1. Scojo India Foundation restores eyesight in rural India through direct selling of reading glasses. They employ local entrepreneurs who sell affordable glasses door-to-door, increasing access to eyecare.
2. Scojo has a sustainable business model - local entrepreneurs sell glasses and receive a commission, allowing the program to be self-funded. Over 500,000 people have received eyecare through this model.
3. Key to Scojo's success is their partnership network, which allows them to rapidly expand across India. They work with local NGOs and businesses to recruit and support entrepreneurs country-wide. This collaborative approach maximizes social impact through rural outreach.
The Business Model Design of Social EnterpriseLuke Kao
A social enterprise is an organization whose aim is to find the balance between
earning profits for shareholders and creating positive impacts in society. In the
following thesis, I shall share the building blocks needed for a business model directing
towards building a social enterprise, and draw comparison to those of for-profit
enterprises. Osterwalder and Pigneur proposed nine building blocks as a universal
business model (Business Model Generation 2010). My research considers this
proposed model while also considering three additional building blocks that specifically
pertaining to social enterprise: “social and environment revenue,” “social and
environment costs,” and “the social entrepreneur.” My research uses the information
collected from three social enterprise case studies, considering the social entrepreneurs
themselves, in addition to information concerning their company documents. My result
validates the theoretical foundation and practicality for these three additional building
blocks for developing social enterprises and for supplementing additional important
considerations while starting a social enterprise.
R4U Denim Factory is a jeans factory located in New Delhi, India that produces and trades jeans according to customer requirements. It aims to provide customized jeans based on customer orders through its do-it-yourself model. The business will target customers aged 15-35 in India through retail outlets in Delhi. It seeks to differentiate itself through instant preparation and delivery of customized jeans. The business will be a sole proprietorship initially with the owner investing $22,500 of the $30,000 required capital. It aims to utilize an online design portal and achieve 95% customer satisfaction within 3 years of operation.
Here are the acronyms used in the document:
4C ASSOCIATION - Common Code for the Coffee Community Association
AIAG - Automotive Industry Action Group
BCI - Better Cotton Initiative
BLIHR - BLIHR: Business Leaders Initiative on Human Rights
BSCI - Business Social Compliance Initiative
BSI - Better Sugarcane Initiative
CARE - International Council of Toy Industries CARE Process
CERES - Coalition for Environmentally Responsible Economies
CSR - corporate social responsibility
ECF - European Coffee Federation
EICC - Electronics Industry Citizenship Coalition
EITI - Extractive Industries Transparency Initiative
12
EPS - Equator Principles
ETI - Eth
20090104 oecd china country note second draft -2_Lichia Saner-Yiu
This document provides a draft country note on tertiary education in China as part of an OECD review. It summarizes China's significant achievements in expanding tertiary education participation and research output in recent decades. However, it also notes challenges around maintaining quality, equitable access, and matching graduate skills with labor market needs. The review team addresses seven policy areas and provides pointers for improving planning, access, learning effectiveness, quality assurance, financing, innovation linkages, and internationalization of China's large and evolving tertiary education system.
This document summarizes a dissertation submitted for a Master's degree in Business Administration. The dissertation aims to analyze how family businesses in Kerala, India can effectively expand. It provides background on family business growth in Asia and studies examining challenges they face. The literature review covers topics like succession planning, relationships with non-family employees, and the impact of economic liberalization. The methodology section outlines the research philosophy, approach, methods, and analysis used. Results from the family business survey are presented and discussed. The conclusion meets the research objectives and provides recommendations for effective family business expansion.
Ownership structure financial structure and r&d investment evidtyokanankiri
This document summarizes a master's thesis written by Chen Yanghua that examines the relationship between ownership structure, financial structure, and research and development (R&D) investments using data from Korean firms. The thesis was submitted to the Lee Kong Chian School of Business at Singapore Management University in partial fulfillment of the requirements for a Master of Science in Management degree. The thesis was supervised by Professor Young Rok Choi and analyzes how different types of ownership (controlling owners and institutional investors) and financial factors (financial slack and leverage ratio) impact a firm's R&D investments.
Research on Indicators of Forced Labor in the Bangladesh Shrimp Sector__9.16Shahzia Mohsin Khan
This report summarizes research conducted on the presence of indicators of forced labor in the shrimp sector in Bangladesh. Key findings include:
1. In shrimp fry collection, indicators found included induced indebtedness through loans from middlemen at exploitative rates, threats of sexual violence used to coerce women, and abuse from authorities due to the illegal nature of fry collection.
2. In shrimp farming, indicators found included excessive overtime often 7 days a week and over 11 hours per day without overtime pay, restrictions on workers' movement and communication, forced domestic work, threats of dismissal, and withholding of wages.
3. In shrimp processing, indicators found included forced overtime beyond legal limits of up to 24 hours
The Business Model Design of Social EnterpriseLuke Kao
A social enterprise is an organization whose aim is to find the balance between
earning profits for shareholders and creating positive impacts in society. In the
following thesis, I shall share the building blocks needed for a business model directing
towards building a social enterprise, and draw comparison to those of for-profit
enterprises. Osterwalder and Pigneur proposed nine building blocks as a universal
business model (Business Model Generation 2010). My research considers this
proposed model while also considering three additional building blocks that specifically
pertaining to social enterprise: “social and environment revenue,” “social and
environment costs,” and “the social entrepreneur.” My research uses the information
collected from three social enterprise case studies, considering the social entrepreneurs
themselves, in addition to information concerning their company documents. My result
validates the theoretical foundation and practicality for these three additional building
blocks for developing social enterprises and for supplementing additional important
considerations while starting a social enterprise.
R4U Denim Factory is a jeans factory located in New Delhi, India that produces and trades jeans according to customer requirements. It aims to provide customized jeans based on customer orders through its do-it-yourself model. The business will target customers aged 15-35 in India through retail outlets in Delhi. It seeks to differentiate itself through instant preparation and delivery of customized jeans. The business will be a sole proprietorship initially with the owner investing $22,500 of the $30,000 required capital. It aims to utilize an online design portal and achieve 95% customer satisfaction within 3 years of operation.
Here are the acronyms used in the document:
4C ASSOCIATION - Common Code for the Coffee Community Association
AIAG - Automotive Industry Action Group
BCI - Better Cotton Initiative
BLIHR - BLIHR: Business Leaders Initiative on Human Rights
BSCI - Business Social Compliance Initiative
BSI - Better Sugarcane Initiative
CARE - International Council of Toy Industries CARE Process
CERES - Coalition for Environmentally Responsible Economies
CSR - corporate social responsibility
ECF - European Coffee Federation
EICC - Electronics Industry Citizenship Coalition
EITI - Extractive Industries Transparency Initiative
12
EPS - Equator Principles
ETI - Eth
20090104 oecd china country note second draft -2_Lichia Saner-Yiu
This document provides a draft country note on tertiary education in China as part of an OECD review. It summarizes China's significant achievements in expanding tertiary education participation and research output in recent decades. However, it also notes challenges around maintaining quality, equitable access, and matching graduate skills with labor market needs. The review team addresses seven policy areas and provides pointers for improving planning, access, learning effectiveness, quality assurance, financing, innovation linkages, and internationalization of China's large and evolving tertiary education system.
This document summarizes a dissertation submitted for a Master's degree in Business Administration. The dissertation aims to analyze how family businesses in Kerala, India can effectively expand. It provides background on family business growth in Asia and studies examining challenges they face. The literature review covers topics like succession planning, relationships with non-family employees, and the impact of economic liberalization. The methodology section outlines the research philosophy, approach, methods, and analysis used. Results from the family business survey are presented and discussed. The conclusion meets the research objectives and provides recommendations for effective family business expansion.
Ownership structure financial structure and r&d investment evidtyokanankiri
This document summarizes a master's thesis written by Chen Yanghua that examines the relationship between ownership structure, financial structure, and research and development (R&D) investments using data from Korean firms. The thesis was submitted to the Lee Kong Chian School of Business at Singapore Management University in partial fulfillment of the requirements for a Master of Science in Management degree. The thesis was supervised by Professor Young Rok Choi and analyzes how different types of ownership (controlling owners and institutional investors) and financial factors (financial slack and leverage ratio) impact a firm's R&D investments.
Research on Indicators of Forced Labor in the Bangladesh Shrimp Sector__9.16Shahzia Mohsin Khan
This report summarizes research conducted on the presence of indicators of forced labor in the shrimp sector in Bangladesh. Key findings include:
1. In shrimp fry collection, indicators found included induced indebtedness through loans from middlemen at exploitative rates, threats of sexual violence used to coerce women, and abuse from authorities due to the illegal nature of fry collection.
2. In shrimp farming, indicators found included excessive overtime often 7 days a week and over 11 hours per day without overtime pay, restrictions on workers' movement and communication, forced domestic work, threats of dismissal, and withholding of wages.
3. In shrimp processing, indicators found included forced overtime beyond legal limits of up to 24 hours
This document discusses how to use personas to build relationships and boost revenue. It introduces four main personas: Competitive, Spontaneous, Methodical, and Humanistic. Each persona is defined by their core motivations, values, buying needs, and how to best communicate with and present to each one. The document provides scenarios and examples to illustrate each persona's traits. It advises tailoring communications by focusing on the types of questions that most interest each persona, such as WHAT, WHY, HOW, and WHO questions. The goal is to understand different personalities and decision-making styles in order to most effectively engage with customers.
The document provides an overview of Ireland's co-operative sector. It finds that while co-operatives make up a significant part of the economy, particularly in agriculture, their role is more limited compared to other countries. Key issues facing Irish co-operatives include a lack of quality data, underutilization of the co-operative model, ensuring a level playing field with other business forms, reducing regulatory burdens, improving access to capital, and developing management competencies. The report recommends that Ireland could benefit from expanding the role of co-operatives in new sectors like housing, healthcare, and community development.
This thesis examines leadership and organizational performance in small-scale industries in Nigeria using a case study of industries in Aba, Abia State. The introduction provides background on small-scale industries in Nigeria and defines leadership. It discusses challenges facing small businesses and how effective leadership is important for organizational performance. The purpose is to evaluate leadership patterns and their impact on performance, identify factors affecting worker performance, and how leadership style influences productivity and labor relations. Hypotheses will be tested through surveys and chi-square analysis to draw conclusions and recommendations.
