levels of income in any given society.
In countries like India, with 700 million bottom-of-the-pyramid consumers at varying levels of
income, the need for innovations that meet these criteria is now becoming obvious.
This approach could be called an innovation “sandbox” because it involves fairly complex, free-
form exploration and even playful experimentation (the sand, with its flowing, shifting
boundaries) within extremely fixed specified constraints (the walls, straight and rigid, that box
in the sand). The value of this approach is keenly felt at the bottom-of-the-pyramid market,
tough any industry, in any locale, can generate similar breakthroughs by creating a similar
context for itself. Global industry is plagued by high costs, stultified traditions, a variety of
regulators it is an exceptionally difficult venue for business innovation. In India many
breakthroughs are taking place in the BOP sphere.
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8. 2. Drishtee: Leveraging the BOP opportunity
2.1 About Drishtee
The company we have focused for identification of the strategy implementation at the BOP
markets is “Drishtee”. Drishtee is a social enterprise focused exclusively on rural India. But
while that puts it in a decidedly exclusive category, it
doesn't begin to tell the complete story of who Drishtee is
and what makes it special. That's because Drishtee is as
much about character as capabilities. The philosophy that
inspired our creation and continues to inform our every
move is what enables us to develop truly innovative
solutions.
Like most great ideas, Drishtee was born from the passionate belief in professional solutions.
The founders (Satyan Mishra, Nitin Gachhayat, and Shailesh Thakur) understood all too well the
shortcomings of existing solutions to reach the people at the base of the pyramid and the
difficulties and frustrations they inspired. Rather than to accept these challenges, they
developed a better way to reach the people at the helm of exclusion.
Over the years, Drishtee has facilitated and supported a
network of over 14,000 rural enterprises to cater to the
critical needs of base of the pyramid. Currently, Drishtee
has strong presence in 3 states of India namely, Assam,
Bihar and Uttar Pradesh.
Through this low cost, direct delivery rural supply chain
network, Drishtee has created significant cost and time
savings for villagers, and provided an effective channel for
enterprises to sell products and services. This is a fastest growing such network and continuing
at this pace, could well become the world's largest rural distribution network.
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9. 2.2 Drishtee’s Strategy
Drishtee
Like many firms which started operations in the infamous dot-com era of the late 1990s and
early 2000s, Drishtee’s and Information and communication company has taken roots because
of its strong ability to recognize opportunity combined with an expertise in designing and
delivering technology. Started in the year 2000 in Dhar (Madhya Pradesh, India), Drishtee’s first
project was to develop and implement web-based software for “Gyandoot”, an e-governance
initiative to deliver government services to the rural poor at their doorstep.
Gyandoot rapidly gained international recognition, leading to the Stockholm Challenge Award
later that year. More importantly, Gyandoot sowed the seed of Drishtee by providing its
founder, Satyan Mishra, with the vision that ICT and rural entrepreneurship could spread across
rural India, leveraging technology and new business models to offer solutions for rural
development.
Mission:
“To make marginal communities more efficient, self-sufficient, and equitable”
Strategy Implementation:
Drishtee’s implementation strategy is to create the core supply chain model. Once this route is
created and is economically viable, then several important services that can make positive
social impact can be provided through the same route.
Drishtee’s focus is to create sustainable eco-system in villages comprising of micro-enterprises
which are run by local entrepreneurs, especially women.
Business Model:
Drishtee offers various solutions for different categories of people, Products/services at a
drishtee shops depend on the entrepreneur’s investments and capability to deliver the services.
An eligible person can opt for any of the two existing options. The Regular kiosk or the
computer-based kiosk and the Tele Sales Center (TSC) or the non-computer based services.
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10. Drishtee is a Network Orchestrator for delivering fee based services to the rural population
through ICT Kiosks. The services include e-Governance, Education, Health, Insurance and local
services. The ICT center (Kiosk) is owned and operated by a local entrepreneur.
The business model of Drishtee relies on kiosks which are run by local entrepreneurs. These
kiosks are connected to the supply chain network. For this network, it identifies and creates
several routes in a given district which are called ‘milkman routes’. Each route is able to serve a
minimum of 20-25 villages. The model works on the assumption that once the supply chain link
is established in a village, more essential services can be provided through this. The model can
be replicated across the globe and in addition to providing last-mile connectivity, it also
encourages entrepreneurship.
