The Nurturing Green, Case Study Example

External Environment

Nurturing Green faces a period of significant transition and potential growth. These efforts have been difficult for the company to sustain as a result of its limited capital and experience in the world of business. Nonetheless, the plant industry in India has emerged and continues to flourish under Nurturing Green and its relatively new business model. The company, although lacking in experience on some levels, has established a loyal following with its high quality plants sold for a variety of occasions (Gupta and Goyal). The company sought to explore the possibility of expansion into a larger part of India because their emerging business model was achieving success with its current customer base (Gupta and Goyal). This type of approach to the business was appropriate; however, there were a number of critical needs that were missing that would need to be secured to facilitate expansion and sales growth (Gupta and Goyal). These efforts are important because they reflect the opportunities that are available to the organization to attract new customers and to improve its level of sustainability for the foreseeable future (Gupta and Goyal).

Internal Environment

From an internal perspective, the organization is represented by a number of important challenges and opportunities that must explored in depth to determine how to best move forward for a successful future. For example, organizational strengths include the level of commitment by the owner in shaping the business environment and current sales. These efforts have been instrumental in shaping how the organization will continue to thrive even in difficult times. At the same time, the lack of detailed business knowledge of the plant industry could be detrimental for the organization if it does not improve its ability to maintain a successful business model. This is a critical step to secure the company’s future in India and beyond. Organizational weaknesses include the lack of capital to secure a strategic expansion effort and a lack of storage for the plants that are sold through the organization. In addition, the organization did not have the capital in place to expand operations, so expansion was not likely. However, the potential collaboration with i3 Consulting to secure capital would provide an opportunity for the organization to expand its business to the next level (Gupta and Goyal, 2012). Nevertheless, securing capital would require the business to give up some of its controlling interest, which could threaten the integrity of the organization in different ways in a negative manner (Gupta and Goyal, 2012).

Recommendations

In exploring the potential growth of Nurturing Green, the company must consider the offer that has been presented to them and what might transpire if the owner does not accept the offer for increased capital. Under these circumstances, it is important to recognize te potential of the company if it allowed the consulting firm to assume some of the controlling interest, as this could create new problems for the business in maintaining its level of control and its overall direction for the foreseeable future. Based upon the options that the organization currently possesses, it appears that if the company wants to explore strategies for growth and expansion, the only real means of achieving this goal is to accept i3 Consulting’s offer and to move forward with these efforts. This alternative will also ensure that other expansion plans are considered, such as the use of new warehouses to ensure that the organization is able to store its plant inventory more effectively (Gupta and Goyal). Each of these alternatives must be considered when attempting to move the company forward in a new and interesting direction for the future of India.

References

Gupta, N., and Goyal, D.P. (2012). Nurturing Green: vows and woes of an entrepreneur (A).                Richard Ivey School of Business, The University of Western Ontario, pp. 1-10.