The document is Ranbaxy Laboratories Limited's 2010 Annual Report.
Some key highlights include:
- It was Ranbaxy's 50th year anniversary since incorporation.
- The Chairman's message thanks shareholders for their support over the company's 50 year journey and discusses utilizing past learnings and experience to strengthen the company's future.
- The report provides details on the company's financial performance, operations, research & development, quality initiatives, human resources, corporate social responsibility and other matters.
The document summarizes a 5-day boot camp training for 80 community health volunteers from Dagoreti and Kibera on developing income generating activities. The training covered topics like conducting SWOT and TOWS analyses to help participants develop business ideas. It also covered the business canvas model, resource mobilization, finance options, record keeping, marketing strategies, and team building. The goal was for participants to develop sustainable business plans for potential income generating projects to support their community health work. Overall, the boot camp helped participants gain knowledge and tools to develop viable businesses and strategies for implementation.
It is a report on Analysis of Fixed and Floating Interest rates of PGCIl Bonds. Also has the issue procedure of Bonds Issue and Characterstics of Bonds( YTM, Duration and Convexity)
This workbook for teaching ICT integration in the classroom. It guides individuals through the microsoft production tools and other tools necessary for the integration of ICT in the classroom.
CA: Los Angeles: Green Infrastructure - Addressing Urban Runoff and Water SupplySotirakou964
Green Infrastructure for Los Angeles provides an overview of low impact development (LID) and strategies to implement green infrastructure in Los Angeles through LID. It introduces key LID principles and best management practices (BMPs) like landscape, building, and site planning techniques. The document discusses benefits of LID including improved water quality and supply. It also profiles LID programs in other cities and considers how Los Angeles can fund and codify an LID strategy through ordinances, fees, and partnerships. The document aims to help Los Angeles better manage stormwater runoff and water resources through expanded use of green infrastructure.
Jordan Innovation Policy - A Practical Guide to Wealth CreationGrowthWorks
This document provides a summary of Jordan's innovation policy. It finds that Jordan is facing increasing pressure to move away from traditional low-value industries due to competition from low-cost countries. To create wealth, Jordan needs to focus on exploiting its human capital, technology, and knowledge resources through innovation. The document makes several recommendations, including increasing private sector engagement in research, reforming education to focus more on problem-solving skills, establishing business angel networks to boost financing for startups, and developing innovation centers to commercialize new ideas. An integrated, coordinated approach is needed to implement these recommendations and help Jordan transition to a more knowledge-based economy.
MBA dissertation_Gerald Overstall_FINAL_24_12_13Gez Overstall
This dissertation examines the factors that influence employee uptake of flexible working arrangements. Through a case study of JT, a telecommunications company, the author conducted a survey of JT employees to understand the types of flexible working used, how arrangements are authorized, and employee perceptions of benefits and barriers. The study found that perceived barriers are a significant factor influencing uptake, and that challenges to these perceptions, tailored arrangements, and support through technology and training could help improve uptake of flexible working policies. The dissertation makes recommendations for organizations seeking to increase the value derived from flexible working.
This document provides details about a minor project report submitted by Akanksha Jain on analysis of the financial statements of ICICI Bank. It includes an introduction to ICICI Bank, its history, organizational structure, products and services. It also acknowledges the guidance provided by the internal faculty and expresses gratitude to various people involved in the project. The contents section provides an outline of the project report including chapters on financial statement analysis, analysis of ICICI Bank's financial statements, conclusions and recommendations.
International Innovators is a business that provides services related to international business and exports. It aims to deliver high quality and cost-effective services through innovation. The business plan outlines the company's vision, services, management team, goals, and 5-year financial projections. It also includes a research report on the current export market and industry trends based on surveys conducted with local companies.
This document provides an analysis of working capital management at Indian Overseas Bank (IOB) from 2012-2013. It includes an introduction to IOB and working capital concepts. The analysis examines IOB's current assets, current liabilities, and net working capital over time. It also compares IOB's performance metrics like current ratio, quick ratio, and working capital ratio to its competitor banks. The study aims to evaluate IOB's working capital management and provide insights on its financial position and efficiency.
The teaching of entrepreneurial skills is to offer opportunities to students. This would create avenues for them to generate feasible and sustainable income for themselves while make a meaningful contribution to the country. This course aims to motivate these young people to stay in school; to recognize business opportunities and to plan for a successful future.
This document provides an overview of Alzheimer's disease, including the population and economic burden, current understanding of disease biology and stages, challenges in research, and potential philanthropic opportunities to support research efforts. It discusses the lack of reliable biomarkers and inadequate preclinical models as major challenges, and suggests funding for high-risk research, biomarker development, and multi-institutional collaborations as ways philanthropy could help accelerate progress toward treatments and a cure. The goal is to help stakeholders make strategic philanthropic decisions to support impactful Alzheimer's research.
Market entry (India) Strategy - 2012, New Country and New marketAjit Kumar
This document provides an overview of the Indian market scenario for foreign firms looking to enter. It discusses India's free trade agreements, options for foreign firm entry like joint ventures and wholly owned subsidiaries, sectors that allow foreign direct investment, and intellectual property regulations. Key points covered include India allowing up to 100% FDI in most sectors, having free trade agreements with several countries, and providing options for foreign firms to set up liaison offices, branches, or incorporate subsidiaries in India. Challenges for foreign firms include some sectors still requiring approval and complex intellectual property laws.
The document provides a training module on market development projects for CLP staff. It covers topics such as introduction to small business and financial planning, market and value chain analysis, designing interventions, and challenges in milk, meat, and fodder markets. The 5-day training schedule details the session contents, methodology, and timing for each topic to provide participants with knowledge and skills related to market development approaches.
Enrolment Management and Strategic Planning at the University of Guelph, and
Vice-President: Student Affairs at Conestoga College.
In her role at SEM Works, Lynda provides strategic counsel to senior leadership teams
on enrolment management transformation initiatives, including: strategic planning; orga-
nizational design and development; process re-engineering; and change management. She
has led strategic planning and organizational reviews at over 50 institutions across North
America.
Lynda holds a Master’s degree in Educational Administration from the University of
Toronto and a Bachelor of Arts degree from the University of Western Ontario. She has
served on numerous boards and committees, including the Association of Registrars of the
This document is a business plan for Swift Outdoor Accessible Recreation (SOAR), a non-profit organization that aims to provide accessible outdoor recreation programs and equipment for people with disabilities. The business plan includes an executive summary, industry and competitive analysis, SWOT analysis, marketing plan, operations plan, management team, finance plan, and exit strategy. SOAR's mission is to improve quality of life for those with disabilities by creating accessible outdoor environments in accordance with the Americans with Disabilities Act. The plan outlines SOAR's target markets, value proposition, pricing strategy, integrated marketing approach, budget, day-to-day operations, facilities and equipment needs, management team, and 5-year financial projections.
The document discusses factors that may explain differences in price-earnings (P/E) ratios for five companies. P/E ratios can vary based on a company's share price and earnings. For example, Burberry's P/E ratio fell in 2009 along with its share price, while EasyJet's P/E rose as its earnings fell more than its share price. Additional factors like industry comparisons and one-time expenses must also be considered to fully understand differences in P/E ratios. The document provides examples and discussion of how P/E ratios are calculated and influenced by share prices and earnings over time.
This document discusses opportunities for companies to do business with the poor in a sustainable way. It provides learning journeys from several WBCSD member companies, including GrupoNueva in construction materials, Suez in utilities, Procter & Gamble in consumer products, Vodafone in communications, and BP, Rio Tinto, and Shell in promoting local development. The key messages are that companies should focus on understanding local needs, partner with others including governments and NGOs, and localize their business models and products/services to succeed in these markets and create shared value for both business and communities.
Tracking Progress On Child And Maternal Nutrition E N 11030900shelly
This document provides an overview and analysis of child and maternal nutrition around the world. It discusses the large burden of undernutrition, with an estimated 195 million children under 5 suffering from stunting. The period from a woman's pregnancy through a child's second year is identified as being critically important for nutrition. Effective interventions to address undernutrition are also outlined, including breastfeeding, vitamin and mineral supplementation, and treatment of severe acute malnutrition. The report calls for urgent action to address undernutrition given its negative impacts on health, development, and poverty reduction goals.
This document discusses how to use personas to build relationships and boost revenue. It introduces four main personas: Competitive, Spontaneous, Methodical, and Humanistic. Each persona is defined by their core motivations, values, buying needs, and how to best communicate with and present to each one. The document provides scenarios and examples to illustrate each persona's traits. It advises tailoring communications by focusing on the types of questions that most interest each persona, such as WHAT, WHY, HOW, and WHO questions. The goal is to understand different personalities and decision-making styles in order to most effectively engage with customers.
The document provides an overview of Ireland's co-operative sector. It finds that while co-operatives make up a significant part of the economy, particularly in agriculture, their role is more limited compared to other countries. Key issues facing Irish co-operatives include a lack of quality data, underutilization of the co-operative model, ensuring a level playing field with other business forms, reducing regulatory burdens, improving access to capital, and developing management competencies. The report recommends that Ireland could benefit from expanding the role of co-operatives in new sectors like housing, healthcare, and community development.
This thesis examines leadership and organizational performance in small-scale industries in Nigeria using a case study of industries in Aba, Abia State. The introduction provides background on small-scale industries in Nigeria and defines leadership. It discusses challenges facing small businesses and how effective leadership is important for organizational performance. The purpose is to evaluate leadership patterns and their impact on performance, identify factors affecting worker performance, and how leadership style influences productivity and labor relations. Hypotheses will be tested through surveys and chi-square analysis to draw conclusions and recommendations.
The document is Ranbaxy Laboratories Limited's 2010 Annual Report.
Some key highlights include:
- It was Ranbaxy's 50th year anniversary since incorporation.
- The Chairman's message thanks shareholders for their support over the company's 50 year journey and discusses utilizing past learnings and experience to strengthen the company's future.
- The report provides details on the company's financial performance, operations, research & development, quality initiatives, human resources, corporate social responsibility and other matters.
