the past year, Nokero had sold more than 150.000 solar ight buibs to over 90 countries The company has also started to attract significant media attention. CNN, The New York Times (ontine). The Washington Post, Fast Company, Populaar Mechanics. Popular Science, The Denver Post, and Engadget, to name just a few. have featured Nokero's story of doing well by doing good as a provider of envireonmentally friendly solar lighting to the w orld's p oor. While Katsaros was very pleased with his company's overall performance during the past year, he was concerned with three fundamental questions. First, what market segments should the company fo cus on for protitable growth? Several opportunities h ad propelled Nokero's sales in recent months. The company has made tens of thousands of dollars in small and sample order sales through the company's website from thousands of customers in North America and abroad. Additionally. Nokero has entered into or is in the process of signing distributorship agreements in about a dozen countries. For exa mple, Nokero has en- gaged Wostinghouse Lightinga Corporation to distribute its solar lights in selected markets in Latin America. Finally. governments, international agencien, and non-governmental organi- zations have partnered with or approached Nokero on collaborative social programs relating to envi onmental sustainability, renewable energy. poveerty alleviation, aand disanter and relief projects. Katsaros wanted to make sure that Nokero explores the best pathways for growth in both the sockal enterprise sector and commercial channels. Second, where should the company grow? Cuurrentiy. Nokero has pursued an opportu- nistic sales approach. The company's major customers are in diverse and dispersed loca- tions in Ghana, South Africa, FI, Mexcico, India, Nigeria, Vanuatu, Haiti, Kenya, and other markets. ARhough practical business sense may dictate that international new ventures ke Nokero focus on a few markets at a time, Katsaros w as hestant to pursue this approach since it contradicted the cormpany's social mission of reaching out to as many people as possible that could benefit from Nokero's solar light buibs. Third, how should Nokero manage its supply chain to support the companys growth? Katsaro s understood that the c ompany's future success hinges on its ability to reach its cus- tomers. In turn, this requires Nokero to address oritical giobal supply chain issues effectivety. How can the c ompany serve different market and customer segments that are dispersed in many c ountries ? How can Nokero brin g down distribution costs to make the product more affordable to its customers? What shouid the company do to address the "last mile issue" of reachin g customers in the most remote locations?
the past year, Nokero had sold more than 150.000 solar ight buibs to over 90 countries The company has also started to attract significant media attention. CNN, The New York Times (ontine). The Washington Post, Fast Company, Populaar Mechanics. Popular Science, The Denver Post, and Engadget, to name just a few. have featured Nokero's story of doing well by doing good as a provider of envireonmentally friendly solar lighting to the w orld's p oor. While Katsaros was very pleased with his company's overall performance during the past year, he was concerned with three fundamental questions. First, what market segments should the company fo cus on for protitable growth? Several opportunities h ad propelled Nokero's sales in recent months. The company has made tens of thousands of dollars in small and sample order sales through the company's website from thousands of customers in North America and abroad. Additionally. Nokero has entered into or is in the process of signing distributorship agreements in about a dozen countries. For exa mple, Nokero has en- gaged Wostinghouse Lightinga Corporation to distribute its solar lights in selected markets in Latin America. Finally. governments, international agencien, and non-governmental organi- zations have partnered with or approached Nokero on collaborative social programs relating to envi onmental sustainability, renewable energy. poveerty alleviation, aand disanter and relief projects. Katsaros wanted to make sure that Nokero explores the best pathways for growth in both the sockal enterprise sector and commercial channels. Second, where should the company grow? Cuurrentiy. Nokero has pursued an opportu- nistic sales approach. The company's major customers are in diverse and dispersed loca- tions in Ghana, South Africa, FI, Mexcico, India, Nigeria, Vanuatu, Haiti, Kenya, and other markets. ARhough practical business sense may dictate that international new ventures ke Nokero focus on a few markets at a time, Katsaros w as hestant to pursue this approach since it contradicted the cormpany's social mission of reaching out to as many people as possible that could benefit from Nokero's solar light buibs. Third, how should Nokero manage its supply chain to support the companys growth? Katsaro s understood that the c ompany's future success hinges on its ability to reach its cus- tomers. In turn, this requires Nokero to address oritical giobal supply chain issues effectivety. How can the c ompany serve different market and customer segments that are dispersed in many c ountries ? How can Nokero brin g down distribution costs to make the product more affordable to its customers? What shouid the company do to address the "last mile issue" of reachin g customers in the most remote locations?
Chapter1: Taking Risks And Making Profits Within The Dynamic Business Environment
Section: Chapter Questions
Problem 1CE
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