Primary data for this case study was based on a series of interviews with the protagonist Harshali. We interacted with Harshali three times while in the process of case development. Each interaction was for about 40–45 min. Meeting with Harshali was through online mode. The transcript was used for case writing. All information shared was used to build the case and the teaching notes. We also visited the stalls put up by members of SSFPC. We interviewed six stakeholders. Farmers (both men and women), customers and corporator were the respondents. Each interview with the farmer lasted about 20–25 min. The two customers that we interviewed each gave us about 12–15 min of time. Fixing appointment with the corporator and getting his final interview that lasted for 30 min. We took hand written field notes and later used to prepare the case and draft of teaching note. Secondary information about farmer producer companies was collected from websites and published literature. For websites we referred to Press Information Bureau (PIB) press release. PIB is the nodal agency of the Government of India to disseminate information to the print and electronic media on government policies, programmes, initiatives and achievements. The protagonist and the participants interacted with the authors out of their free will.
March 2024. Harshali, a visionary social entrepreneur from a small town in Chh. Sambhajinagar Maharashtra, India, looked for an opportunity to transform rural livelihoods. This led to the establishment of Shree Swami Samarth Farmer Producer Company (SSSFPC). With relentless determination, she overcame deep-seated skepticism and persuaded 33 farmers to join the initiative. Their collective efforts soon yielded remarkable economic improvements. However, Harshali now faced an even greater challenge – breaking entrenched gender norms to bring women farmers into the SSSFPC. The resistance was not just passive. It was deeply rooted in cultural traditions and male-dominated decision-making structures, making her next steps both crucial and complex. By analyzing this case students will assess the importance of entrepreneurial opportunities in rural agricultural setup. The link between farm to market and its role in uplifting the economic conditions will also be analyzed by the students. This case links to the theories of resource-based view (RBV) of Entrepreneurship: Opportunity recognition theory (From Social Entrepreneurship) and Lewin’s Change Management Model (Organizational Behaviour).
This case can be used in Entrepreneurship, Social Entrepreneurship and Organizational Behaviour courses. The dilemma can be explained as part of the courses for undergraduate and postgraduate programs.