The document summarizes a 5-day boot camp training for 80 community health volunteers from Dagoreti and Kibera on developing income generating activities. The training covered topics like conducting SWOT and TOWS analyses to help participants develop business ideas. It also covered the business canvas model, resource mobilization, finance options, record keeping, marketing strategies, and team building. The goal was for participants to develop sustainable business plans for potential income generating projects to support their community health work. Overall, the boot camp helped participants gain knowledge and tools to develop viable businesses and strategies for implementation.
It is a report on Analysis of Fixed and Floating Interest rates of PGCIl Bonds. Also has the issue procedure of Bonds Issue and Characterstics of Bonds( YTM, Duration and Convexity)
This workbook for teaching ICT integration in the classroom. It guides individuals through the microsoft production tools and other tools necessary for the integration of ICT in the classroom.
CA: Los Angeles: Green Infrastructure - Addressing Urban Runoff and Water SupplySotirakou964
Green Infrastructure for Los Angeles provides an overview of low impact development (LID) and strategies to implement green infrastructure in Los Angeles through LID. It introduces key LID principles and best management practices (BMPs) like landscape, building, and site planning techniques. The document discusses benefits of LID including improved water quality and supply. It also profiles LID programs in other cities and considers how Los Angeles can fund and codify an LID strategy through ordinances, fees, and partnerships. The document aims to help Los Angeles better manage stormwater runoff and water resources through expanded use of green infrastructure.
Jordan Innovation Policy - A Practical Guide to Wealth CreationGrowthWorks
This document provides a summary of Jordan's innovation policy. It finds that Jordan is facing increasing pressure to move away from traditional low-value industries due to competition from low-cost countries. To create wealth, Jordan needs to focus on exploiting its human capital, technology, and knowledge resources through innovation. The document makes several recommendations, including increasing private sector engagement in research, reforming education to focus more on problem-solving skills, establishing business angel networks to boost financing for startups, and developing innovation centers to commercialize new ideas. An integrated, coordinated approach is needed to implement these recommendations and help Jordan transition to a more knowledge-based economy.
MBA dissertation_Gerald Overstall_FINAL_24_12_13Gez Overstall
This dissertation examines the factors that influence employee uptake of flexible working arrangements. Through a case study of JT, a telecommunications company, the author conducted a survey of JT employees to understand the types of flexible working used, how arrangements are authorized, and employee perceptions of benefits and barriers. The study found that perceived barriers are a significant factor influencing uptake, and that challenges to these perceptions, tailored arrangements, and support through technology and training could help improve uptake of flexible working policies. The dissertation makes recommendations for organizations seeking to increase the value derived from flexible working.
This document provides details about a minor project report submitted by Akanksha Jain on analysis of the financial statements of ICICI Bank. It includes an introduction to ICICI Bank, its history, organizational structure, products and services. It also acknowledges the guidance provided by the internal faculty and expresses gratitude to various people involved in the project. The contents section provides an outline of the project report including chapters on financial statement analysis, analysis of ICICI Bank's financial statements, conclusions and recommendations.
International Innovators is a business that provides services related to international business and exports. It aims to deliver high quality and cost-effective services through innovation. The business plan outlines the company's vision, services, management team, goals, and 5-year financial projections. It also includes a research report on the current export market and industry trends based on surveys conducted with local companies.
This document provides an analysis of working capital management at Indian Overseas Bank (IOB) from 2012-2013. It includes an introduction to IOB and working capital concepts. The analysis examines IOB's current assets, current liabilities, and net working capital over time. It also compares IOB's performance metrics like current ratio, quick ratio, and working capital ratio to its competitor banks. The study aims to evaluate IOB's working capital management and provide insights on its financial position and efficiency.
The teaching of entrepreneurial skills is to offer opportunities to students. This would create avenues for them to generate feasible and sustainable income for themselves while make a meaningful contribution to the country. This course aims to motivate these young people to stay in school; to recognize business opportunities and to plan for a successful future.
This document provides an overview of Alzheimer's disease, including the population and economic burden, current understanding of disease biology and stages, challenges in research, and potential philanthropic opportunities to support research efforts. It discusses the lack of reliable biomarkers and inadequate preclinical models as major challenges, and suggests funding for high-risk research, biomarker development, and multi-institutional collaborations as ways philanthropy could help accelerate progress toward treatments and a cure. The goal is to help stakeholders make strategic philanthropic decisions to support impactful Alzheimer's research.
Market entry (India) Strategy - 2012, New Country and New marketAjit Kumar
This document provides an overview of the Indian market scenario for foreign firms looking to enter. It discusses India's free trade agreements, options for foreign firm entry like joint ventures and wholly owned subsidiaries, sectors that allow foreign direct investment, and intellectual property regulations. Key points covered include India allowing up to 100% FDI in most sectors, having free trade agreements with several countries, and providing options for foreign firms to set up liaison offices, branches, or incorporate subsidiaries in India. Challenges for foreign firms include some sectors still requiring approval and complex intellectual property laws.
The document provides a training module on market development projects for CLP staff. It covers topics such as introduction to small business and financial planning, market and value chain analysis, designing interventions, and challenges in milk, meat, and fodder markets. The 5-day training schedule details the session contents, methodology, and timing for each topic to provide participants with knowledge and skills related to market development approaches.
Enrolment Management and Strategic Planning at the University of Guelph, and
Vice-President: Student Affairs at Conestoga College.
In her role at SEM Works, Lynda provides strategic counsel to senior leadership teams
on enrolment management transformation initiatives, including: strategic planning; orga-
nizational design and development; process re-engineering; and change management. She
has led strategic planning and organizational reviews at over 50 institutions across North
America.
Lynda holds a Master’s degree in Educational Administration from the University of
Toronto and a Bachelor of Arts degree from the University of Western Ontario. She has
served on numerous boards and committees, including the Association of Registrars of the
This document is a business plan for Swift Outdoor Accessible Recreation (SOAR), a non-profit organization that aims to provide accessible outdoor recreation programs and equipment for people with disabilities. The business plan includes an executive summary, industry and competitive analysis, SWOT analysis, marketing plan, operations plan, management team, finance plan, and exit strategy. SOAR's mission is to improve quality of life for those with disabilities by creating accessible outdoor environments in accordance with the Americans with Disabilities Act. The plan outlines SOAR's target markets, value proposition, pricing strategy, integrated marketing approach, budget, day-to-day operations, facilities and equipment needs, management team, and 5-year financial projections.
The document discusses factors that may explain differences in price-earnings (P/E) ratios for five companies. P/E ratios can vary based on a company's share price and earnings. For example, Burberry's P/E ratio fell in 2009 along with its share price, while EasyJet's P/E rose as its earnings fell more than its share price. Additional factors like industry comparisons and one-time expenses must also be considered to fully understand differences in P/E ratios. The document provides examples and discussion of how P/E ratios are calculated and influenced by share prices and earnings over time.
This document discusses opportunities for companies to do business with the poor in a sustainable way. It provides learning journeys from several WBCSD member companies, including GrupoNueva in construction materials, Suez in utilities, Procter & Gamble in consumer products, Vodafone in communications, and BP, Rio Tinto, and Shell in promoting local development. The key messages are that companies should focus on understanding local needs, partner with others including governments and NGOs, and localize their business models and products/services to succeed in these markets and create shared value for both business and communities.
Tracking Progress On Child And Maternal Nutrition E N 11030900shelly
This document provides an overview and analysis of child and maternal nutrition around the world. It discusses the large burden of undernutrition, with an estimated 195 million children under 5 suffering from stunting. The period from a woman's pregnancy through a child's second year is identified as being critically important for nutrition. Effective interventions to address undernutrition are also outlined, including breastfeeding, vitamin and mineral supplementation, and treatment of severe acute malnutrition. The report calls for urgent action to address undernutrition given its negative impacts on health, development, and poverty reduction goals.
1) The author initially held an inclusive view of social entrepreneurship that acknowledged small contributions from many. However, through extensive research, the author now believes social entrepreneurs have unique attributes that make their work distinctive.
2) The author now accepts that social entrepreneurs are driven by a persistent optimism to solve social problems, rather than being deflected into it. They are also sober about challenging the status quo.
3) The author found evidence that socially entrepreneurial ideas and organizations, while different from traditional ones, can generate big changes - though funders often prefer new organizations over helping old ones change. The key is for organizations to rejuvenate themselves.
This document summarizes a report by SustainAbility on social entrepreneurship. It finds that social entrepreneurs are reimagining challenges in health, energy, and poverty as market opportunities with transformative potential. Their approach of leveraging business and markets for social impact represents an emerging "Mindset 3.0," moving beyond previous compliance-focused and cause-related approaches. Social entrepreneurs excel at this systems-changing approach through entrepreneurially reperceiving entrenched problems as opportunities. The report suggests social entrepreneurship could drive significant changes by 2020 by influencing how business is done and how social progress is defined and achieved.
Matt Flannery and his wife Jessica came up with the idea for Kiva while Jessica was doing microfinance work in Africa and Matt visited her. Their original idea was to "sponsor businesses" through loans online. They created a business plan called "Kesho" and pitched it to the microfinance accelerator Unitus. The Unitus CEO said their idea could be difficult to scale since individual tracking of small loans is inefficient. They also struggled with whether to position their idea as a charity or business. This prompted them to refine their model and vision for Kiva.
Microfranchising Working Paper Xo Y B6s Z500shelly
This document provides an overview of microfranchising as an emerging development tool, focusing on three leading organizations - Drishtee, VisionSpring, and HealthStore Foundation. It examines their business models and lessons learned. Microfranchising leverages traditional franchising concepts to create small business opportunities for the poor. While showing promise, microfranchising faces challenges around sustainability, education levels of participants, and dependence on the franchisor. Continued refinement is needed but initial results indicate microfranchising can effectively deliver products/services to low-income communities and support local economic growth.
This report summarizes a feasibility study conducted by GW University students for FINCA International to examine how microfranchising could provide new business opportunities for FINCA clients. Three potential microfranchise partners were evaluated: Grameen Village Phone, Honey Care Africa, and KickStart. Honey Care Africa, which trains clients in beekeeping, was identified as the best option for a potential pilot partnership project. The report provides recommendations on elements of the pilot program structure, loan structure, and partnership structure. It concludes that a microfranchising partnership is feasible and could help address unemployment and underemployment among FINCA clients in Uganda.
