By engaging with this case, students will be able to analyze the influence of intermediaries in rural value chains and assess their impact on producer margins and market control; assess the internal and external factors that affect the FPO’s ability to retain members and deliver value during periods of peak demand; evaluate the effectiveness of grassroots interventions (e.g. health, housing, feed, market linkage) in strengthening cooperative enterprises; analyze how local leadership (e.g. Sukanti and Ishrat) balances short-term needs with long-term vision under real-world pressure; and design strategic responses to market disruption in women-led producer organizations operating in low-resource environments.
The case goes through the complex ecosystem of social enterprise and the background interventions required for such an entity to exist and succeed. The cases revolve around the establishment, challenges, opportunities and the role played by different players as promoters and detractors in the pursuit of building a collective enterprise bound by gender and addressing the financial need for sustainability marred by social acceptance. Central to the narrative is the struggle against entrenched intermediaries, whose exploitative practices undermine the financial and operational stability of the Farmer Producer Organization (FPO). This case presents a compelling study in strategic decision-making and entrepreneurship, emphasizing the critical prioritization between immediate financial relief and long-term market positioning. Participants are introduced to the operational framework of Goat Activity Groups and the FPO, offering insights into value chain optimization to counteract systemic inefficiencies.
This case can be used in the Strategy course, Social Enterprise Management and Social Development.
Teaching notes are available for educators only.
CSS3: Entrepreneurship.
