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dc.contributor.authorChakrabarti, Rajesh-
dc.contributor.authorSujlana, Digvijay Singh-
dc.identifier.citationChakrabarti, Rajesh and Sujlana, Digvijay Singh. SREI Sahaj e-Village. Harvard Business Review.en_US
dc.description.abstractSahaj e-Village Limited, an initiative of SREI Infrastructure Finance Ltd, hoped to answer the need of the Indian government's National e-Governance Plan (NeGP) to set up 100,000 Common Service Centres (CSCs) across rural India in 2006. This figure was subsequently revised to 250,000 CSCs in 2009. Sahaj aimed to bridge the digital divide between urban and rural India and set up one of the largest brick and mortar --and human --networks in rural India. With close to 27,000 IT-backed centers in villages with a population of less than 10,000 and 50 critical services in the domains of microinsurance, education, utility and government-to-citizen (G2C) services to over 300,000,000 rural people, Sahaj e-Village was literally taking urban services to the remotest nooks of rural India. Sahaj CSCs would provide rural consumers with direct access to modern, state-of-the-art technological facilities and computer education, thus dovetailing with its long-term plans of providing Internet connectivity across rural India. Case A, set in July 2010, presents the tough challenge that the top management at Sahaj e-Village Ltd had on its hands. It was serving a virtually untouched rural market through a greenfield project with a jittery workforce in place and was justifiably concerned about the viability and sustainability of the business.en_US
dc.publisherHarvard Business School, Canadaen_US
dc.subjectE-Governance projecten_US
dc.subjectRural kiosksen_US
dc.titleSREI Sahaj e-Villageen_US
dc.institutionJindal Global Business Schoolen_US
Appears in Collections:JGU Research Publications

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