This report analyzes Quiksilver Incorporated using various strategic management tools. It identifies two key issues - the company's slow adaptation to trends and rivalry from cheaper online competitors. The report recommends that Quiksilver invest in market research to ensure products adapt to trends, and develop new subsidiary companies with more agile structures. It also recommends strengthening Quiksilver's online presence to better compete with online retailers.
1. The Gorilla ICT Division provides outsourced channel sales and marketing services for leading technology companies.
2. It is led by an experienced executive team with decades of experience in channel sales and programs.
3. The division aims to generate incremental growth for technology clients through demand generation, field sales, channel strategy management and other outsourced services.
This document examines the emerging industry of impact investing, which aims to generate both social/environmental benefits and financial returns. While the potential size of this market is large, impact investing currently remains small and disorganized. There are risks that it could remain a niche or fail to fulfill its promise of addressing social challenges at scale. However, the needs of the times call for more assets to be directed in this way. With leadership and coordination, impact investing could mature into a major complementary force through initiatives like developing new intermediaries, standardizing metrics, and increasing deal flow. Realizing its potential will require overcoming risks of the work being too difficult or easy.
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What Works Scojo India Fdn
1. WORLD
RESOURCES
INSTITUTE
What Works Case Study
WHAT WORKS:
SCOJO INDIA FOUNDATION
Restoring eyesight in rural India Horace W. Goldsmith
through the direct selling of reading glasses Foundation
NICO CLEMMINCK
SACHIN KADAKIA
June 2007
2.
Support for this Development Through Enterprise
What Works∗ case study provided by:
HORACE W. GOLDSMITH FOUNDATION
∗
The Development Through Enterprise What Works case study series is available for downloading at:
http://www.nextbillion.net/resources/casestudies
3.
What Works: Scojo India Foundation
Restoring eyesight in rural India
through the direct selling of reading glasses
By:
Nico Clemminck and Sachin Kadakia
Scojo promoters: Graham Macmillan & Neil Blumenthal ▪ WRI promoter: Julia Tran
The authors would like to thank the management team of Scojo Foundation for their enthusiasm and support in developing this
case study, as well as Molly Christiansen and Ted London of the William Davidson Institute for sharing their unpublished Michigan
Business School teaching case study as a main reference in the preparation of this report.
4. Table of Contents i
What Works: Scojo India Foundation
Table of Contents
Executive summary 1
1.1 Introduction..................................................................................................................................... 1
1.2 Business model................................................................................................................................ 2
1.3 Impact............................................................................................................................................... 4
1.4 What works........................................................................................................................................ 4
Market overview 7
2.1 Geographic distribution................................................................................................................. 7
2.2 Size and demographics .................................................................................................................. 7
2.3 Economic situation ......................................................................................................................... 8
Business model 10
3.1 Founding history........................................................................................................................... 10
3.2 Mission and strategy .................................................................................................................... 12
3.3 Ownership and governance structure ....................................................................................... 12
3.4 Products and services................................................................................................................... 14
3.4.1 Introduction .................................................................................................................. 15
3.4.2 Distribution channels................................................................................................... 16
3.4.3 Pricing and marketing ................................................................................................. 20
Partnership networks 22
4.1 Formulating partnerships............................................................................................................ 22
4.2 Current partners in India............................................................................................................. 24
4.3 Success of partnership strategy................................................................................................... 26
5. Table of Contents ii
Challenges 28
5.1 Introduction................................................................................................................................... 28
5.2 Partnerships................................................................................................................................... 30
5.3 Recruiting entrepreneurs ............................................................................................................. 31
5.4 Motivating entrepreneurs............................................................................................................ 32
5.5 Market saturation.......................................................................................................................... 33
5.6 Competition ................................................................................................................................... 33
5.6.1 Optical retailers............................................................................................................. 33
5.6.2 Street vendors ............................................................................................................... 34
5.6.3 Existing Indian manufacturers ................................................................................... 34
5.6.4 Charities......................................................................................................................... 35
5.6.5 New entrants................................................................................................................. 35
What works: key lessons learned 36
6.1 Focusing on sustainability and profitability ............................................................................. 36
6.2 Aggressive growth strategy ........................................................................................................ 37
6.3 Building barriers to entry............................................................................................................. 37
6.4 Replicating the model .................................................................................................................. 38
6.5 Delivering social impact .............................................................................................................. 39
6.6 Conclusion ..................................................................................................................................... 39
Board of Directors and Advisors 40
Projected income statement 42
Projected balance sheet 43
List of Figures 44
6. Executive summary 1
What Works: Scojo India Foundation
Chapter 1
Executive summary
In this case study, we examine Scojo Foundation (“Scojo”)1 and identify the key drivers that make its
social enterprise program successful in India. To evaluate Scojo’s strategy, we analyzed the business
model, market environment, successes and challenges, potential replicability and scalability of the
program. Our conclusion, as detailed in the final chapter, is that a unique combination of carefully
designed organizational and operational strategies is driving Scojo’s widely recognized success.
1.1 Introduction
Presbyopia, or blurry up‐close vision, is a condition that currently affects 700 million people worldwide.
Those suffering from presbyopia in the world’s poorest countries are faced with decreased job
productivity, diminished quality of life and financial instability. The problem can be solved immediately
with reading glasses, which are readily available in developed countries at pharmacies and corner shops.
However, poor populations in developing countries rarely have this option.
Scojo has developed an innovative, market‐based solution to address this crucial public health issue.
Scojo trains micro‐franchisees, or ʺVision Entrepreneurs,ʺ to run profitable businesses conducting vision
screenings within their communities, selling affordable reading glasses and referring those requiring
advanced eye care to reputable clinics. This business model is built on the belief that the “base of the
1 Refers to the Foundation, both internationally and India, unless otherwise specified.
7. Business model 2
What Works: Scojo India Foundation
[economic] pyramid”2 is better served when involving some payment, so that products are more highly
valued, costs are covered and programs are financially self‐sustaining.
Since 2002, Scojo has launched operations in India, Bangladesh, Mexico, Guatemala, El Salvador and
Ghana. In the spring of 2007, Scojo Foundation signed an exclusive licensing agreement with Population
Services International (PSI) to make reading glasses available to PSI’s 30 sub‐Saharan country programs
through urban pharmacy stores. The first countries to start this program
will be Zambia, Tanzania and Ethiopia.
Scojo India Foundation, headquartered in Hyderabad, is the largest and
fastest growing operation today due primarily to strategic investments,
strong networks and rapid replication of the business model by local staff.
Scojo began operations in India by training and supporting Vision
Entrepreneurs in a proprietary distribution network. However, recent and
future growth is being driven by franchise partners, which have integrated
the Scojo model into their existing rural networks. These partnerships have
greatly reduced expansion costs and have added both profit and social
value to the program.
1.2 Business model
Since the launch of the India program in January 2005, Scojo has sold Scojo’s mission is to improve
the economic condition of
more than 50,000 pairs of glasses, and is targeting cumulative sales of families in the developing world
by broadening the availability of
one million pairs by 2010 and ten million by 2016. To date, the India
reading glasses and other
program has trained 457 Vision Entrepreneurs through its proprietary health products and services
through Scojo entrepreneurs
network and twenty franchise partners. Scojo currently employs 16 and other market-based
distribution solutions.
people: seven managers, seven district coordinators and two
2 “Base of the pyramid,” or BOP, is a concept developed by Drs. C.K. Prahalad, Stuart Hart, and Allen Hammond to refer to the 4
billion people whose incomes place them in the lowest level of the world’s income distribution. Implicit in the term’s usage is that
engaging with these 4 billion people as consumers and producers and through the right business models could yield significant
financial and social returns. For more information, refer to publications listed at: http://www.nextbillion.net/resources/.
8. Business model 3
What Works: Scojo India Foundation
administrative staff.
The dual objectives articulated in Scojo’s mission form the basis of its business model. As a primary
objective, the micro‐franchise strategy enables low‐income entrepreneurs to generate income by selling
glasses in their communities. Secondarily, Scojo aims to broaden the availability of eye care products by
distributing them in the most efficient and sustainable manner.
To implement its mission, Scojo trains local community members to become Vision Entrepreneurs and
provides them with a supply of reading glasses, related accessories, and materials to run their business.
In addition to building its own distribution network, Scojo works with strategic partners that recruit and
support Vision Entrepreneurs through their social and business networks. As such, Scojo helps to
develop rural infrastructure while achieving its dual mission.
The business model is designed to be financially self‐sustainable, by generating profits at every step of
the value chain. In India, each pair of glasses, which Scojo imports for about $1, is supplied to micro‐
franchisees for about $2 and sold to customers at a retail price of about $3 or roughly 10% of the average
customer’s monthly income. This financial structure is a core driver of Scojo’s success. The $1 gross profit
to Scojo will cover its overhead expenses once it achieves its volume targets in 2010. The $1 gross profit to
Vision Entrepreneurs offers a higher margin than most other retail products and substantially adds to
their household income.
Scojo Foundation Entrepreneur Customers receive
Manufacturer ~$1 Gross Profit: ~$2 Gross Profit: ~$3 high-quality, low-
$1/pair $1/pair cost eyeglasses
This model has several key benefits compared to a traditional charity model. By making customers pay
for eyeglasses, customers ascribe greater value to them and are more likely to wear them. This market‐
based model also incentivizes the producer and distributors to improve product design and quality
continuously to meet customer preferences. In addition, Scojo’s model provides adequate financial
incentive for the distribution network to sustain the program, versus community health workers
constantly hindered by limited resources. Most importantly, this model is the only means to raise
sufficient capital to help solve this widespread problem.
9. Impact 4
What Works: Scojo India Foundation
1.3 Impact
To measure its impact on livelihoods in India, Scojo identified a number
Since inception, Scojo India
of operating and social indicators. The primary operating metric – has sold more than 50,000
pairs of glasses and
number of glasses sold – has grown rapidly, albeit unevenly, in the past employed more than 450
two years (Figure 1). Number of Vision Entrepreneurs employed, Vision Entrepreneurs.
average incremental monthly income from Scojo, and number of people receiving eyeglasses, measure
the primary social impact. The number of Vision Entrepreneurs has grown dramatically, due in large part
to more than 20 strategic partnerships, including multi‐national corporations, micro‐credit institutions,
health organizations and consumer products distributors (Figure 2).
