Nukkad, the Chaitastic Teafé: Consider Efficacy in Growth Options

內容大綱
In December 2016, the founder of Nukkad, The Chaitastic Teafé Pvt. Ltd. (Nukkad), an organized tea café retail chain, was pleased to see that Nukkad had garnered positive reviews and ratings on numerous social media pages. He was proud of his social enterprise, which encompassed two cafés based in Raipur, Chhattisgarh, India. Since its inception in 2013, Nukkad had created quite a buzz for its distinctive initiative: it specifically employed youths with speech- and hearing-related disabilities. Its founder’s aim was to expand Nukkad to more locations so that more people with these disabilities could be employed and a larger customer base could be reached. What was the best way to achieve this aim? Should he continue expanding with his own outlets (traditional expansion) or through franchising? If the latter, what type of franchising model should Nukkad follow?
學習目標
This case can be used in graduate and post-graduate courses on retailing, distribution, franchising, and social entrepreneurship at the graduate level. Ideally, the case should be used at the beginning of the course. The case emphasizes the following lessons:<br><ul><li>Social entrepreneurship is characterized by both marketplace and operational instability.</li><li>The success of any social enterprise requires the right location, innovation, and efficient staff.</li><li>Managers must identify concrete options and ways to mitigate the uncertainties related to venturing into a new geographical location.</li></ul>
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