Revenue Model –
Drishtee earns its revenues from the upfront franchise fees it receives from the entrepreneurs.
Drishtee has used revenue sharing model in which the focus is on the sales-based revenue
sharing. Drishtee was able to reduce upfront franchise fees, reducing risk for entrepreneurs and
eliminating fee collection challenges through this.
Cost Model –
The major costs are incurred in selection, and training of local entrepreneurs and web-based
tools for BPO operations etc.
Key rules:
Following are the key rules Drishtee works with-
Demand-driven operations:
Knowing the needs of the customers and planning the operations around it. Drishtee tried to
assess the needs of their end-customers by talking to them. The basic services that were
needed by the customers were healthcare, education, and microfinance. Drishtee also used this
concept to build its network at the points where demand was focused.
Working with the local customs:
Drishtee appoints locals to run the kiosks, thus bypassing the intermediaries. This strategy helps
it as the locals are comparatively more trusted and trained as compared to the intermediaries.
Focus on the core mission:
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11. Drishtee has this rule of not going beyond its mission. This rule is kept in check by two
principles –
Keep the costs as low as possible:
This helps them to provide more value at as low cost as possible. They constantly work on
improving efficiency, e.g. sharing the services between kiosks.
Low margins and high volumes:
Since the cost of the services is low, the margins for Drishtee from individual units are also low.
This is so because of fragmented nature of rural communities and low paying capacity of locals.
So, the model can work only through large volumes.
Services:
The services that are being provided through drishtee’s network are-
Healthcare:
Healthcare is a very big issue for rural India where most of the people don’t have access to
qualified doctors, health care facilities. The cost of health care is high because villages don’t
have sufficient infrastructure for this and the residents have to avail these services through
neighboring towns.
Drishtee identifies and trains health franchisees of which mostly are women in a particular
community cluster. They give training on business operations as well as some basic healthcare
like first-aid, basic diagnostics etc. Women health franchisees help because other women in
villages find it more comfortable to go to them and they are more trusted by the residents.
Through these health franchisees, Doctors and lab technicians also visit the villages weekly and
provide telephonic consultation.
This model allows Drishtee to bypass the self-appointed intermediaries who are mostly
untrained for providing medication and also charge very high prices for their services.
Education:
Drishtee provides education (mainly computer education) to the people in villages. The courses
are such that they allow livelihood creation in villages where people can get trained and enjoy
employment opportunities in the rural BPOs. This helps in reduction of distress migration from
the villages where youth tend to move from villages to urban centers due to lack of education
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12. and employment opportunities in villages. This also helps Drishtee to build capability in people
for creating micro-enterprises.
Financial Inclusion:
Financial services are not easily available to a large part of rural population in India. The
problem is intensified due to presence of intermediaries who charge high commissions or very
high interest rates to provide financial services to rural people.
Financial services are very important for development of rural economy. Drishtee provides
micro-finance services and banking services in rural areas. It has tie up with SBI for these
services. Drishtee is looking forward to creating and capturing business opportunities for
entrepreneurs in villages to provide financial services.
Product Distribution:
Distribution of any product in rural India is a big challenge. Most of the products being sold
through rural retail stores are not of appropriate quality. Drishtee includes the local
unorganized retail stores in its franchisee model under Drishtee rural Retail Points. These
franchisees help Drishtee to provide people with good quality products.
Drishteehaat:
It is an online platform for rural producers to sell their products to customers around the globe.
This initiative also provides the producers with market information on costs, trading etc. and
capacity building and technical support to produce high quality products.
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13. Rural ICT (Information & Communication Technology) Lifecycle:
Drishtee, a social enterprise works to create an impact in villages through micro-enterprises run
by entrepreneurs with a specific focus on women. First, Drishtee identifies and creates a
number of 'milkman routes' in a given district. This direct rural supply chain network saves
money and time for villagers and provides an effective channel for enterprises to sell products
and services. In each route, Drishtee provides a kiosk-based platform to deliver services such as
health, education, banking, microfinance, along with opportunities to provide market access
and linkages for physical products such as mobile phones and agricultural products. Drishtee's
implementation strategy rests on the core supply chain model it creates: once the route is
economically viable, many critical services that have a positive social impact can utilize the
same infrastructure.
