Case Solution for Even Cargo India's Women Only E commerce Logistics Company
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Managerial Accounting
Institution
Managerial Accounting
Get Even Cargo India's Women Only E commerce Logistics Company Case Study Solution Analysis Answers by Venkatesh Murthy, Amit Anand Tiwari, Samrat Gupta, Mahesh Agarwal | Case ID for this case is W24662. This is a Plagiarism free Case Solution.
EVEN CARGO: INDIA'S WOMEN ONLY E-COMMERCE LOGISTICS
COMPANY CASE STUDY SOLUTION
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SYNOPSIS
In 2016, social entrepreneur Yogesh Kumar founded Even Cargo (EC) in Delhi, India. EC provided last-
mile logistics and employed only women. EC trained and provided employment opportunities to women
from underprivileged backgrounds, usually as their first job ever outside the home. The company
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encountered various challenges, including resistance from patriarchs and gender bias. However, Kumar
remained persistent in his goal to establish EC as a successful social enterprise in Delhi. Kumar now wants
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to expand EC into smaller Indian cities. However, he is aware of the prevalent patriarchal mindset and
gender inequality deeply ingrained in these areas, which will make his goal considerably more difficult to
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ASSIGNMENT QUESTIONS
1. How does EC compete in the market? How does it differentiate itself from competitors?
2. Assess EC’s options for expanding into Nagpur, Indore, and Ajmer.
3. Assuming EC chooses to expand into one or more of the proposed cities, what are the top three biases
Kumar will face during the expansion? How can Kumar overcome these challenges?
4. What specific information should you gather to manage strategic uncertainties related to expanding into
smaller cities?
5. What can Kumar do to ensure forward momentum in EC’s mission to improve gender equality and
access to the job market for women in India?
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,ANALYSIS
1. How does EC compete in the market? How does it differentiate itself from competitors?
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(see Exhibit
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1). The chart displays the following three main steps:
• Step 1—In the first action of the cycle, the customer places an order with the e-commerce retailer.
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• Step 2—The e-commerce retailer transfers the information to its own or a third-party’s warehouse.
Often, the purchased product comes to the warehouse from another location. The warehouse staff
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processes the order for delivery to the customer’s address. In the context of EC, the warehouse staff
allocates a specific set of orders for delivery by EC employees based on their safety requirements and
agreed specifications. The EC team includes a community outreach officer who develops detailed
information for each city. The document specifies safe locations within a city where the EC employees
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can deliver goods. In major cities such as Delhi, the data is readily available through the National Crime
Records Bureau and the Institute for Human Development. However, in smaller cities, this information
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is not readily available. The instructor can ask students what options EC has to keep the women
employees safe in smaller cities if it chooses to expand. One interesting point is that some of EC’s
largest clients, such as Amazon.com Inc. (Amazon) and Flipkart, chose to help EC identify safe zones
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by collecting data from deliveries by male drivers over periods of years. These collaborative efforts by
large business entities allowed EC to keep an updated list of safe delivery locations for its employees.
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• Step 3—The e-commerce company’s own or third-party delivery company (e.g., EC) collects the
ordered items from the warehouse or order fulfillment centre and delivers them to the end consumer.
How do e-commerce retailers view the outsourcing of delivery services and what are their priorities?
As noted in a KPMG report, e-commerce companies have been investing heavily in captive logistics arms
(owned by e-commerce firms). The report states that “in-house logistic arms of large e-retailers . . . execute
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EXHIBIT -2: FOUR COMPONENTS FROM MINTZBERG’S 5 PS OF STRATEGY
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The Case Solution Starts From page 5
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