Wingreens Farms: Sustainable Growth
(9 pages of text)
In 2016, the managing director of Wingreens Farms, a social enterprise based in India, was considering the company’s future. Wingreens Farms partnered with rural Indian farmers living in poverty to produce and sell homemade processed foods, including salsas, dipping sauces, hummus, garlic butter, breads, teas, organic fresh pickled sprouts, microgreens, and wheatgrass. This small company had a unique, sustainable, and profitable business model with a managed sales turnover worth R160 million (US$2.4 million) in 2016. However, the managing director wondered whether Wingreens Farms could eventually transition from a small, personalized, family-owned company to a large systems- and process-driven organization. Could the company retain its commitment to ethical values and its handmade, labour-intensive production methods if it began competing against factory-produced, cheaper products from large, organized companies?
This case is suited to undergraduate and MBA courses on social entrepreneurship, marketing strategies, subsistence marketing, bottom-of-the-pyramid strategies, rural marketing, and emerging markets. It examines the unique social and operational challenges of working in rural India and discusses how to transform an agriculture-based social enterprise into a successful marketing company. After completion of this case, students will be able to
- discuss the intricacies of social enterprises in rural India, particularly the issues of marketing strategy, consumer behaviour, and win–win value propositions;
- analyze the distinctive farmer behaviour and features of the rural Indian market; and
- review strategies for succeeding in rural India.
Agriculture, Forestry, Fishing and Hunting
India; India, Small, 2016
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