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14. The Bottom of Pyramid (Drishtee is mainly concerned with the bottom most layer)
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15. Structure: The Company is currently serving 10000 villages with an aim to serve 600000 villages.
The structure of the company is following:
Corporate Office
Area (headed by area commander)
Territory (headed by territory commander)
Division (headed by division commander)
Block
Drishtee also has a different form of structure – by offering franchisee. Drishtee provides
extensive training for entrepreneurship, marketing skills, clear and simple service delivery
manuals and continuing professional advice to support your business and help you
Set up the respective franchisee (Educational, Health, Micro-finance and Retail Points)
Effectively aggregate and manage business
Connect you with the Drishtee's Divisional Office and ensure continuous service flow
Efficiently operate your center and manage business
Create a successful business that you own
Shared values: The core values of the company can be easily understood from their mission
statements. The mission of Drishtee is simple: “To make marginal communities more efficient,
self-sufficient, and equitable.” To keep that mission focused, Drishtee defines each of those as
follows:
Marginal communities—Drishtee serves low-income geographies that lack economic
opportunities and “the access to services such as education and livelihood opportunities
and that live in under-served or dismal conditions.”
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16. Efficient—Lack of infrastructure makes the cost to bring opportunity to marginalized
and rural areas prohibitively high. Drishtee invests great efforts to provide important
services like education at low cost and in less time in such areas.
Self-sufficient—Local access to basic services is vital to survival in the modern age. The
aim of Drishtee is to help communities increase their internal capital, build their
capacities, and enhance their skills. Effective educational opportunities definitely help in
increasing internal rural capacity.
Equitable—Drishtee is trying to lessen the existing gaps “between rural and urban
communities and between low-income and high-income geographies by providing equal
access to all.”
Style: The operation is divided into vertical teams that focus on product development, health
systems, micro financing, or education and service teams that manage the network and
demand response.
Here are some of the challenges they have faced and lessons they have learned along the way:
Lesson No. 1—Be demand driven
“Everything has to be demand driven,” says Ms. Mishra. Drishtee took this philosophy down as
far as it could go, to the micro-level, going door to door and talking with the people Drishtee
wanted to serve about their needs. The two-month exercise provided some very specific
lessons about what services were required, helping to shape Drishtee organizationally, forming
its foundational vertical segments of health, education, and microfinance, with e-commerce
and business process services coming soon.
This concept, which is demand-driven, even helped dictate how Drishtee organized its supply
network. Rather than trying to create a new network, Drishtee built its supply network at
existing rural meeting points where demand was already focused. Using these points has not
only served the community, but helped Drishtee create an efficient network to serve these
areas. “The network became demand driven,” Ms. Mishra said. “You need to keep assessing the
changing demand and evolve the model accordingly.”
Lesson No. 2—Strengthen the local system, don’t destroy it
One of the biggest issues affecting the well being of rural families is the high cost of
intermediaries, with about 30% of any family’s earnings going to these middlemen who add no
value, Ms. Mishra explained. “If we can reduce the pressure a typical family faces by saving
them some or part of these 30%, then we are creating big value for them,” she said. These
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17. intermediaries operate in almost all areas, including access to government services, healthcare
facilities, or for many types of loans and financial services.
For example, if someone in one of these areas were to apply for a loan to start a business, they
have to pay anywhere from 5 to 10 percent of that loan amount just to someone who helps
them get the loan from the bank, Ms. Mishra said. If they have to go through more informal
sectors for loans or financing, they face astronomical interest rates from loan sharks of 60% per
month, often bringing generations into debt. The problem isn’t much better in the healthcare
arena, where access doesn’t exist. People often have to pay an intermediary to take them to
the hospital if there is an emergency, costing them up to five times the normal cost of travel.
“There are non-qualified people earning money while offering no value. It makes the whole
supply chain inefficient,” Ms. Mishra said.