On average, Vision Entrepreneurs allocate 20‐30 hours per month to the Scojo program and earn
approximately $15‐20 per month. As many participants had previously earned $1/day, the potential to
boost their income while also serving the community is an attractive prospect.
Num ber of glasses sold Num ber of Vision Entrepreneurs em ployed
Scojo VE's Partner VE's
10,000 9,313
500
8,000
6,777
400
5,797
6,000
300 331
3,710
4,000 3,287 260
2,019 200 179
2,000 148
1,171 1,191
100 53
0 111 126
93 102
Q1 2005 Q2 2005 Q3 2005 Q4 2005 Q1 2006 Q2 2006 Q3 2006 Q4 2006 78
30 46
24
0
Q1 2005 Q2 2005 Q3 2005 Q4 2005 Q1 2006 Q2 2006 Q3 2006 Q4 2006
Figure 1: Growth in number of glasses sold Figure 2: Growth in Vision Entreprenuers
1.4 What works
Scojo’s innovative business model has enabled the organization to scale its operations quickly and
efficiently. The implementation of this model has worked particularly well due to the following factors:
• Focusing on sustainability and profitability from the earliest stages. Scojo’s programs were
designed and are presently evaluated on a double bottom line: organizational profitability
10. What works 5
What Works: Scojo India Foundation
and social impact. The value chain emphasizes this mission, creating sustainable profits at
each stage of the process. With this model, Scojo expects to achieve sufficient volume to be
profitable by 2010.
• Aggressive growth strategy. This business model requires efficiencies of scale in order to be
profitable, and Scojo has aggressively expanded its network of Vision Entrepreneurs. In
addition to its own distribution network, leveraging existing networks developed by other
organizations in concentrated geographic regions has provided Scojo a faster and
substantially less expensive expansion strategy.
• Building barriers to entry. With its first mover
advantage, Scojo has built barriers to entry for
potential competitors. No other organization (to
our knowledge) sells eyeglasses at the village
level, and the cost has historically been
prohibitive. Scojo has developed a strong brand
in the markets it serves, as a reliable, high‐
quality product and service provider, which is a
key decision factor for the rural poor. As Scojo
aggressively continues to expand its distribution and build its brand, it will be even more
difficult for new entrants to penetrate the rural market.
• Developing a replicable model. Scojo’s model has been replicated in six states in India,
through a broad range of remote villages with diverse cultures, economic conditions and
geographic considerations. A key driver for this rapid growth is the minimal impact of
region‐specific factors on its success. The problem of presbyopia affects every person over the
age of 35 to 40, irrespective of region, culture or economic conditions. Even literacy rates do
not appear to have a significant impact, because Scojo’s glasses are used for sewing, cooking,
farming and other necessary daily tasks.
• Delivering social impact. Scojo delivers social impact through economic empowerment of
entrepreneurs and their customers, many whom previously earned less than $1 per day.
11. What works 6
What Works: Scojo India Foundation
These entrepreneurs substantially boost their income by selling a high‐margin product with a
large market demand. The Vision Entrepreneurs’ customers, people suffering from
presbyopia, receive a low‐cost solution in the convenience of their own villages. With newly‐
corrected up‐close vision, weavers, farmers, tailors, artisans and other professionals who
require the ability to see up close benefit greatly. Many customers are able to double their
productivity (output) and also double their working lives. Furthermore, customers no longer
require the assistance of younger family members to help with tasks that require close‐up
vision (e.g, threading needles, separating stones from rice) thereby freeing up younger family
members to work on other tasks.
12. Market overview 7
What Works: Scojo India Foundation
Chapter 2
Market overview
Over the past five years, Scojo has launched operations in India, Bangladesh, Mexico, Guatemala, El
Salvador, Mexico, and Ghana. Scojo India Foundation is the largest and fastest growing operation today.
In this chapter, we will present an overview of the Indian market and discuss its specific challenges.
2.1 Geographic distribution
Scojo Foundation launched Scojo India Foundation in January 2005. From its headquarters in Hyderabad,
Scojo currently trains and supports Vision Entrepreneurs in five districts in Andhra Pradesh. In addition,
Scojo is active in five other states of India through strategic partnerships: Madhya Pradesh, Assam, Bihar,
Rajasthan and Uttar Pradesh. In these partnerships, Scojo provides the training, technical assistance and
eyeglasses, and partners recruit and support Vision Entrepreneurs directly. The nature of these
partnerships will be discussed in more detail in Chapter 4.
2.2 Size and demographics
Scojo estimates that approximately 250 million people in India currently do not have access to affordable
near‐vision eyeglasses and could benefit from readymade reading glasses. As shown in Figure 3, Scojo’s
potential customer base includes anyone over the age of 35 with symptoms of presbyopia. This base
incorporates certain individuals who also exhibit other refractive errors such as mild astigmatism,
myopia, or hyperopia, since readymade reading glasses will improve their ability to see up close. Note
13. Economic situation 8
What Works: Scojo India Foundation
from Figure 3 that more than 75% of these potential customers are located in rural communities.
Furthermore, it is estimated that 80% of the Indian population, or approximately 825 million, live on less
than $2 per day.3
Market size India (Millions) Market size Andhra Pradesh (Millions)
1,200 80 75.7
1,027.0
70
1,000
60
800
50
600 40
30 22.7
400 308.1
246.5 246.5 18.2 18.2
184.9 20 13.6
200
61.6 10 4.6
0 0
Total population Population over Population that Total potential Rural customers Urban Total population Population over Population that Total potential Rural customers Urban
age of 35 benefits from customers customers age of 35 benefits from customers customers
reading glasses reading glasses
Figure 3: Potential customer base in India and Andhra Pradesh
2.3 Economic situation
Unfortunately, the rural population has limited access to professional eye care. Scojo estimates that there
is an average of one eye care professional per 30,200 people in India. The
Around one quarter
of the Indian majority of these professionals are in urban areas, which only constitute 25%
population would
benefit from reading of the target market for reading glasses. Furthermore, consulting urban
glasses in terms of professionals is too expensive for the Indian rural population, with the total
improved quality of
life and increased cost for such a visit varying “between Rs. 250 and 500 (US$6–11)”4 according
productivity.
to Scojo’s estimates.
Primary research conducted by Scojo in 2002 indicates two main reasons for the lack of availability of
ready‐made reading glasses:
• Undeveloped industry. Less than 5% of the existing eyeglass manufacturing business is
focused on readymade reading glasses. Manufacturers lack the technology and expertise to
3 Population Reference Bureau. “2006 World Population Data Sheet.” http://www.prb.org/pdf06/06WorldDataSheet.pdf.
4 Christiansen, Molly and Ted London, “Scojo Foundation: A Vision for Growth at the Base of the Pyramid” (unpublished teaching
case study, University of Michigan, 2007), 6.
14. Economic situation 9
What Works: Scojo India Foundation
produce high quality frames that compete effectively on a price and quality basis with
Chinese imports. Therefore, retailers focus on more expensive, custom‐made eyeglasses.
• Profitability. The price of the least expensive reading spectacles at optician shops averages
$8, and although low‐quality, plastic‐frame options are available for as low as $3, opticians
do not earn enough profit on the latter to stock them.5
Consequently, many people do not know that there is a simple and affordable solution to presbyopia,
and therefore do not look for opportunities to buy reading glasses even if they are available. Scojo India
Foundation, therefore, stimulates demand in this market by generating awareness of blurry up‐close
vision and the need for reading glasses.
5 Arunesh Singh, interview by Nico Clemminck and Sachin Kadakia, Hyderabad, India, January 2007.
15. Business model 10
What Works: Scojo India Foundation
Chapter 3
Business model
In this chapter, we provide an overview of Scojo as an organization and analyze the unique
characteristics of its business model. Primarily, the model employs a distinctive distribution system
through the promotion of local entrepreneurship supported internally or by strategic partners. In
addition, the model emphasizes long‐term self‐sustainability through its marketing and pricing strategy.
3.1 Founding history
Dr. Jordan Kassalow and Scott Berrie drew on their experiences in medicine and business, respectively, to
create Scojo Foundation in 2001. Both founders believed in making affordable reading glasses available to
low‐income populations through market‐based delivery models. Kassalow and Berrie established Scojo
Foundation in conjunction with the company Scojo Vision LLC, a for‐profit designer and manufacturer of
high‐end reading glasses which caters to customers in high‐income countries. Scojo Vision donates 5%6
of all its profits to Scojo Foundation.
Scojo Foundation piloted its direct selling model in India, in 2001, and has since expanded operations into
El Salvador, Guatemala, Bangladesh, Mexico, Ghana,7 and most recently in 2007, Sub‐Saharan Africa.8
6 Scojo Foundation. “Mission and Vision,” http://www.scojofoundation.org/2_1_mission.html.
7 Graham Macmillan, interview by Nico Clemminck and Sachin Kadakia, New York, NY, October 2006.
16. Founding history 11
What Works: Scojo India Foundation
Scojo distributes glasses through differing subsidiary and partnership arrangements adapted to local
market conditions. Only in India and El Salvador does Scojo operate wholly‐owned subsidiaries.
United States
Legal Entity: Scojo Foundation, Inc.
US non-profit - 501(c)(3) public charity
Key Staff:
Graham Macmillan, Director
Neil Blumenthal, Director of Programs
Guatemala El Salvador
Program Type: Franchise partner Program Type: Subsidiary;
Year Started: 2004 Year Started: 2002
Legal Entity: Community Enterprise Solutions (US Legal Entity: Scojo El Salvador, S.A.
non-profit 501(c)(3) public charity) (Salvadoran For-profit Sociedad Anónima)
Funding: Scojo Foundation makes grants to CES to Key Staff: Heidy Serpas, Country Manager
manage program and purchase inventory George “Bucky” Glickley, Consultant
Bangladesh India
Program Type: Franchise partner Program Type: Subsidiary that also supports franchise
Year Started: 2006 partners; Year Started: 2005
Legal Entity: BRAC (Bangladeshi non-profit) Legal Entity: Scojo India Foundation
Funding: Scojo Foundation makes grants to BRAC to (Indian Non-profit Section 25 Company)
manage program and purchase inventory Key Staff: Arunesh Singh, Country Director
Raman Nageswara, Operations & Programs
Mexico Ghana
Program Type: Franchise partner Program Type: Franchise partner
Year Started: 2006 Year Started: 2007
Legal Entity: One Roof (US for-profit with for-profit Legal Entity: Freedom from Hunger (US non-
subsidiary in Mexico) profit 501(c)(3) public charity)
Funding: One Roof paid Scojo Foundation to conduct Funding: Freedom from Hunger paid Scojo
a feasibility study and pilot Foundation to conduct a feasibility study and pilot
Figure 4: Overview of Scojo operations in different geographies9
8 Scojo Foundation. “Scojo Foundation and PSI Collaborate to Launch Pan‐Africa Reading Glasses Initiative.”
http://www.scojofoundation.org/5_p_psi.html.
