Suggest a different mode of entry that would be feasible theBoys at an orphanage inKis, Kenya, use the Nokerasolar ligt to read at night.While the brightness of theN200 tight is not ehe sametraditional LED lighting.is ve timescommanly used in developingcountriewhere electricity isscarce or nonexistentnete neatSmethe past year, N okero had sold more than 150,000 solar light buibs t o over 90 countries.The company has also started to attract significant media attention. CNN. The NewYork Times (online). The Washington Post, Fast Company, Popular Mecharnics, Po pularScience, The Denver Post, and Engadget, to name justa few, have featured Nokero'sstory of doing well by doing g ood as a provider of environmentally friendly solar lightingto the world's poor.While Katsaros was very pleased with his co mpany's overall performance during thepast year, he waas concerned with three fundamental questions. First, what market segmentsshould the company focus on for profitable growth? Several opportunities had propelledNokero's sales in recent months. The company has made tens of thousands of dollars insmal and sample order sales through the company's w ebsite from tho usands of customersin North America and abroad. Additionally. Nokero has entered into or is in the process ofsigning distributorship agreements in about a dozen countries. For example, Nokero has en-gaged Wostinghouse Lighting Corporation to distribute its solar lights in selected markets inLatin America. Finally. governments, international agencies, and non-governmental organi-zations have partnered with or approached Nokero on collaborative social programs relatingto envinonmental sustainability, renewable energy. poveerty alleviation, and disaster and reliefprojects. Katsaros wanted to make sure that Nokero explores the best pathwaays for growthin both the social enterprise sector and commercial channels.Second, where should the company grow? Currently. Nokero has pursued an opportu-nistic sales approach. The company's major customers are in diverse and dispersed loca-tions in Ghana, South Africa, Fiji, Mexcico, India, Nigeria, Vanuatu, Haiti, Keya, and othermarkets. Although practical business sense may dictate that internatioonal new ventures likeNokero focus on a few markets at a time, Katsaros was hesitant to pursue this approachsince it contradicted the comp any's social mission of reaching out t o as many people aspossible that could benefit from Nokero's solar light bulbs.Third, how should Nokero manage its supply chain to support the company's growth?KatsaroS understood that the c ompany's future success hinges on its ability to reach its cus-tomers. In turn, this requires Nokero to address critical giobal supply chain issuues effeotively.How can the c ompany serve different market and customer segments that are dispersed inmany c ountries? How can Nokero bring down distribution costs to make the product moreaffordable to its customers? What should the company do to address the "last mile issue" ofreaching customers in the most remote locations?

International business: When a person or a company is involved in commercial activities, which…

the past year, Nokero had sold more than 150.000 solar ight buibs to over 90 countries The company has also started to attract significant media attention. CNN, The New York Times (ontine). The Washington Post, Fast Company, Populaar Mechanics. Popular Science, The Denver Post, and Engadget, to name just a few. have featured Nokero's story of doing well by doing good as a provider of envireonmentally friendly solar lighting to the w orld's p oor. While Katsaros was very pleased with his company's overall performance during the past year, he was concerned with three fundamental questions. First, what market segments should the company fo cus on for protitable growth? Several opportunities h ad propelled Nokero's sales in recent months. The company has made tens of thousands of dollars in small and sample order sales through the company's website from thousands of customers in North America and abroad. Additionally. Nokero has entered into or is in the process of signing distributorship agreements in about a dozen countries. For exa mple, Nokero has en- gaged Wostinghouse Lightinga Corporation to distribute its solar lights in selected markets in Latin America. Finally. governments, international agencien, and non-governmental organi- zations have partnered with or approached Nokero on collaborative social programs relating to envi onmental sustainability, renewable energy. poveerty alleviation, aand disanter and relief projects. Katsaros wanted to make sure that Nokero explores the best pathways for growth in both the sockal enterprise sector and commercial channels. Second, where should the company grow? Cuurrentiy. Nokero has pursued an opportu- nistic sales approach. The company's major customers are in diverse and dispersed loca- tions in Ghana, South Africa, FI, Mexcico, India, Nigeria, Vanuatu, Haiti, Kenya, and other markets. ARhough practical business sense may dictate that international new ventures ke Nokero focus on a few markets at a time, Katsaros w as hestant to pursue this approach since it contradicted the cormpany's social mission of reaching out to as many people as possible that could benefit from Nokero's solar light buibs. Third, how should Nokero manage its supply chain to support the companys growth? Katsaro s understood that the c ompany's future success hinges on its ability to reach its cus- tomers. In turn, this requires Nokero to address oritical giobal supply chain issues effectivety. How can the c ompany serve different market and customer segments that are dispersed in many c ountries ? How can Nokero brin g down distribution costs to make the product more affordable to its customers? What shouid the company do to address the "last mile issue" of reachin g customers in the most remote locations?