In order to handle the banking issue, Drishtee added micro financing services in which people
can get reasonable loans to start a business, enhance an existing one, or for other needs. In
healthcare, Drishtee conducted a study of chemist shops (pharmacies) that serve these
communities. The study found shops run by people who did not know medicine sold un-
prescribed medications and medical advice.
To counter this, Drishtee, in a partner program with Nike, appointed and trained healthcare
franchisees (mostly women) at each stop along the existing rural network. These women are
trained in emergency care, basic medical needs, and basic diagnostics. This step has allowed
Drishtee to reduce their dependence upon intermediaries (mostly untrained men who offer
medications and other services without any medical training). Because the trained women were
not perceived as threats at first, they were able to slowly become trusted members of the
community. The model has proven successful in a number of pilots, and now Drishtee is rolling
it out to 2,500 local hubs. It is also looking to expand services, including a pilot program with
Honeywell to add diagnostic equipment to the network. “You have to go to that level of micro-
understanding, strengthening the local ecosystem, instead of disturbing it,” Ms. Mishra said.
Lesson No. 3—Focus on the core mission
“Everywhere we’ve kept to one rule: we would not go beyond the basic requirements and
mission of the company,” Ms. Mishra stated. “We stick with the basics, never forgetting what
value we are trying to create. Every decision is driven by these values.” Part of this effort is
looking for the most cost effective answer. “If we can afford to get something done with (just)
10 rupees, we would, never try to overdo it,” she said. “We want to create more value for the
people we serve than owning more value ourselves.”
Systems: The primary difficulty Drishtee faced was in setting up its financial system which can
generate a steady flow of income. There were many organizations that were ready to give
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18. grants. But Drishtee wanted hard cash which could be further invested in profit generating
activities.
The basis of generating revenue is through fees. Drishtee targets a household with monthly
income of Rs 3000, which is slightly below poverty line. They have an estimate that these
households spend Rs 1500 on goods where Drishtee can play a part. Drishtee offers services
through its franchisee and the households have to pay fees for that service. For example, if a
household spends Rs200 per month on health services, Drishtee will try to bring the expense
down to Rs 150 and expects to get 10-20% of the fees. This fee is the basic source of revenue
that Drishtee gets.
There are other partners of Drishtee who give aid for various activities. Some of them are
following:
1. Acumen Fund – It is one of the leading investors in Drishtee. With Acumen Fund's
investment, Drishtee is expanding its entrepreneur programme to include a variety of
health related services. Drishtee also increases the overall number of entrepreneurs and
the geographic coverage. Acumen Fund has also availed structured loans made to
Drishtee Foundation, a not-for profit trust to support rural entrepreneurs by providing
them with micro-credit.
2. International Finance Corporation - Its Grassroots Business Initiative (GBI) has provided
Drishtee with grant funding to reinforce and scale up its network of entrepreneurs.
3. IFMR Trust had partnered with Drishtee Foundation to pilot a kiosk based individual
lending model for financial services delivery through entrepreneur owned kiosks.
4. Nike Foundation is supporting Drishtee to enable women entrepreneurs in rural India.
This partnership has helped increase the percentage of women entrepreneurs from 10%
to 30%
Skills: There are two types of skills required by the Drishtee team. One is the team which sits in
the corporate office and does the managerial work. Another team is the field team. The general
qualification required for the field team or franchisee partners are following:
10+2 or 12th pass
Working knowledge of basic computer skills
Prior business experience
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19. 3.3 Strategy Implementation
Implementation of the Bottom
of pyramid Strategy by
Drishtee:
In analyzing the BOP
implementation of Drishtee we
have used the below
framework given by
Management Guru C K
Prahalad.
According to C K Prahalad the
problem of poverty should be
solved as a Co-Creation
solution towards economic development and social transformation (figure), of which the
parties involved are:
Private enterprises
Development and aid agencies
Bottom of the Pyramid consumers
Bottom of the Pyramid entrepreneurs
Civil society organizations and local government
In the below analysis we have tried to describe the role played by each of the 5 players in
Drishtee’s BOP strategy.