9 Christiansen and London, “Scojo Foundation,” 15.
17. Mission and strategy 12
What Works: Scojo India Foundation
Scojo Foundation’s partnership arrangements with existing distribution networks allow greater reach into
low‐income communities using a minimum of resources. Scojo partners with a wide variety of
organizations, including BRAC, a microfinance institution, Drishtee, a for‐profit Internet provider to rural
India, and Peace Corps, a US government sponsored volunteer program.10
Scojo Foundation has received numerous honors and awards, including the “World Bank’s Development
Marketplace Award in 2003, Yale/Goldman Sachs Foundation Partnership on Nonprofit Venture Award
in 2003, New York University’s Stewart Satter Social Entrepreneur of the Year Award in 2006, Fast
Company magazine’s Social Capitalist Award in 2005 and 2007,”11 and Brigham Young University’s
Social Innovator of the Year in 2006.
3.2 Mission and strategy
Scojo’s mission states that it “improves the economic condition of
The dual goals articulated
families in the developing world by broadening the availability of in this mission, broadening
availability of health care
reading glasses and other health products and services and achieving products and enabling
this through Scojo entrepreneurs and other market‐based distribution entrepreneurship, are being
carefully balanced by the
solutions.” The dual goal articulated in this mission, broadening organization.
availability of health care products on the one hand and enabling entrepreneurship on the other, is being
carefully balanced by the organization. Currently, Scojo is focusing on enabling entrepreneurship in order
to build scale and prove the model sufficiently. As such, Scojo is putting its emphasis on building the
organization aggressively by training Vision Entrepreneurs and formulating strategic partnerships.
3.3 Ownership and governance structure
Scojo is a 501(c)3, non‐profit organization governed by a Board of Directors, which includes Dr. Jordan
Kassalow (Chairman and Co‐Founder), Scott Berrie (President and Co‐Founder), David Bornstein, Anne
Marie Burgoyne, Charles DeGunzberg, Paul Lambert, and Ken Schwartz.
10 Scojo Foundation. “Partners.” http://www.scojofoundation.org/2_3_partners.html.
11 Christiansen and London, “Scojo Foundation,” 3.
18. Ownership and governance structure 13
What Works: Scojo India Foundation
Scojo Board of Directors and senior management are supported by a Board of Advisors with expertise in
many of the areas of Scojo Foundation’s work. Please see Appendix A for a complete list of Directors and
Advisors. Figure 5 provides an overview of Scojo Foundation’s organizational structure.
Board of Directors Chairman Board of Advisors
Dr. Jordan Kassalow
Director
Graham Macmillan
Director of Programs
Neil Blument hal
El Salvador Country Guatemala India Country Bangladesh Mexico Ghana
Manager : Heidy Serpas Partner: CES Director : Arunesh Singh Partner: BRAC Partner : One Partner: Freedom
Roof From Hunger
Operations & Programs
Programs
ManagerManager
Rama n Nageswara
Raman Nageswara
Key Accounts Training Manager VE Channel Finance/Accounting Admin/Stock Assistant
Manager (Franchise Manager David Tadikonda
Partner and Wholesale Franchise Partner
Partner Praveen Kumar
Channel) Channel Maruti Ram
Salu Cherian
Salu Cherian Krishna Kakani
VE
Identification and
Training Managers District
(2) Coordinators (6)
(7)
Vision
Entrepreneurs
Figure 5: Scojo Foundation organization chart12
Scojo employs 16 people in India: Arunesh Singh as Country Director, six Managers, two administrative
staff and seven District Coordinators. Mr. Singh brings to Scojo extensive experience in social enterprise
12 Scojo Foundation, business plan submitted to Acumen Fund (2006), quoted in Christiansen and London , “Scojo Foundation,” 17.
19. Products and services 14
What Works: Scojo India Foundation
management as a former Program Director with Appropriate Technology India,13 an organization that
promotes environmentally sustainable work alternatives to subsistence agriculture.14
Scojo New York is involved in nearly all aspects of Scojo India Foundation’s activities. These include
recruiting an experienced Indian management team; identifying and securing funding and investors;
providing technical assistance in sales, marketing, and product design; partnership‐building with Indian
NGOs and government; ongoing monitoring and evaluation of operations through quarterly visits,
weekly conference calls and monthly progress reports submitted by Scojo India Foundation’s
management; annual site visits to India by Scojo directors; and strict financial monitoring via internal and
external controls and audits.
3.4 Products and services
Scojo trains rural community members to become
Vision Entrepreneurs, capable of providing vision
screenings and identifying common eye conditions.
The vision screening enables Vision Entrepreneurs to
refer all customers with eye conditions other than
presbyopia to reputable partner eye clinics to receive
comprehensive eye care. For customers with
presbyopia, Vision Entrepreneurs are able to assess
the correct magnification required and provide ready‐
made reading glasses on the spot.
Scojo provides the Vision Entrepreneurs with a kit including multiple styles, colors, and powers of
reading glasses, screening equipment and marketing materials to help launch their business. After the
launch, Scojo replenishes supplies of reading glasses and provides additional support as required.
13 Scojo Foundation. “Founders and Staff.” http://www.scojofoundation.org/2_2_founders.html.
14 Appropriate Technology India. “Home.” http://www.atindia.org/.
20. Products and services 15
What Works: Scojo India Foundation
Behind this seemingly simple model, however, is an innovative way of dealing with distribution channels
and a refined strategy in setting prices and marketing the product.
3.4.1 Introduction
Scojo seeks to improve livelihoods in the developing world by broadening the availability of over‐the‐
counter eye health products and services through market‐based distribution solutions. Scojo utilizes a
micro‐franchise model to enable low‐income entrepreneurs, both male and female, to realize significant
income by selling glasses in their communities. Scojo has grown its number of Vision Entrepreneurs
steadily over the last two years (Figure 6).
Num ber of Scojo VE's
140
126
120 111
102
100 93
78
80
60
46
40 30
24
20
0
Q1 2005 Q2 2005 Q3 2005 Q4 2005 Q1 2006 Q2 2006 Q3 2006 Q4 2006
Figure 6: Historical growth of Scojo Vision Entrepreneurs
In addition, Scojo has increasingly been broadening access to affordable reading glasses by working with
strategic partners that recruit and support Vision Entrepreneurs in their networks. As such, Scojo
leverages access to its partners’ distribution networks in order to meet its dual mission. This partnership
channel has significantly increased in importance since the end of 2005 and has currently outgrown
Scojo’s own distribution channel (Figure 7).
21. Products and services 16
What Works: Scojo India Foundation
Num ber of Partner VE's
350 331
300
260
250
200 179
148
150
100
53
50
0 0 0
0
Q1 2005 Q2 2005 Q3 2005 Q4 2005 Q1 2006 Q2 2006 Q3 2006 Q4 2006
Figure 7: Historical growth of Partner Vision Entrepreneurs
Scojo currently employs the following strategies to ensure program success:
• Identify local entrepreneurs or partners (including eye hospitals/clinics, consumer products
distributors, micro‐credit institutions and other NGOs) who have demonstrated success.
• With partners, systematically select entrepreneurs who will be able to sell glasses in their
community and advocate for improved eye health. Also, establish a referral hospital for
people with other vision disorders.
• Provide entrepreneurs and partners training and marketing support with co‐branded
business packs including backpacks, display boxes, screening materials, certificate, lab coats,
posters, and advertising campaigns, to kick‐start their businesses.
• Assist entrepreneurs and partners during business operations by offering continuous
training, procurement of affordable reading glasses, and ancillary eye care products.
• Implement integrated supply‐chain management to ensure timely and cost‐effective delivery
of reading glasses and other associated products.
3.4.2 Distribution channels
Scojo distributes reading glasses through three channels: Scojo Vision Entrepreneurs, Franchise Partners,
and Wholesale (Figure 8).
22. Products and services 17
What Works: Scojo India Foundation
Figure 8: Overview of the three main distribution channels15
In the last two years, the franchise partnership channel has significantly increased in importance (Figure
9). As will be discussed later, we expect it to continue to grow in importance.
Num ber of glasses sold
Scojo VE's Franchise Partners Wholesale
10,000
41
8,000
602
6,000
7,470 258
4,000 4,725 3,890
689
2,243
2,000 1,127
2,019 1,802 1,649
1,171 1,191 1,450 1,471 1,467
0
Q1 2005 Q2 2005 Q3 2005 Q4 2005 Q1 2006 Q2 2006 Q3 2006 Q4 2006
Figure 9: Number of glasses sold in different distribution channels
Scojo Vision Entrepreneur Channel
The Scojo Vision Entrepreneur (“SVE”) channel is the oldest channel and exists in five districts of Andhra
Pradesh. In this channel, Scojo staff identifies, recruits, trains, and supports its own network of Vision
Entrepreneurs. In essence, each entrepreneur is a Scojo micro‐franchisee.
15 Christiansen and London , “Scojo Foundation,” 21.
23. Products and services 18
What Works: Scojo India Foundation
When selecting SVEs, it is important to Scojo that the entrepreneur has 1) an adequate education level to
allow him to run a business; 2) a good reputation and connections within the community to provide him
with a solid customer base; and 3) a need for higher income to motivate entrepreneurialism. 16
Scojo provides each SVE with a business‐in‐a‐bag for a non‐refundable and below‐cost deposit of Rs. 500
(USD $11.11). This business‐in‐a‐bag (Figure 10) contains all the materials and information necessary to
start a successful business selling reading glasses.
