Namaste Solar: A Case Study Analysis

Introduction to the case study

Explain the Case study background, the statement of the problem, research questions and aims and objectives .

Description of the situation ( Case Brief).

Students to state the problems and explain the models/ theories /planning tools to be used to analyse the case.

Findings from the analysis (using the tools).

Solutions to the problem and issues. Recommendations and students to come out with a business plan.

Statement of the Problem

Namaste Solar is Colorado-based solar energy system. It mainly designs and installs solar system from the year 2004 (Amason 2011). This particular company faces problems regarding transition state as well as employee ownership in an overall manner. It requires initial attention by the workers of Namaste Solar. Namaste Solar believes in prioritizing right things as well as contributes towards social justice for positive social change. Namaste Solar falls under the dedicated community of individuals who understand work and remain passionate for the business activities (Andrews et al. 2012). They mainly believe in aligning with values as well as appreciate working for respectful position. It ensures positive as well as rewarding environment in the most appropriate way.

The main aim of the study is to understand the working pattern and environment of Namaste Solar. It should aim at propagating for responsible usage of renewable solar energy in the business practices in an overall manner (Barney and Hesterly 2012). It aims at creation of holistic wealth approach for business as well as community for the same. It aims at using holistic approach for interdependence and other related activities in an effective way. Holistic Wealth mostly benefits stakeholders on equitable basis. It mainly serves customers, investors, communities as well as environment. It mainly recognizes the interdependence level of stakeholders (Cattani 2011). Namaste Solar aims at ensuring high-level of loyalty and long-term commitment for the entire Namaste Solar family. This company struggles for striving for strong as well as harmonious teams for promotion of individual autonomy as well as responsibility for the same (Colovic 2012).

The main objectives of Namaste Solar include:

To Promote individual autonomy and responsibility

To share aligned values promote level of leadership in business communities

To provide strong relationship with customers, community as well as suppliers for the same

To value distributed leadership and unique gifts as well as individual perspectives in an overall

To contribute co-ownership mentality from the business owners as well as ensuring towards creation of success in the near future

Statement of the Problem

To practice as well as encourage FOH communication

To encourage fun activities

To take accountability responsibility seriously and helping others in need

To ensure safety to employees as well as stakeholders

To measure profits as well as success holistically

To foster learning as well as innovation for taking risks

To seek holistic balance for interest to customers, investors, company as well as community

To provide level of customer service, personal attention as well as quality in the current world scenario

The structure of the report ensures depth understanding of Namaste Solar. Statement of the problems is discussed with aims as well as objectives for the same (Coulter 2013). Various models are discussed in the report like SWOT Analysis, PESTEL, and Value Chain analysis in an overall manner. There are three paths mentioned in the study and selection of viable options for the business organization in the most appropriate way. This particular report explains important attributes for understanding the wide applications of Namaste Solar. This particular case study involves structures that give brief background of Namaste Solar. It includes the problem statement of the company (David 2013). It mainly highlights the aims and approaches adopted for solving the issues in an effective way. Introduction includes brief description on the case study of Namaste Solar. Problem statement and plan analysis helps in describing the current situation in the most effective way. Analysis and findings helps in assessing the current position with explanation of related theories as well as models in an overall manner (Frynas and Mellahi 2011). Proposed solution to the problems requires integrated assessment for the general ideas as well as alternative solutions suiting the best for the organization.

Pillars of Co-Ownership

It is important to understand the fact that pillar represents principal as well as structural features in the business practices. It mainly creates ownership guide for endeavors and serving reminder for the fundamental framework in an overall manner (GarciÌÂa-Merino and Santos-AÌÂlarez 2011). This particular business ensures stable as well as prevention of actual activities. It focuses on the external as well as internal loading system for the same.

Figure 1: Pillars of Co-ownership

(Source: Henry 2011)

Cooperative Ownership mainly ensures equal voting rights for the individuals of Namaste Solar. Democratic Decision-making process ensures participating one-person on vote basis in the most appropriate way (Hill and Jones 2012). Extreme Transparency ensures practicing of open book management as well as holding essential team meetings in an overall manner.