CREATING PRODUCTS AND SERVICES FOR BOP MARKET
Drishtee is primarily an Information Communication Technologies (ICT) Company. It is focused
on providing ICT services in Rural India. Rural India tough poor, houses 700 million people, the
largest market in terms of no of consumers. Drishtee is focused on providing Innovative
solution to the rural masses.
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20. Traditionally the Rural Consumers are connected to the market through the Middlemen, As
each middle man is different the information available to the rural masses is not guaranteed of
consistency or always of high quality, chances of distortion of information, corruption etc are
high, to sum it up the present system does not offer the most efficient services to the
consumers.
Implementation of the BOP Strategy: Creating Rural Entrepreneurs “The Drishtee Kiosks”
Drishtee Kiosks: Drishtee has telekiosks called Drishtee Soochanalaya set up in villages. The
analysis of this strategy is done in 3 parts
o Setting up a Kiosk, Rural entrepreneurship
o Services Offered through the Kiosks
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21. o Revenue Generation/Cash Flow
Setting up a kiosk: Drishtee follows the franchise model in setting up the kiosks; this
encourages the entrepreneurship among the rural masses. Drishtee prefers women
entrepreneurs, the most likely reason for this being men majorly spend their time in looking
after their agriculture land
Drishtee does a comprehensive location/village survey, i.e. the village where a kiosk is to be set
up is chosen, then it conducts a launch program at Panchayat/Group meetings. It selects the
owner of the kiosk from a number of applicants. After selecting the owner goes through a
comprehensive Phase I training program. After phase I Drishtee reserves the right to reject the
owner, the owner also has a choice to withdraw. Once Phase I is completed the owner has an
understanding of the business and Drishtee would have gained confidence in the owner. Details
of the loan required to setup the kiosk and the Kiosk owner agreement are worked out. Phase II
Training involves detailed training to the owner, Hardware deployment details are also worked
out. After this the Kiosk services is launched, drishtee also conducts the promotion program of
the ICT services. Thus a new entrepreneur in the BOP has successfully set up his/her shop.
What does a kiosk contain? A kiosk primarily houses a computer, digital camera, Internet
connection over a cell-phone line, and printer, the system is basically connected to drishtee’s
Intranet. . Investment involved in setting up a kiosk is roughly 1300 USD.
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23. Products and Services Offered:
As the Rural consumers have limited resources to spend, the services and products should
match their budgetary constraints and they should also see value in buying at the kiosk,
Drishtee has categorized its offerings in 3 service types each offering a different feature to the
consumers.
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24. Savings services offer services at a price lower than they are available through the conventional
system. For e.g. when a person wants to apply for a Drivers license or request a copy of his birth
certificate, he has to travel to a distant regional government office a number of times, the same
person sees more value in applying for the same through Drishtee Kiosk.
Income Services How does Drishtee help rural customer increase his Income? E-Commerce
through kiosks offers the consumer an opportunity to sell his produce to the Business normally
located at urban locals. Drishtee also has set up Business Process outsourcing (BPO) centers
offering rural youth jobs.
Buying Goods: Consumers buy goods like FMCG products, Consumer goods, Information like
Prices of agricultural products, Insurance etc. Many times companies which produce goods for
rural market, often find it difficult to have a reliable distribution channel, Drishtee offers a
corporate network for distributing the same goods which is highly reliable and easily
accountable.
Revenue Generation
For every product/service sold Drishtee and the owner take a small amount of fee/cut, for
example for a Drivers license application they charge about 25 rupees to the customer. For
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25. every new insurance policy sold they get a small cut. Also the franchise owner also pays a
monthly fees of 11$ to Drishtee. As Drishtee model started becoming successful a range of
companies like Banks, Insurance companies, Healthcare etc have shown interest in selling
products through the kiosks
Products and Services Mix of Drishtee
Government Services
Secondary Healthcare
Employment
Micro Loan
Marketplace
Basic Education
Electricity
Computer Education
Spoken English
Primary Health
Digital Photography
Commodity Market price
Electronic Products
Household Items
Seeds & Fertilizers
Insurance
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26. Working of the Health care and Health Insurance through Drishtee
Development and aid agencies and Partnerships
Nonprofit organizations see BOP business like Drishtee as organizations worthy of lending
Money or provide Support (Technical or Otherwise). E.g. The Acumen Fund, a non-profit global
fund led by Jacqueline Novogratz has invested in Drishtee’s. Drishtee success has attracted the
attention of Clinton Global Initiative; such attention increases the Brand value of Drishtee and
also acts as morale booster to continue the good work.