Figure 10: Example of a Scojo business‐in‐a‐bag17
In addition to the business‐in‐a‐bag, a dedicated Scojo trainer provides all SVEs with business and optical
education to ensure that SVEs will be able to: identify potential customers; conduct screenings for
presbyopia; prescribe reading glasses; and manage their business and inventory. SVEs also learn to
recognize conditions that require medical treatment, such as cataracts, and refer the afflicted individual to
a clinic.18
16 Arunesh Singh, interview by Nico Clemminck and Sachin Kadakia, Hyderabad, India, January 2007.
17 Christiansen and London, “Scojo Foundation,” 16.
18 Arunesh Singh and Neil Blumenthal, “Scojo Vision Entrepreneur Training Program,” a Microsoft PowerPoint presentation
transmitted via email, May 14, 2007.
24. Products and services 19
What Works: Scojo India Foundation
A Scojo District Coordinator, who is responsible for distributing
In the proprietary Scojo
Vision Entrepreneur inventory, collecting data, managing implementation, and providing
Channel, Scojo staff
identifies, recruits, trains, moral support, supports each SVE. In general, a District Coordinator
and supports its own
supports 20‐25 SVEs in a given sales territory. While the cost per
network of Vision
Entrepreneurs. In essence, beneficiary is highest with this channel due to staff and training costs,
each entrepreneur is a
Scojo franchise. the cost is justified because this channel acts as a test market for the rest
of the country. Scojo is able to control all of the activities in this channel,
learns lessons rapidly and proposes innovations to improve effectiveness.
Each District Coordinator aggregates sales information and supply requirements for their respective
region and sends the information to Scojo, often electronically through the SalesForce web‐based software
application. Scojo maintains a central warehouse at its Hyderabad headquarters for processing and
shipping orders to each District Coordinator. The District Coordinator receives the shipment (via
standard commercial shipping companies or local couriers) and distributes the supplies to their VEs
during their regular visits. In most cases, Scojo can re‐stock a VE through this distribution system within
1.5 days.
Franchise Partner Channel
Scojo Foundation’s primary growth strategy is based on cultivating partnerships with organizations that
have ready‐built distribution channels into rural areas. Such partnerships have proven highly beneficial
for both Scojo and its partners: Scojo is able to minimize the costs of expanding its business, not having to
expend resources toward managing individual entrepreneurs; and partners are able to offer their
members an additional income earning opportunity with potentially high profit margins. Scojo provides
initial training to entrepreneurs, while partners provide day‐to‐day support and inventory management.
Replenishment of supplies is managed similarly to the Scojo VE channel: supplies are shipped from
Hyderabad to an appointed District Coordinator‐equivalent staff member who ensures each VE receives
the stock. Scojo charges partner organizations varying upfront amounts for each business‐in‐a‐bag,
25. Products and services 20
What Works: Scojo India Foundation
depending on the number of glasses in the starter kit. Partners then determine whether and how much to
charge its members for the kits. 19
In 2006, Scojo realized great success with its initial partners by delivering more than 20,000 pairs of
glasses in nine months. The reason for this rapid growth can be attributed to the partners’ large existing
networks of community‐based providers such as community health workers, consumer products
distributors, and micro‐credit borrowers. These community‐based providers represent the “last‐mile
solution” that is the most difficult aspect of rural distribution. In addition, each network is supported by
infrastructure that is able to manage the operations of the Scojo model. From a revenue perspective,
Scojo’s revenue is diversified because partners pay for the Scojo “franchise,” which includes the
inventory, use of brand, marketing materials, eye charts, and data collection forms. In the next chapter,
we will discuss this franchise partner channel in more detail as a major growth driver for Scojo India
Foundation.
Wholesale Channel
The “wholesale” channel represents Scojo’s effort to develop the market for reading glasses in India
through commercial retailers. Scojo intends to wholesale affordable, quality reading glasses to existing
pharmacy retailers, so that they are widely available. Scojo is well‐aware, however, of the need to ensure
that its wholesaling business is in line with its mission to serve the rural poor.20
3.4.3 Pricing and marketing
Scojo determined its pricing structure based on sales data from current operations, a market study
conducted by Marketing and Research Team (MART), and the Scojo pilot program conducted in 2001.
Scojo offers four models of reading glasses through its retail channel, and relatively more stylish models
are more expensive. Glasses retail from Rs. 95 to Rs. 165 ($2.11 to $3.67) and earn the VE an average of
19 Arunesh Singh, interview by Nico Clemminck and Sachin Kadakia, Hyderabad, India, January 2007.
20 Christiansen and London, “Scojo Foundation, 12.
26. Products and services 21
What Works: Scojo India Foundation
Rs. 50 ($1.11) per pair.21 Demonstrating the fact that style is an important consideration for consumers of
any income level, the least expensive model accounts for only 3% of sales.
Prices to end customers through the wholesale channel are generally higher than through the SVE and
Franchise Partner channels, as those who have access to existing retailers are usually higher income
earners. Two models are available to wholesale buyers, one of which retails for Rs. 105 and the other for
Rs. 199. The average margin for the wholesaler is Rs. 94 ($2.09) per pair of glasses.22
In its VE channel, Scojo relies on two marketing techniques for selling its glasses: eye camps and door‐to‐
door sales. VEs organize eye camps in coordination with the local village head, who provides VEs with
access to a room centrally located in the village. The Scojo VE, with the help of the District Coordinator,
uses this room as a screening and selling location for half a day, and people from the village can walk in
for a complimentary vision screening and buy glasses if needed. Often, the VE would engage the local
town drummer to advertise these eye camps a couple days in advance.23
Scojo’s door‐to‐door sales strategy relies on a referral scheme by which the Scojo VE would screen a local
at his or her home and ask for referrals who might suffer from up‐close vision problems. The referral
scheme helps to establish trust between the VE and potential customers, especially when the VE begins
by screening a village leader, or when the entrepreneur has earned credibility as a physical examiner by
making a sale to a relative of the referral.24
Vision Entrepreneurs have observed that the door‐to‐door strategy is more profitable compared to the
eye camps, as the likelihood of a sale is higher.
21 “Scojo 2006 model 01.04.06 2006,” Microsoft Excel file from Scojo Headquarters, New York, NY, October 2006.
22 Christiansen and London, “Scojo Foundation, 12.
23 Scojo Vision Entrepreneurs, anecdote from village visit by Nico Clemminck and Sachin Kadakia, Hyderabad, India, January 2007.
24 Ibid.
27. Partnership networks 22
What Works: Scojo India Foundation
Chapter 4
Partnership networks
Scojo’s partnership objective is to leverage existing networks and infrastructure to create sustainable,
scalable programs that bring eyeglasses to the largest number of people. Partnerships enable Scojo to
share the cost and resource commitment for recruiting, training and supporting entrepreneurs. This
strategy also diversifies the organization’s operations and income sources, while increasing its reach.
Partnerships are a critical component to the efficient deployment of Scojo’s business model and expected
to be the largest driver of its future growth. As such, it is important for Scojo to demonstrate a clear
financial and social value proposition to each partner.
4.1 Formulating partnerships
Scojo partners with organizations that demonstrate a commitment to their mission, support rural
networks in villages, are well respected in their communities and have the potential to make a
meaningful impact on behalf of Scojo.
Partnerships begin with a carefully designed pilot phase to
Scojo partners demonstrate a
commitment to their mission, provide proof of concept for the partner before a full program
support rural networks in
villages, and are well respected rollout. To date, most partnership pilots have been converted
in their communities.
successfully to full programs. Scojo and the partner jointly review
the pilot results and make necessary adjustments to training, support or startup kits. Based on estimated
overhead costs, each partner individually decides how to structure profit sharing agreements with their
28. Formulating partnerships 23
What Works: Scojo India Foundation
respective entrepreneurs. Finally, prior to launch, each organization agrees to their roles and
commitments, ensuring smooth cooperation with Scojo. However, Scojo has little recourse if partners do
not honor their commitments.
In each partnership, Scojo commits to:
• Assess the feasibility of the program within the partner’s network.
• Provide the project template, including protocols for training, loans, selection of
entrepreneurs, data collection and reporting, marketing, inventory management and
management of the project.
• Assist in start‐up and implementation of the project, including training.
• Identify and secure a reliable source of high quality, low‐cost reading glasses.
• Provide ongoing technical assistance to project staff.
In return, the partner is expected to:
• Identify local staff to oversee and coordinate the project.
• Identify local low‐income entrepreneurs to participate in the project.
• Pay the upfront cost of the micro‐franchise kits (e.g., business‐in‐a‐bag or kiosk displays).
• Provide local oversight of the project.
• Incorporate the project into the organization’s ongoing activities.
• Provide weekly data reports to Scojo on sales.
• Provide monthly narratives and financial progress reports to Scojo.
• Absorb ongoing project costs as the project increases in size.
29. Current partners in India 24
What Works: Scojo India Foundation
4.2 Current partners in India
Scojo currently works with over 20 operational partners in India, including multi‐national corporations,
micro‐credit institutions, health organizations and consumer products distributors. Utilizing these
networks, Scojo has been able to expand to five additional states in India.
Consequently, Scojo currently operates in five districts in Andhra Pradesh: East Godavari (13),
Mahbubnagar (25), Nalgonda (26), West Godavari (26), and Prakasam (3). The other states in India
covered through partnerships include Madhya Pradesh, Assam, Bihar, Rajasthan and Uttar Pradesh
(Figure 11).
Figure 11: Scojo presence in India and Andhra Pradesh
Six of Scojo’s key partnerships are described below:
• Drishtee is a rapidly growing, rural franchise network that provides computer training and
Internet kiosks to villages. Drishtee currently reaches over fifteen million people through
more than 1,000 Kiosks in nine states. Drishtee recruits, trains and supports local village
entrepreneurs, and encourages them to offer additional products and services from the kiosks
to diversify and increase their income. Through its partnership with Scojo, 36 Drishtee
entrepreneurs have received training and currently sell eyeglasses to villagers from their
30. Current partners in India 25
What Works: Scojo India Foundation
kiosks, and over 300 entrepreneurs are expected to join the program by the end of 2007.
