Learning outcomes After completion of the case study, the students will be able to analyze how social enterprises can balance mission and market under scaling pressure; evaluate strategic options for sustainable growth in impact-driven startups; apply the social business model canvas (SBMC) to real-world dilemmas; and understand the role of innovation ecosystems and corporate social responsibility (CSR) partnerships in emerging markets. Case overview/synopsis This teaching case follows the journey of Torchit, a Gujarat-based social enterprise founded by Hunny Bhagchandani, which developed affordable assistive mobility technology for visually impaired individuals. Its flagship product, Saarthi, was a smart cane attachment that uses ultrasonic sensors to help detect obstacles and enhance user independence. Torchit had grown steadily through grassroots partnerships, CSR initiatives and inclusive design. Now, the organization faced a strategic decision: whether to accept an international distribution deal that would significantly scale its global footprint – but also require higher costs, stricter compliance and likely price increases. Accepting the deal could dilute Torchit’s core mission of affordability and accessibility. The case places students in the role of the founder as he evaluates how to adapt the SBMC to navigate this inflection point. It is ideal for discussions on mission-market trade-offs, hybrid business models and scaling inclusive innovation. Complexity academic level This case is suitable for postgraduate and executive-level learners, including MBA and executive MBA students, enrolled in courses related to: It is also relevant for executive education programs focusing on hybrid business models, impact-driven decision-making and scaling strategies for social enterprises. The case provides rich insights for participants analyzing real-world dilemmas at the intersection of social purpose and commercial growth. Supplementary material Teaching notes are available for educators only. Subject code CSS3: Entrepreneurship.
Sagar S Tanna (Thu,) studied this question.