9d18f9be_es___Deloitte_University_Press__1
[0] Eyeglasses & Essilor International [2] Missed the goal…In scaling up operations, Essilor initially attempted to franchise the vans, but ultimately decided to operate them on their own and to limit spending on upgrades for existing vans. [3] • Franchising Doesn’t Kick It: The goal of franchising van ownership and salesmanship did not work. It’s important to retain oversight over direct employees until significant penetration is reached within the rural poor.• Don’t Go Big Too Quickly: While Essilor has had demonstrated impacts around the world, they needed to be more prescriptive in BOP markets. Focus on their immediate small business and relationship with non-profits would have slowly built a scalable model for India. [1] 
Essilor International, known for manufacturing and selling optical lenses around the world, teamed up with Indian non-profit eye hospitals Aravind and Sankara Nethralaya. They targeted Indian rural poor by running mobile optician shops that traveled around the country prescribing and selling spectacles (priced between $3-4). Essilor only operated a total of 8 vans, yet had aspirations to operate 1000.32
Generating demand for clean cookstoves in developing countries | Deloitte University Press