Depending on the type of eyeglasses sold, these entrepreneurs pay Drishtee approximately
Rs. 12 per pair of Scojo glasses for program support. The entrepreneur keeps the balance
(~Rs. 43) as profit, representing one of the highest margin products in their portfolio (at 26%).
Drishtee’s portfolio approach is designed to profitably support entrepreneurs, and this
revenue sharing model with entrepreneurs for Scojo products is a strong fit.
• Vedanta Resources is one of the largest metals and mining groups in India, and is committed
to managing its business in a socially responsible manner. As part of its corporate social
responsibility (CSR) initiatives, Vedanta has developed a network of Community Health
Workers (“CHW”) to provide basic services in villages where miners live. In partnership with
Scojo, Vedanta has provided training and support to more than 60 CHWs to do vision
screenings and sell eyeglasses in villages. Vedanta’s CSR program fully funds the overhead
costs of the program, so Vedanta entrepreneurs keep 100% of the profits they generate.
• The Byrraju Foundation seeks to build progressive self‐reliant rural communities by
providing services in the areas of healthcare, environment, sanitation, primary education,
adult literacy and skills development. The Foundation currently works in 152 villages in five
districts of Andhra Pradesh, impacting more than 800,000 people. Scojo helped Byrraju
expand its product portfolio and currently has 140 CHWs selling Scojo eyeglasses.
• Hindustan Lever’s Project Shakti promotes income generation for rural underprivileged
women by providing small‐scale enterprise opportunities. Today, Project Shakti has nearly
30,000 women entrepreneurs selling Hindustan Lever products such as soaps and shampoos.
Scojo has partnered with Hindustan Lever to train the women entrepreneurs to do vision
screenings and integrate eyeglasses into their enterprise product offering.
• L.V. Prasad Eye Institute (LVPEI) is the largest eye care provider in Andhra Pradesh and one
of the preeminent eye care facilities in the world, providing equitable and efficient services to
underserved populations. LVPEI’s growing statewide network of Vision Guardians will be
trained by LVPEI in basic eye health and will sell Scojo eyeglasses or refer patients into
LVPEI’s statewide system of local eye care clinics and hospitals. As a key part of the state’s
31. Success of partnership strategy 26
What Works: Scojo India Foundation
Vision 2020 Initiative, the program will quickly grow to serve all 70 million citizens of
Andhra Pradesh. LVPEI and Scojo have been partners since 2001 when the reading glass
distribution model using rural micro‐
entrepreneurs was first implemented. Dr.
Rao, the Director of LVPEI, has had a
professional relationship with Scojo’s
Chairman for many years and serves on the
Advisory Board of Scojo Foundation.
• BASIX is a micro‐credit organization
promoting sustainable livelihoods through
the provision of financial services and technical assistance to the rural poor. BASIX currently
works with over 190,000 households in 44 districts and 8 states. In partnership with Scojo,
BASIX plans to extend its service offering to include Scojo vision training and entrepreneur
support.
4.3 Success of partnership strategy
Partnerships have come to represent the most important channel for Scojo. Scalable, efficient growth
depends on Scojo’s ability to leverage the network and infrastructure of other organizations. In order to
continue to be successful, Scojo must offer a lucrative value proposition to each partner.
The key strengths in Scojo’s partnership strategy today include:
• With no other organization offering low‐cost, high quality reading glasses in villages, Scojo is
strategically positioned as a first mover and the sole distributor.
• Partners find the 30‐35% profit margin on Scojo products a very attractive prospect to offer
entrepreneurs in their networks. This unusually high margin enables the partner to charge
entrepreneurs a small fee to cover their operating expenses, while leaving the entrepreneur
with a meaningful income (e.g., Drishtee).
32. Success of partnership strategy 27
What Works: Scojo India Foundation
• In areas where distribution is often challenging, Scojo offers a reliable supply of reading
glasses to district‐level coordinators
• Scojo has demonstrated its flexibility and accommodated varying partner requirements, such
as modifying training programs, adjusting micro‐franchise kit contents and startup costs,
negotiating minimum revenue agreements, and providing occasional operating support.
However, Scojo faces several strategic challenges, as addressed in Section 5.4. These challenges need to be
addressed in order for Scojo to continue to grow with existing and new partners.
33. Challenges 28
What Works: Scojo India Foundation
Chapter 5
Challenges
Like many young organizations, Scojo faces many challenges to continue its growth and success.
However, the organization has proactively developed strategies to mitigate these risks and continues to
seek ways to minimize any potential threats to the success of their model.
5.1 Introduction
Scojo India Foundation’s revenue sources are from reading glasses sales, grants and loans. With
operations in India having started in January 2005, Scojo anticipates beginning to make a profit in 2010
assuming key volume growth targets as detailed in Appendix B and Appendix C. However, recent
performance suggests that these targets may be too aggressive. The key challenges, as described in this
chapter, in our opinion present important hurdles to achieving breakeven by 2010.
In order to achieve its 2010 targets, Scojo will have to increase its sales of glasses very aggressively.
Indeed, as detailed below its current forecasts project a doubling of number of glasses sold in each
channel year‐on‐year. To achieve growth in the VE channel, there will need to be an increase in sales
turnover per entrepreneur. With a cost of Rs. 25,000 ($556) per month for each District Coordinator
(including travel), each of a Coordinator’s 20‐25 Vision Entrepreneurs must sell 30 pairs of eyeglasses
each month for Scojo to break even. This target represents a substantial increase from the current average
of 15‐20 pairs. To achieve this, Scojo may need new incentive systems, improved sales practices or
reduced support levels.
34. Introduction 29
What Works: Scojo India Foundation
Num ber of glasses sold
Scojo VE's Partnerships Wholesale
800,000
700,000
135,600
600,000
500,000
400,000 88,200 328,500
300,000
51,600 232,875
200,000
25,800 151,875
246,400
100,000 83,250
11,400 135,240
34,200 48,300 82,080
0 21,816
2005 2006E 2007E 2008E 2009E 2010E
Figure 12: Projections of glasses sold in different distribution channels
At the same time, the number of Vision Entrepreneurs will have to increase significantly. We will discuss
later in this chapter how this growth might be hampered by several challenges. In addition, new
partnerships will be critical to support the growth in the partnership channel. As will be discussed in the
next section, there are several threats to the potential of this aggressive growth.
Cash flow from operations (USD)
150,000
106,925
100,000
50,000
-16,978 -5,840
0
2006 2007 2008 2009 2010
-50,000
-100,000
-96,492
-150,000
-150,714
-200,000
Figure 13: Forecasted cash flow from operations
35. Partnerships 30
What Works: Scojo India Foundation
5.2 Partnerships
Scojo’s rapid growth has been facilitated by an aggressive and successful partnership strategy, but four
key elements need to be incorporated into Scojo’s strategy to continue this trajectory:
• Convince partners to pay for and commit resources to operating and supporting Scojo
programs within their networks by:
o Justifying the incremental expenses to strictly breakeven‐oriented organizations, such as
micro‐credit institutions, and
o Creating a mission‐oriented case for charity and non‐profit organizations assuming the
cost out of their own funds;
• Ensure proper motivation and product emphasis by the partner’s entrepreneur, particularly
when Scojo is part of a larger suite of products (e.g., Drishtee);
• Develop a financially and organizationally sustainable level of involvement by Scojo staff in
ensuring adequate support of entrepreneurs by program partners; and
• Motivate partners to honor their commitments and continue sourcing eyeglasses from Scojo
rather than an alternate source.
To support the aggressive growth targets Scojo has set, it will have to overcome some important
challenges.
• Scojo will have to carefully manage the current diversity in its partner portfolio. CSR
organizations are strategically different from microfinance partners and require a different
value proposition. Either Scojo has to tailor its proposition to each specific partner or focus its
strategy in a more structured value proposition.
• While microfinance organization such as Basix or SKS Microfinance represent significant
potential as partners, Scojo will have to think through the reservations these partners might
have in getting too heavily involved in suggesting or managing the business their clients run.
These partners might limit themselves to purely financing activities, avoiding any
involvement beyond that.
36. Recruiting entrepreneurs 31
What Works: Scojo India Foundation
• To enhance the value proposition for its partners, Scojo will have to increase its efforts to
build a strong brand name. As their brand awareness is currently limited, the strength of
current partner relationships and the potential for future relationships is vulnerable to
stronger brands launching similar programs. For example, Titan Industries (a popular Tata
Group‐backed manufacturer of watches and jewelry) recently announced the launch of Titan
Eye+, to provide prescription eyeglasses to the mid‐priced market25. While this does not
directly compete in Scojo’s target market, Titan’s brand name may be leveraged in the future
to penetrate Scojo’s market. Similar to current customers paying a premium for Scojo’s
fancier models, future customers may pay an additional premium for the Titan brand name.
• Keeping partners motivated and interested in boosting Scojo related sales requires dedicated
staff to cultivate partnerships. Currently, continuous management of partnerships is limited
as there is no dedicated staff. This results in partners loosing interest in the program, leading
to decreasing sales.
5.3 Recruiting entrepreneurs
Most Scojo entrepreneurs are required to pay a deposit for startup kits to begin the program. SVEs pay
Rs. 500 ($11) for their kits and receive eyeglasses on consignment. With a profit margin of Rs. 55 ($1.22)
per pair of glasses, they need to sell nine pairs before they breakeven. However, other entrepreneurs pay
significantly more, depending on the partner agreement. For example, Drishtee entrepreneurs pay Rs.
2100 ($47) for their kits. With a profit margin of approximately Rs. 40 ($0.89) per pair (after the Drishtee
fees), they need to sell over 52 pairs of glasses before they breakeven. Due to capital constraints among
the target population, many potential entrepreneurs cannot participate in Scojo’s program.
Scojo has tested several solutions to overcome this hurdle. Some partners pay outright or provide loans to
mitigate this problem. Others have negotiated smaller kits, reducing the size and financial burden on
their entrepreneurs. However, the most successful approach has been simply to demonstrate the
profitability of being a VE. Scojo found that if convinced, many entrepreneurs are able to raise the
25 Tata Group. “Press Release: Titan Industries launches Titan Eye+.” http://www.tata.com/titan/releases/20070331_titan_eye.htm.