Abstract
On 9 January 2024, Charaka’s CEO, Terence Peter, reflected on the organization’s growth and future direction after reading about a national handloom summit in Odisha. Charaka, a rural cooperative rooted in Gandhian principles, has enabled women’s self-help groups in Karnataka to preserve traditional handloom practices, recycle textiles and generate sustainable livelihoods. The enterprise reported revenues of $6.74 million in FY 2022–2023, a 44% increase, and employed 800 artisans across eight districts. Despite India’s rich handloom heritage, the sector faced significant challenges, including declining numbers of weavers, low wages and migration to urban jobs. Charaka attempted to counter these trends through fair wages, decentralized production and ten ‘DESI’ retail outlets that promoted handloom and natural dye products from across India. However, its labour-intensive processes, time-consuming training requirements and resistance to mechanization constrained scalability. Peter aimed to expand Charaka’s reach without compromising the cooperative’s core values of handmade, eco-friendly, community-based production. The case invites discussion on strategic growth options for Charaka within these operational and philosophical constraints.
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