Research Aims and Objectives

Cooperative Principles

Namaste Solar should ensure engaging in voluntary as well as open membership. Co-operatives include voluntary organizations and opens for persons and usage of services. It ensures willingness as well as responsibilities for membership (Hitt, Ireland and Hoskisson 2013). It should include democratic member control for future business activities. Co-operative as well as democratic organization mainly controls members for active participation on policies as well as decision-making process. Primary co-operatives should ensure equal voting rights and organized in most democratic manner (Hunger and Wheelen 2011). Addition to that, Namaste Solar should encourage member economic participation for capital allocation in the most appropriate way. Setting up reserves and believing in autonomy independence in an overall manner.

Description of the situation

Namaste Solar was founded in the year 2008 in way of “Green Revolution”. It is a renewable energy company and has global recognition for the same (Kannan 2013). It had opportunity in RES in the year 2004. This case study shows purchase of almost 10% of electricity by the year 2015 in case of renewable energy in an overall manner. It involves:

Figure2: Marketing Strategies of Namaste Solar

(Source: Lasserre 2012)

This case study gives clear understanding on the decentralization process, risk as well as reward system. This strategy was incorporated in the year 2005. It is important to understand the fact that building team is great challenging and risky in an overall manner (Lynch 2012). It requires very less experienced people for work. It mainly requires cheaper ones as well as pirated from other related companies in an overall manner. Combination of skills as well as philosophy makes it good fit for the business organization. Long-term commitment is one of the important things requires consideration in the near future. It requires minimum of 5 years for sake of commitment for the job in an overall manner (Murphy and Murphy 2012). It requires large amazing group of people working for the business organization and possessing same organizational goals and objectives for the same. In the year 2008, Kennedy left the job and salary structure was changed from 2 tiers to 10 tier scale wages (Olivas-Lujan and Bondarouk 2013).

Namaste Solar believes in strategy in attracting as well as retaining the existing employees. It gives rise towards commitment with the employee ownership in an overall manner. It provides every employee having equal opportunities for purchase of shares in the near future (Raimbault and Barr 2012). The main goal of Namaste Solar is to pay back the departing stockholders on timely basis. By the end of 2008, around 37 employees joined the firm for better prospect in future.

Structure of report

Namaste Solar believes in providing equal rights to the stakeholders. This includes customers, investors, environment as well as communities in an overall manner (Rothaermel 2013). It mainly cares for earth customer as well as community as a whole.

Namaste Solar mainly conduct process called Big Picture Meetings. This process will discuss the issues regarding the company in an overall manner. It mainly expects encouragement and attention of the stakeholders as well as employees in the business organization in the most appropriate way (Schilling 2012). It ensures diverse perspective for indulge better chance for optimal solution for the same. It mainly requires bringing more people and judges their creativity in the most appropriate way.

Namaste requires proper conduction of decision-making by Consensus. Consensus literally means consent of each and everybody in particular organization. Logo decisions without the help of BPM review in an overall manner (Shimizu 2012). It mainly continues for dealing BPM issues in a group. It is governed by 5 person including Board of Director.

Namaste Solar is one of the largest solar electricity companies in Colorado by the year 2008. It enjoys customer referrals as well as repeated customers in business activities in an overall manner. It mainly targets and earns revenue of 14 US Dollars. This particular company is growing at breakneck pace for the same (Varbanova, 2012). It ranked fourth position in installed capacity in Colorado. It faces stiff competition from national as well as local firms in the most appropriate way. It requires venture capital investment as well as private equity firm for acquiring stakes from nearest competitors in an effective manner. Employees require many money as well as stress relief jobs for dealing life in better way (Amason 2011).

