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Sustainability Strategies in a Nascent Market with Brown Living
Chaitsi Ahuja, founder and CEO of Brown Living, was discussing the firm’s future with her teammates. Ahuja started Brown Living in 2019 with a vision for a zero-waste lifestyle and used a marketplace model to partner with other brands and artisans and offer sustainable products for consumers. It strove to maintain a 100 per cent green supply chain and was guided by its Brown Lens method to ensure accurate green assessments of every product. But it faced challenges, not only from e-commerce giants like Amazon but also emerging sustainable product platforms in the Indian market. Ahuja and her team were contemplating expanding into electrical and electronic products, where the scope of green products was restricted and ways of reducing carbon footprints were limited. Could Brown Living remain sustainable while scaling up the business? -
Hari Krishna Diamond Cutting: Retaining Talent in Times of Crisis
In 2014, the production manager at Hari Krishna Exports Pvt. Ltd., a diamond manufacturer and exporter in India, faced the challenge of maintaining his duty towards the company’s employees while it experienced low growth and profitability after a downturn in the industry. High attrition among employees was a common problem across the industry; it cost the company heavily and had a significant impact on employees’ morale. Recruiting strong employees and retaining them was a challenge, especially during a time of crisis. The production manager wanted to build on the initiatives of the chairman and founder and pursue a performance-based incentive system, value-added incentives, and other employee-friendly human resource policies. Could these strategies keep the attrition rate low and help the company create a high-performance work environment? Success could help Hari Krishna Exports in its plan to grow from a diamond manufacturer to a diamond jewelry retailer with a global reach.