A. V. B. Acharyulu, Vaishali Agarwal, M. Prabhakar
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引用次数: 0
摘要
Clarion Education and Skills Private Limited Patna是一家初创企业,旨在解决农村小学教育提供系统中学校文具的供需缺口,并满足比哈尔邦、贾坎德邦和西孟加拉邦农村学童的需求。本案例记录了Clarion颠覆学校笔记本市场的方式,其目标是在2016年将笔记本价格降低到现有笔记本价格的六分之一。Clarion是由巴特那的美好世界基金会(BWF)推广的,这是一家致力于比哈尔邦农村基础教育领域的社会企业。BWF认为,学校文具供应链的挑战只需要通过一家商业企业来解决,从而推动该行业的变革,这样BWF就可以专注于其核心目标,即在印度比哈尔邦的偏远农村建立和发展有意义的基础教育机构。本案例详细介绍了Clarion开发商业模式的策略,通过将社会营销活动的广告与笔记本封面上的插页联系起来,从而将笔记本转化为广告媒介,并通过各种政府和非政府机构精心争取价格合理的笔记本的供应,从而打破高价品牌笔记本的束缚。一方面,Clarion挑战了竞争力量,另一方面,通过成本-价值权衡倡议,为自己建立了成本领先地位。
The Clarion: A Social Enterprise Disrupting School Stationary Industry for Sustainability
Clarion Education and Skills Private Limited Patna, is a start-up promoted to address the school stationery demand–supply gap in the rural elementary education delivery system and cater to the needs of the rural school children in the states of Bihar, Jharkhand and West Bengal. This case documents the way Clarion pursued disrupting the school notebooks market, with a goal of making a notebook affordable at one-sixth the existing cost of a notebook in the marketplace in 2016. Clarion was promoted by The Better World Foundation (BWF), Patna, a social enterprise working in the area of rural elementary education in Bihar. BWF was of the view that the challenges of school stationery supply chain need to be addressed through a commercial enterprise only, so as to drive changes in the sector, so that BWF could focus on its core objective of creating and developing meaningful elementary educational institutions in the remote rural villages in Bihar, India. This case study details the strategy of Clarion in developing a business model to break the shackles of high-priced branded notebooks by linking the advertising of social marketing campaigns with insertions in the notebook covers, and thus converting the notebook into an advertising medium, and meticulously campaigning for supply of affordable notebooks through various governmental and non-governmental institutions. Clarion challenged the competitive forces on one side and pursued building a cost leadership position for itself through cost-value trade-off initiatives on the other.