Saumya Sindhwani, Lakshmi Appasamy
Singapore Management University (SMU167-PDF-ENG)
February 10, 2017
The case takes place in November 2015 and is about Sisters in Solidarity (SiS), a social enterprise founded in Lucknow, India, to emancipate marginalized women. SIS was an offshoot of the Study Hall Education Foundation (SHEF), a non-profit organization that promoted feminist education in the educational institutions under its wing. Through the Prerna Girls School (PGS), SHEF also offered high-quality training to disadvantaged girls from slums. Mothers of PGS students who had no economic opportunities due to lack of qualifications and education suffered a vicious cycle of poverty, domestic violence, and oppression. Given the positive results that education and employability brought to their daughters’ lives, these mothers turned to SHEF for help. Shibani Sahni, daughter of the founder of SHEF, led the foundation of SiS, whose objective was to emancipate women by improving their employability through vocational training. The company had three divisions: DiDi’s Foods, DiDi’s Driving, and DiDi’s Creations. However, while SIS’s grocery division had become self-sufficient and profitable and the driving force was a cost-neutral vertical integration that helped SiS become operationally efficient, the creations division (crafts and fashion) was heavy and not profitable. Sahni had to review DiDi’s Creations business strategy and turn the unit around. Resources were exhausted; She should rethink all business areas of the portfolio to maintain profitability and growth. To support more beneficiaries, SiS would have to scale, but Sahni has to verify organizational readiness for it. This case is an opportunity to learn more about sales growth strategies, profitability evaluations and divestment decisions, and various expansion strategies for a social enterprise. The case would also be helpful in understanding the elements of sustainability and scalability that are essential for social enterprise.
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