V. Kasturi Rangan

19 Results

 

A Pragmatic Alternative for Creating a Corporate Social Responsibility Strategy

Many companies preach and practice corporate social responsibility, but their efforts often lack an overall strategy that dilutes their effectiveness. Professor "Kash" Rangan and colleagues offer a pragmatic solution. Closed for comment; 8 Comments posted.

Why Every Company Needs a CSR Strategy and How to Build It

Despite certain criticisms, more and more companies in the world practice some form of corporate social responsibility. This paper offers a pragmatic alternative framework for CSR with a view towards developing its practice in an evolutionary way. The authors' extensive experience working with CSR practitioners convinces them that exhorting companies to hone their CSR practice under a shared value framework does not reflect the reality for a majority of businesses. CSR executives oversee a variety of social initiatives that may or may not directly contribute to a company's business goals. The role of an executive is to achieve the difficult task of reconciling the various programs, quantifying their benefits, or at least sketching a logical connection to the business, and securing the support of his or her business line counterparts. This role, when performed well, would lead to the development of a CSR strategy for the company. Read More

Mobile Banking for the Unbanked

A billion people in developing countries have no need for a savings account–but they do need a financial service that banks compete to provide. The new HBS case Mobile Banking for the Unbanked, written by professor Kash Rangan, is a lesson in understanding the real need of customers. Closed for comment; 27 Comments posted.

The Limits of Nonprofit Impact: A Contingency Framework for Measuring Social Performance

The social sector is in the midst of a search for metrics of impact. Over the past 20 years, there has been an explosion in methodologies and tools for assessing social performance and impact, but with little systematic analysis and comparison across these approaches. In this paper, HBS professors Alnoor Ebrahim and V. Kasturi Rangan provide a synthesis of the current debates and, in so doing, offer a typology and contingency framework for measuring social performance. Their contingency approach suggests that—given the varied work, aims, and capacities of social sector organizations—some organizations should be measuring long-term impacts, while others should stick to measuring shorter-term results. The researchers provide a logic for determining which kinds of measures are appropriate, as driven by the goals of the organization and its operating model. Read More

Corporate Social Responsibility in a Downturn

Financial turmoil is not a reason to scale back on CSR programs—quite the opposite, says HBS professor V. Kasturi "Kash" Rangan. As a marketing scholar Rangan is optimistic about strategic CSR efforts that provide value in communities and society. Q&A Read More

The Coming Transformation of Social Enterprise

A new generation of business leaders and philanthropists is experimenting with hybrid forms of social enterprises while demanding more transparency and accountability from the organizations they are funding. Harvard Business School professor Kash Rangan discusses what he sees as a sector on the brink of transformation. From the HBS Alumni Bulletin. Read More

Colloquium: The Future of Social Enterprise

The field of social enterprise is undergoing a "confluence of forces" that is reshaping the way nonprofits and other organizations fund and measure their work. A new working paper born of a recent Harvard Business School colloquium on the future of social enterprise explores possible scenarios. Read More

The Future of Social Enterprise

This paper considers the confluence of forces that is shaping the field of social enterprise, changing the way that funders, practitioners, scholars, and organizations measure performance. The authors trace a growing pool of potential funding sources to solve social problems, much of it stemming from an intergenerational transfer of wealth and new wealth from financial and high-tech entrepreneurs. They further examine how these organizations can best access the untapped resources by demonstrating mission performance, and then propose three potential scenarios, outlined below, for how this sector might evolve. Read More

The Business of Global Poverty

Nearly half of the planet's population subsists on $2 a day or less. What role should business play as the world confronts what may be the most explosive socioeconomic challenge of the new century? Read More

Business and the Global Poor

Companies have more or less ignored 80 percent of the world's population—the global poor. The new book Business Solutions for the Global Poor, created from research and a conference at Harvard Business School, shows how both business and societal interests can be served at the base of the economic pyramid. A Q&A with co-editor V. Kasturi Rangan. Read More

The Strategic Way to Go to Market

Too often channel strategies develop at the last minute--when a product is ready to go to market. But this haphazard approach leaves a lot of efficiencies and synergies by the wayside, says V. Kasturi Rangan. Enter the concept of the "channel steward." Read More

The Promise of Channel Stewardship

For many companies, distribution channels serve neither customers nor channel partners well. In a new book, Harvard Business School professor V. Kasturi Rangan outlines the concept of channel stewardship. An excerpt from Transforming Your Go-to-Market Strategy. Read More

How an Order Views Your Company

HBS Professors Benson Shapiro and Kash Rangan bring us up to date on their pioneering research that helped ignite today’s intense focus on the customer. The key? Know your order cycle management. Read More

Ground-Floor Opportunities for Retail in India

India is overcoming tradition and poverty to create opportunities for retailers ready to take a chance on a new playing field. Read More

It’s Back to Business-Basics for Nonprofits

Moving from theory to practice: Former HBS professor Jeff Bradach shares practical advice on how nonprofits can improve their strategy and produce measurable results for their cause and donors. Read More

Building a Better Buyer-Seller Relationship

How do you turn short-term transactions into long-term relationships? Harvard Business School professor Narakesari Narayandas finds answers in mature industrial markets. Read More

The Challenge of the Multi-site Nonprofit

Multi-site nonprofit organizations shouldn’t be run like companies that make money, say HBS professors Allen Grossman and V. Kasturi Rangan. The key for nonprofit managers is to embrace a balance between affiliation and autonomy. Read More

Don’t Lose Money With Customers

Executives talk a good game about managing customer relationships. But then why do many companies persist in money-losing arrangements? Time to become proactive, says Harvard Business School professor Narakesari Narayandas.
Read More

How Marketing Can Reduce Worldwide Poverty

Marketing to the world's poorest customers? There's no contradiction, say HBS professor V. Kasturi "Kash" Rangan and research associate Arthur McCaffrey. In fact, the marketing profession can play a huge role in alleviating global poverty. Read More