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In 2022, Manisha Pande, the co-founder and managing director of Village Ways (VW), a responsible tourism company in India, was facing financial challenges which threatened to wipe out her company’s 16 years of growth. VW offered personalized trips within India and in neighbouring countries, fostering the well-being of rural communities while limiting environmental damage. But then the COVID-19 pandemic stopped tourism worldwide and created significant financial setbacks for VW. VW thus needed a new strategy to ease its financial strain, save the business, and preserve the community’s trust. Should Pande stick to her pre-pandemic plan of further expanding VW into other countries, or should she focus on saving the company today? Amid these twin challenges of short-term survival and long-term growth planning, Pande also had to uphold VW’s core values of environmental conservation and responsible tourism.

In 2016, a social entrepreneur founded Even Cargo in Delhi, India to provide last-mile logistics by employing only women. Even Cargo trained and provided employment opportunities to women from underprivileged backgrounds, usually as their first job ever outside the home. The company encountered various challenges, including resistance from patriarchs and gender bias. The founder remained persistent in his goal to establish Even Cargo as a successful social enterprise in Delhi and eventually expand into smaller Indian cities. However, a prevalent patriarchal mindset and gender inequality were deeply ingrained in these areas, which would make this goal considerably more difficult to achieve. What strategies could the founder consider to realize his business growth and expansion objectives?

In 2016, a social entrepreneur founded Even Cargo in Delhi, India to provide last-mile logistics by employing only women. Even Cargo trained and provided employment opportunities to women from underprivileged backgrounds, usually as their first job ever outside the home. The company encountered various challenges, including resistance from patriarchs and gender bias. The founder remained persistent in his goal to establish Even Cargo as a successful social enterprise in Delhi and eventually expand into smaller Indian cities. However, a prevalent patriarchal mindset and gender inequality were deeply ingrained in these areas, which would make this goal considerably more difficult to achieve. What strategies could the founder consider to realize his business growth and expansion objectives?