Write a story in 150-200 words by giving it a suitable title and keeping the format in mind. Gopla, shiv had just returned to Delhi after a successful meeting in mumbai and were happy as the had got the much wanted contract for their company. The moment they landed at the Delhi airport they were anxious , worried seeing-----------------------.
Answers
Explanation:
My entrepreneurial adventure began when I started seeing fragility as a starting point to plan for a more
inclusive, safer world.
I ditched a career as a medical student, but curing the world was not enough, I wanted to change it.
An internship in a women microcredit NGO in India, followed by a joint MA in International Organisations,
made me realise that real change only comes through bottom-up empowerment.
I founded Quid, together with five good friends of mine.
Quid employed disadvantaged women through other cooperatives, thus we managed to keep fixed
costs low, also by collaborating with Calzedonia Group – who donated faulty t-shirts, letting us use one
of their vacant shop as a pop-up store. This business model allowed us to test how market would react
to our offer.
During a first period of activity, we understood that t-shirts could not be our core business if we were to
grow. We differentiated our core business: on the one hand Progetto Quid would be an independent
fashion brand, on the other it would offer established brands as a supplier of ethical fashion. This strategic
decision was expensive in the beginning: we took a leap and applied for grants to hire a designer team and
rent our own workshop.
As the production grew, Quid changed its statute from charity to not-for-profit cooperative to open mores
stores and to hire directly our employees.
The next steps will be focused on improving employees’ welfare and on collaborating with other social
fashion organisations: constant growth requires capital, and we are not in the position to fund our strategic
investments yet.
Quid employed disadvantaged women through other cooperatives, thus we managed to keep fixed
costs low, also by collaborating with Calzedonia Group – who donated faulty t-shirts, letting us use one
of their vacant shop as a pop-up store. This business model allowed us to test how market would react
to our offer.
During a first period of activity, we understood that t-shirts could not be our core business if we were to
grow.
We differentiated our core business: on the one hand Progetto Quid would be an independent fashion
brand, on the other it would offer established brands as a supplier of ethical fashion. This strategic decision
was expensive in the beginning: we took a leap and applied for grants to hire a designer team and rent our
own workshop. As the production grew, Quid changed its statute from charity to not-for-profit cooperative
to open mores stores and to hire directly our employees.
The next steps will be focused on improving employees’ welfare and on collaborating with other social
fashion organisations: constant growth requires capital, and we are not in the position to fund our strategic