将非客户转化为客户:通过技术实现组织成长的传奇

S. Bhattacharyya
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引用次数: 1

摘要

像印度这样的新兴经济体的特点是有大量的“金字塔底层”人口。防喷器也是业务增长最有前景的细分市场之一。因此,专门为防喷器客户群体服务的企业也在为社会事业服务,因为防喷器消费者(社会中较弱的群体)因消费企业提供的产品或服务而受益。在印度,很大一部分经济发展和成为新中产阶级的BOP客户使用两轮车上下班,以满足个人和商业需求。两轮车是数百万农村和城市印度人的生命线。两轮车被印度消费者用于消费和资产建设目的。对这部分人来说,负担得起两轮车一直是一个巨大的挑战。从印度信贷机构借款一直是拥有两轮车的一个非常有效的方法。有一部分BOP客户超出了印度传统银行和金融部门的保护伞。自2010年代中期以来,印度政府一直在努力将社会的这一部分纳入银行体系,并提出了多种社会计划来实现银行包容性。印度金融服务初创企业LokSuvidha由尼米什•拉德和卡姆莱什•拉德创立。LokSuvidha开发了一种独特的商业模式,为社会的这一部分提供信贷。LokSuvidha还部署了尖端的技术解决方案,以建立一个可扩展的、有利可图的工作模式。然而,LokSuvidha的创始人陷入了两难的境地,是进一步扩大LokSuvidha的规模或范围,还是只集中在现有的市场基础上开展业务。这一决定对创始人来说至关重要,因为他们想要在市场范围和组织跨度方面塑造LokSuvidha的未来。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
LokSuvidha, Converting Non-customers to Customers: The Saga of Organizational Growth Through Technology
Abstract Emerging economies like India has been characterized with a substantial ‘bottom of the pyramid’ (BOP) population. BOP has also been one of the most promising market segments for business growth. Firms serving specifically the BOP customer segment was thus engaged in serving a social cause as well because BOP consumers (a weaker segment of society) got benefited because of their consumption of products or services offered by the business firm. In India, a large section of BOP customers who were economically progressing and becoming the new middle class used two-wheeler automobile to commute for personal as well as business needs. Two-wheeler automobile was lifeline for millions of rural and urban Indians. Two-wheelers were used for both consumptions as well as asset building purposes by Indian consumers. Affordability of two-wheeler had been a big challenge for this section of society. Borrowing from Indian credit institutions has been a very potent method towards owning two-wheelers for this segment. There was a section of BOP customers who were beyond the umbrella of the traditional Indian banking and financial sector. Since the decade of mid-2010s, the Government of India had been working hard to include this part of society into the banking system and had floated multiple social schemes to achieve banking inclusion. LokSuvidha, an Indian financial services start-up was founded by Mr Nimish Laddhad and Mr Kamlesh Laddhad. LokSuvidha developed an unique business model for providing credit to this part of society. LokSuvidha had also deployed cutting-edge technology solutions to build a scalable, profitable working model. However, the founders of LokSuvidha were in a dilemma regarding whether to expand LokSuvidha further in scale or scope or to concentrate only in the extant market base of its operations. This decision was paramount for the founders to be answered to shape the future of LokSuvidha in terms of both market reach and organizational span.
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