Babban Gona's Agri-Franchising Model: Scaling up Challenges
| Case Code: LDEN134 Case Length: 18 Pages Period: 2012-2017 Pub Date: 2018 Teaching Note: Available |
Price: Rs.500 Organization: Babban Gona Industry: Agriculture Related Services Countries: Nigeria Themes: Social Entrepreneurship |
Abstract Case Intro 1 Case Intro 2 Excerpts
Introduction
It was the middle of April 2017. Kola Masha (Masha), Founder and Managing Director of Babban Gona; Appolo Goma, Executive Director (Operations), and other employees were celebrating the recent success of the organization, which had won the prestigious 'Skoll Awards for Social Entrepreneurship' for 2017. Babban Gona was the first ever Nigerian organization and the first for-profit organization in the history of the Skoll Foundation to win this award. The organization had won the award for solving one of the world's most challenging problems – getting people out of the clutches of poverty in a sustainable way in Nigeria. Babban Gona had helped thousands of subsistence farmers to double their yield and triple their income through its robust, scalable, and self-sustainable business model. Masha said, "To end insecurity, we must unlock the potential of agriculture as a job-creation engine for millions of youth across Africa."
Masha planned to add 1 million small farmers to Babban Gona by 2025. According to experts, to fulfill his plan, Masha would need an uninterrupted supply of millions of dollars from external agencies; he would also have to build a more robust risk mitigation model and perhaps bring in major changes in the Babban Gona business model itself. But until that happened, experts felt that achieving that plan would be next to impossible.
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