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Shayna EcoUnified: Expanding Into a “Green” Field
內容大綱
In September 2022, Paras Saluja, the founder and director of Shayna EcoUnified India Pvt. Ltd. (Shayna), lost three of his customers within a span of one week, all because of the high cost of his products. Based in Delhi, India, Shayna was a circular enterprise and the first in the country to have acquired a patent for manufacturing recycled plastic products. But in six years of operation, the company had yet to see stable demand: not only did its products cost too much, but its catalogue was too limited. The director urgently needed a growth strategy for his company. One option was to create new products, such as recycled plastic boards as a substitute for traditional timber. The second was to reduce the cost of current products by going backward into waste management. But given his limited financial and human resources—and a buying public wary of recycled goods—which option should the company director choose to cut costs and secure stable demand for his innovative recycled plastic products?
學習目標
The case is intended for graduate and postgraduate students studying operations management, strategic management, and marketing management, especially in the context of CE and sustainability. The case introduces the concept of a circular economy (CE) and CE-based business models. Specifically, it helps students understand the challenges of operationalizing circular enterprises. It also enables students to study a firm’s competitive strength in a CE through an existing theoretical lens. Learnings from the case are achieved through the following objectives:<ul><li>Understanding the CE and the 9R framework.</li><li>Identifying the circularity of enterprises within the 9R framework.</li><li>Learning about the barriers to running circular enterprises.</li><li>Gaining knowledge of ways to overcome the challenges experienced by circular firms.</li><li> Studying the competitiveness of a circular firm using a theoretical framework.</li></ul>