Figure 3: Options for Namaste Solar Investment Process

(Source: Andrews et al. 2012)

Part A:

Sell the Whole Kit and Coboodle

Advantages	Disadvantages
It mainly includes fresh infusion of adequate capital	It faces risk as well as high involvement culture
It mainly enhances job satisfaction as well as motivation	Loss of Control
Growth in the sustainable future	It mainly loses original mission for the main holistic wealth
Employees of Namaste Solar enjoys high rate of return oninvestment	It involves loss for 100 employee ownership
Customer Expansion as well as geographic base Spreading gospel for solar power	Loyal customers mostly change the providers

Part B:

Sale of the portion of particular company

Advantages	Disadvantages
Upholding democratic culture	Shared control over partners
Great control	Conflicting visions for the business enterprise
Partner should provide complementary experience as well as fresh ideas	Merger with shared reward
Merger with the highest share risk

Part C:

100 Percent Employee Ownership firm

Advantages	Disadvantages
It will enhance employees for committing with 100% vision in employee ownership	Lack of capital Reducing opportunity for growth Creation of unsustainable future
Opportunity for redefining company in the long as well as short-term goals	Competitor loss Investor backing Less market share
Maintaining loyal customers	Increased risk for investing in life savings of the business organization.
Completing internal control in the near future

Fears

Ø  Stoppage of Granting Programs Ø  Reduced support from the Holistic Approach Ø  No Guarantee from Path B Ø  Path C is too Idealistic Ø  Loss of Proper Control Ø  Loss of actual family feeling Ø  Resistance to change

The aerial idea researcher has found from the topic is that to assess value chain strategy by identifying resources with the help of suitable techniques. This can be implemented by theories and models depicted by taking the example of this Namaste Solar case study. It would be easy to find data and variables to identify the main problem while conducting the research study. Now, talking about the case study in a brief, the researcher has discussed the renewable foundation of solar energy in Nepal (Michael Oluyemi 2012). The critical part intended by the researcher in this topic would be to assess employees to share equal opportunities on decision-making process. Initially, Namaste solar main motive in the industry began to discuss about the possibilities of transitioning the company through employee ownership to cooperative structure. However, the idea received a positive attention among the Namaste’s workers. Defining the case study, the problem was not huge was seen below the eyes. According to the founder and Owner Blake Jones, many workers and the shareholders expressed uncertainty about the logistics of converting employees to a worker cooperative structure. Namaste’s membership requirements were set to evaluate a 12-month period for good prospect of workers and owners. They were also eligible if the common procedure was capable to share the common stock. Hence, the main problem associated with this study contemplates about the uncertainty of logical feasibility of conversion to worker cooperative. This should prevent the transition of business to worker’s cooperative structure (McShane, Olekalns and Travaglione 2013).

Pillars of Co-Ownership

In this study, the researcher has made a plan to analyze theories, models and frameworks to evaluate resources of Namaste Solar. Moreover, the researcher will also initialize the network distribution to amend the cooperative structure of Namaste Solar. It was intended through a door of democratic culture that transparency and cooperation build to start up the company with its initial contributors (Zhang 2012). Namaste’s identity was also under the emphasis of open communication through a democratic foundation of decision-making process. However, the resultant of this study initiated that Black Jones emphasized a project interview to learn lessons for benefit of the company. It was also recommended that starting a company was moderate but making business high would be initialized through a 5-year plan under cooperative working part. In other ways, the industry grew from 3-100 people and made a series of changes on internal decision-making process. It followed that decision process was availed from practices made from the external investors and directors. More or less, there may be some gaps and problems while conducting this study (Yüksel 2012). Hence, applying relevant theories/models will help to make this topic ideal. Under the plan of analysis, the researcher will acknowledge the pathways by taking examples of strategic management, organizational behavior and HRM.

