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2000 kiosks in 12 states across India, with plans to keep
adding thousands more. Each Kiosk caters to approximately
1200 households, a majority of which have an aggregated in-
come of less than $2 a day. Over a longer period, Drishtee is
geared up to try to become a type of “electronic Wal-Mart,” so
to speak, for the rural world.

While Drishtee did not arise from within an established cor-
poration, it clearly illustrates a nonobvious new business design
that is capable of operating profitably in exceptionally chal-
lenging environments. As emerging enterprises like Drishtee
begin to prove the microfranchising model, it is likely that larger
companies will eventually define their own approaches to these
markets, just as some have begun doing with microfinance.
While fundamental human needs may be consistent, the
numerous ways in which they are manifested within varied
geographies, cultures, and economic environments ensure that
the quest for global growth will compel more and more com-
panies to adopt the tools and practices of corporate entrepre-
neurship. Operating in world markets is no longer simply a
challenge of overseas sourcing and selling; instead, it requires
competing against companies with increasing sophistication
and customization on behalf of local markets. Corporate entre-
preneurs, armed with the tools of new business design and
development, provide a potent force in this context.

Corporate Entrepreneurship in
Times of Trouble and Plenty

Historically, corporate entrepreneurship efforts have been cycli-
cal. To some extent, such efforts follow the ebbs and flows of
the broader economy or conditions in the industry sector. Many