Abstract
This case presents the hybrid business model of a social venture Gramshree. It provides a detailed description of the dilemma faced by the board of trustees regarding the selection of marketing channels for Gramshree to bring sustainability to the business. Gramshree aimed at empowering women artisans by ensuring a steady income for them so that they could become a catalyst for sustainable economic development and social change. However, with growing competition and difficulties in selling, generating market demand was a key challenge for Gramshree. This case illustrates the strategies for the development and value creation of a hybrid social business model. It also describes the challenges faced by social organizations. The case provides an opportunity to evaluate the current situation and proposes a solution for the sustainability of the organization.
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