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The learning outcomes of this study are to estimate the complexities associated with the management of a novel business idea in the context of emerging markets; to demonstrate an understanding of entrepreneurial action and strategic adaptation under various challenges of the business world; to apply the principles of design thinking and innovation to analyze the sustainability of a social enterprise; and to evaluate the pros and cons of different strategic options and provide viable recommendations for future development.

Many riverine communities in Nigeria battled water hyacinth spread for decades, until Achenyo Idachaba-Obaro contributed her time, creativity and innovation to resolve the issue. She sacrificed her successful computer science career in the USA to launch her social enterprise, MitiMeth. The startup aimed to resolve the unaddressed environmental problems of her home country and to provide a decent living to the vulnerable community of indigenous artisans. This case study discusses Idachaba-Obaro’s efforts in researching the alternative usages of the water hyacinth weed under the condition of a limited availability of resources. Considering Nigeria’s creative arts culture and dismal socioeconomic conditions, she chose to weave the weed into handmade artifacts by educating herself and training local artisans to manufacture and sell handicrafts in the market. To receive financial support and attract environmentally conscious customers, Idachaba-Obaro had to participate in funding competitions, regularly attend exhibitions and partner with private entities, nongovernmental organizations (NGOs) and government authorities. This case study further elaborates on multiple hindrances associated with female entrepreneurial activities in a conservative Nigerian society characterized by marginalization, social stigma and gender-based stereotypes. Despite many challenges ensuing from a limited market access in rural areas, high unemployment rates and low levels of disposable incomes in the country, MitiMeth ambitioned to maintain its culture of creativity and innovation. The team regularly studied materials used and conducted brainstorming sessions with artisans to launch new items, improve existing products and incorporate needed alterations based on customer feedback and special demands. MitiMeth made its notable contribution toward the achievement of several sustainable development goals, while striving to continuously increase remittances to working artisans. Recently, the company was challenged by the vertiginous technological advancements of the digital era, as many businesses around the globe used machines to upscale their operations. Idachaba-Obaro pondered whether she should use technology in product manufacturing processes or focus on her commitment to provide a livelihood to local artisans and preserve the authentic look-and-feel of handmade crafts.

This case study is for an upper-level undergraduate audience.

Teaching notes are available for educators only.

CCS 3: Entrepreneurship.

Emerging Markets.

Undergraduate, Masters.

Pacari Chocolate is the flagship brand of SKS Farms CIA Ltda., located in Quito, Ecuador. The company specializes in organic chocolate production which it sells in Ecuador and exports to other Latin American, European and North American markets. The company began operation in 2002, founded by Carla Barbotó and her husband Santiago Peralta. Carla is the Director of SKS and Santiago is General Manager. The case is set just after Santiago negotiated a deal to supply Emirates Airlines with mini bars to be distributed to flight passengers. Santiago is excited about this new deal, which will provide a new revenue stream, enhance brand image and potentially create new customers. Carla and Santiago pursue excellence with their products, as evidenced by over 160 awards, many globally recognized. However, their mission is also very much social in that they seek to improve the lives of Andean farmers, indigenous peoples and broader Ecuadorean society. The principle author uses this case in a course on innovative approaches to engaging emerging market opportunities, in which shared (social + economic) value and the formation of strong national industries are key outcomes, to be addressed through complementary market and non-market entrepreneurship strategies.

Expected learning outcomes are as follows: to identify the contextual challenges faced by an emerging market firm, and explain what must be done to overcome them; to identify the role of a firm in developing a national competency in an agricultural product industry; to demonstrate the creation of “shared value” and examine how the social mission of a company can reinforce and sustain its economic value creating activities; and to generate and evaluate options for developing international markets when a firm has limited resources to invest in marketing activities.

Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

CSS 3: Entrepreneurship.

The paper aims to understand the process of transfer of agricultural technology, which comprises incubation of the technology business, valuation, evaluation, licensing and commercialization, to examine various dimensions of the process of technology transfer and the effectiveness of transfer object use criteria, to explore ways of sustaining incubation and commercialization through an autonomous unit responsible for technology transfer, to peruse the role of agribusiness incubators in creating an effective agri-entrepreneurship eco-system and to study the factors that promote or inhibit the sustainability of business incubators in an academic or research institution setting.

An innovative technology for production of liquid bio-fertilizers was developed and nurtured to market levels by Anand Agricultural University (AAU), a State Agricultural University in Gujarat. The technology for production of liquid bio-fertilizers, developed during 2009-2010 to 2013-2014 was licensed to some of the state public and private sector undertakings under the World Bank-financed National Agricultural Innovation Project (NAIP) implemented through Indian Council of Agricultural Research (ICAR). For commercializing the technologies from the University, a Business Planning and Development (BPD) Unit was set up at AAU along the lines of a technology transfer office, under the aegis of NAIP during later part of 2009. The NAIP funding from World Bank for BPD Units ceased in June 2014 with closure of the project. With funding no more available, Rajababu V. Vyas, a research scientist at the Microbiology and Bio-fertilizer Department of the University and Head of the BPD Unit, had serious concerns about the BPD unit’s sustainability, as well as sustaining the process of technology transfer from the University.

Anand Agricultural University (AAU), a state-run university in Gujarat, developed and incubated a technology to produce liquid biofertilizer, licensed the technology and marketed its product through a few state-run and private fertilizer firms. The technology was developed between 2009/2010 and 2013/2014 as part of the National Agricultural Innovation Project of the Indian Council of Agricultural Research with funds from the World Bank. A unit to incubate agri-businesses, referred to as Business Planning and Development Unit (BPDU), was set up in late 2009 to expedite the process of technology transfer from AAU to agribusiness firms. Rajababu V. Vyas, a research scientist at the Microbiology and Bio-fertilizer Department of the university, was concerned about the unit’s sustainability, because funding from the World Bank had ceased from June 2014, and wondered how to sustain the transfer of technology from the laboratory to the field in the light of the data available to him.

Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

Entrepreneurship

The learning outcomes are as follows: understand the challenges and opportunities of an unorganized business/informal economy; compare and contrast the applications of customer engagement frameworks between small and big businesses; outline the steps in product design in a services context; discuss the services marketing mix as a part of the marketing strategy; and understand the need of scaling up the business operations in wake of new opportunity.

Sukhpal Dairy Farm (SDF) is a case of unorganized milk marketing in the Indian Emerging Market. Milk was sold as a commodity with a fragmented set of suppliers to only a small population. Changes in consumer demand, technology and supply chain presented huge opportunities to the small dairy farmer. But it was also a threat to him. The large corporater, players backed by strong logistics and supply chain operations support posed a big challenge to the small farmer who lacked scale and reach. Sukhpal, owner of SDF, struggled while considering the options to grow his business. He did not want to change the success factors of his existing business model that was based on word of mouth and customer engagement.

MBA students.

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CSS: 8: Marketing.