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ESAF: Making Marketing Work for the Social Sector

Listed author(s):
  • Jaydeep Mukherjee


    (Management Development Institute, Mehrauli Road, Sukhrali, Gurgaon – 122007, India)

  • Neelu Bhullar

    (Management Development Institute, Mehrauli Road, Sukhrali, Gurgaon – 122007, India)

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    The case is about ESAF, a non-government organization (NGO) based in India, which was helping the underprivileged sections of the society to earn a livelihood by helping them produce and market hand-crafted articles and services. One of the weak links had been the access to the markets which was controlled by distribution channel intermediaries who appropriated larger than their fair share of profits. ESAF management proactively considered the ways and means to make the beneficiaries become independent and self-sustaining. They commenced an initiative to bypass the existing trade channels to reach consumers directly by opening up retail outlets. The challenges were manifold and one of the main decisions taken by them was to sell bought out items to acquire the necessary product assortment. The operation seemed to make some profits and the management was evaluating what would be its best course of action to take the products to end consumers which benefited the artisans the most in a sustainable manner. The case provides a backdrop to such decision making situations and its dilemmas.

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    Article provided by World Scientific Publishing Co. Pte. Ltd. in its journal Asian Case Research Journal.

    Volume (Year): 16 (2012)
    Issue (Month): 01 ()
    Pages: 133-154

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    Handle: RePEc:wsi:acrjxx:v:16:y:2012:i:01:p:133-154
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