Drishtee and Microsoft
Microsoft has collaborated with Drishtee in a mutually beneficial arrangement, some of the
salient points of the collaboration are
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27. • Research on 150 kiosks to understand rural computing and usage behavior of Kiosk
operators/community
• Joint promotion of rural ICT concept
• Tablet PC – To explore the usage of Tablet PC for rural e-commerce and e-health
initiatives
Drishtee and Intel
• Development of a low cost, rugged Rural PC now called as CPC
• Research input for low cost computing options
• Service level research to suggest possible customization of memory chips
• Joint promotion of rural ICT
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28. 3. Conclusions
Drishtee’s provides solutions to include people at the base of pyramid from rural India in the
direct supply chain delivery network. India has over 6 lakh villages, several of which are very
remote and cut-off from urban centers. Providing products & services to such areas is a
challenge at supply chain end. People there have to rely heavily on intermediaries, who in turn
charge excessively as fees for the services. Drishtee works on providing direct service to these
areas by creating entrepreneurial clusters there and then connecting them through the supply
routes. Thus, Drishtee seeks to provide last-mile connectivity to remote villages for essential
services like health care, microfinance, and education. The company’s approach is of double-
bottom line which helps in implementation of financially sustainable solutions, which create a
strong, positive social impact in rural India.
Through micro-enterprises run by entrepreneurs with a specific focus on women Drishtee tries
to create an impact in rural India. Initially it identifies and creates a number of 'milkman routes'
in a district. This direct rural supply chain network saves money and time for villagers and
provides an effective channel for enterprises to sell products and services.
There are several lessons that others can draw from Drishtee, like:
How to capturing opportunities by eliminating the middle man.
How can a company do well by doing good
Benefits of creating entrepreneurs as business members
How to serve the rural market
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30. 5. Exhibits
Profile of Drishtee Entrepreneurs:
Poonam Bharadwaj
• Age:35 years
Qualification: Post graduation
Address: Kharkhauda, Meerut
Family Occupation: Heading a School
Kiosk Startup Date: January 2008
• Poonam Bharadwaj in not more than a year’s time
has built her own individuality and earned
appreciations from the Sarpanch and the Panchayat
people. Today Poonam has a minimum earning of Rs.3000- 4000 per month within a
year, which she knows will grow with the growth of her kiosk. She offers various
services from her center like computer education, digital photography etc., and has
plans to take up more services in the near future. She feels content, still has plans to
grow because according to her she has found a means to serve her society and
contribute to the development of her village.
Anwar Hussain Chowdhary
• Age: 36 years
Qualification: Graduation
Address: Tezpur, Assam
Family Occupation: Farming
Kiosk Startup Date: July 2006
Best Performance: Rs.17,000 in December 2007
• Anwar Hussain Chowdhary is a known name in list of
Drishtee kiosk owners. He has received award for his efforts to bring changes in his
society from Honorable President of India Dr. A.P.J. Abdul Kalam. He has been one of
the oldest kiosk owners and has been continuously working for rendering more and
more services to his community people. English and Computer Education has been one
of the main focuses for him as he wishes that every child of his village should be well
Analyzing Strategy Execution at BOP: Drishtee’s case | Group-1, Section-B 30
31. versed with English and Computers. Apart from this he has been successful in delivering
many other new and regular services to his village people.
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
• He represents the best of Drishtee Kiosk Owners who
have started with minimum income levels and then grown into a full fledged business
out of their Drishtee Kiosk. A digital camera in Drishtee model therefore has been a
point of initial attraction for Mohit like many others as well. The fact that he is bringing
so many benefits to his community and is a part of a rural revolution makes him proud
of owning a Drishtee Kiosk. Mohit is sure that his career peak is still to be reached
where he should be able to bring the best of both worlds together – High profits for his
Kiosk and services and social gains for the community
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Analyzing Strategy Execution at BOP: Drishtee’s case | Group-1, Section-B 31