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CDI (B): the market for Digital Inclusion: social, commercial and government enterprise models

Author: Santos, Filipe M. ; Kayser, OlivierINSEAD Area: Entrepreneurship and Family EnterprisePublisher: Fontainebleau : INSEAD Social Innovation Centre (ISIC) 2009.Language: EnglishDescription: 6 p.Type of document: INSEAD CaseNote: Latest version available via https://publishing.insead.eduAbstract: Case (B) continues CDI’s story and presents the challenges that Rodrigo and his team faced in 2008 and are still dealing with at present. There are now 80,000 privately run cybercafés and 6,000 government Telecentros in Brazil. The CDI team needs to develop new mechanisms for improving the sustainability of the CDI network and empowering the network members. They also need to rethink CDI’s added value to society in the context of an increasingly crowded market with competing solutions.Pedagogical Objectives: The key goal is to help students understand how to apply the concept of strategy to a social sector organisation. The learning applies to any values-based organisation that needs to identify its distinctive assets and capabilities for the strategy-making process. The take-away is how to redefine the market positioning and adopt measures that reinforce the organisation’s distinctive assets and avoid erosion of its core values. Secondary goals are to redefine a mission to avoid overlap with government and private-sector programmes (Case B), develop sensitivity to the need to use financial and accounting information for the strategy development process in socialoriented organisations, and discuss social entrepreneurship challenges (business model innovation, scaling up strategy).
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Latest version available via <a href=https://publishing.insead.edu>https://publishing.insead.edu</a>

The key goal is to help students understand how to apply the concept of strategy to a social sector organisation. The learning applies to any values-based organisation that needs to identify its distinctive assets and capabilities for the strategy-making process. The take-away is how to redefine the market positioning and adopt measures that reinforce the organisation’s distinctive assets and avoid erosion of its core values. Secondary goals are to redefine a mission to avoid overlap with government and private-sector programmes (Case B), develop sensitivity to the need to use financial and accounting information for the strategy development process in socialoriented organisations, and discuss social entrepreneurship challenges (business model innovation, scaling up strategy).

Case (B) continues CDI’s story and presents the challenges that Rodrigo and his team faced in 2008 and are still dealing with at present. There are now 80,000 privately run cybercafés and 6,000 government Telecentros in Brazil. The CDI team needs to develop new mechanisms for improving the sustainability of the CDI network and empowering the network members. They also need to rethink CDI’s added value to society in the context of an increasingly crowded market with competing solutions.

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