The proposed plan of analysis will form a network of strategic management, which involves interpretation and formulation by taking goals and objectives of the topic. It will analyze the company’s management by taking a consideration of internal and external environments of the organization (Wield 2013). Strategic management provides a core output by developing organizational policies and plans to incorporate decision-making process. It will also look forward on the academics of Namaste Solar to provide an execution policy on planning and distribution. The basis of this study will organize principles of Michael Porter by demonstrating concepts and ideas of Namaste Solar that are as follows:

Valuable position of the market position

Making trade offers in creation of the activities of the company

System of finding and formulating long-term success

The observation of corporate strategy will make a definite strategy. This says that business strategy should be involved under the management theory and practices (Wang 2012). However, the operational management is concerned primarily by improving costs and efficiency within the boundaries of organization strategy. To define this aspect clearly, the employees with coordinate worker’ attribute by emphasizing adoption of resources to set a direction, define the clarity of this research and to get response of the external environment. Since the formulation will assess a series of strategic decisions. Therefore, it would form a remote external environment including economic, social, political and environmental factors (Uysal 2012). It also regards an applicability of the competitor for new entry to Namaste Solar. Thus, they may have customers, suppliers and buyers to substitute products into the market industry.

Cooperative Principles

To proceed a little further, the researcher will now observe his idea on organizational behavior. It sets an interface between organization and human behavior (Shen and Jiang 2013). However, the main goal of organizational behavior will be to revitalize organizational theories and develop a better career on organizational life. Researcher’s viewpoint will be to grow adoption of resources through the doors of external environment. It also empowers the alliance of decision-making process to most inhibitors. It is seen that concepts of micro-organizational behavior refers to the individual and the dynamics of group setting whereas macro-organizational theory initiates strategies, structure and contingencies of the organization. Organizational behavior deals with culture heavily but there would be a multiple factor on the field analysis of interacting organizational population (Qin and Zhang 2012). Thus, Namaste Solar will rely on the behavioral implications of defining work culture. Thus, there will be concepts associated with team building, job satisfaction, motivation and leadership in building critical success of the management.

The researcher will now observe on HRM and employee performance in the organization. It is concerned with the management and the people that undertake organization’s benefit on recruitment, training, development, appraisal, performance and others (Peng 2013). It is seen in the startup companies that trained professionals may perform the HR duties. Moreover, in larger companies the entire functional group is dedicated to the HR staffs and making a strategic decision-making process in business. It is observed that academic and practitioners engage the HR field by coordinating with the global work environment. However, the HR departments are striving forward to offer benefits to most workers of the organization to reduce risk of losing corporate knowledge (Mullins and Dossor 2013). Thus, there are important areas that give rise to the application of human resource practice, these are:

Process of managing people in an organization and structure them corporately.

Personnel management drives the workforce of HRM on a resource-based outlook

Reconciling the staffs for ensuring management objectives and forming employee expectations.

Namaste’s understanding about the management will describe the democratic culture about the company and form various challenges (Michael Oluyemi 2012). It is initiated from the above chapter that primary challenge of Namaste’s conversion was under the doubt of logical feasibility of converting employees to worker cooperative. Thus, to determine the current position of the company, the researcher has discussed increasing prices to gain financial economy of increasing stock prices. Namaste wanted its stock ownership for providing a generating income but there may be proportional benefits to value its prices. Therefore, the researcher has taken suitable theories/models to deduce a relation on the findings of this research (McShane, Olekalns and Travaglione 2013).

Case Brief

In this section, the researcher will value his strategy to assess competition among the rivals of the market. This will try to achieve goals by increasing profits, sales volume and market share. The elements may be determined by describing marketing mix factor that involves price, product, promotion and place (Distribution). It is described that market competition will observe lowering of prices and coordinating with individuals to gain interests. However, the current position of Namaste’s policy would be remarkable to continue success by allowing members to develop their territory (McLennan 2013). It also has emphasized a difference by making cooperative policies among the employees of the organization. Jones also added an attribute to prepare a plan on consolidation of business territories. It also adopted a policy by empowering people by allowing them to make certain guidelines of the budget plan of Namaste Solar. Competition also has a state that aligns an economy in promoting consumer sovereignty. This can widespread the territory of market process.

It is evident from the case study that buyers need a transition state to compete with the sellers of other market area (Lynch 2012). Moreover, in offering goods for exchange, buyers may have specific quantities to offer the sellers. Competitive process in the market economy will exert lot of pressure that would make business prolific. Efficiently, the experts have made the market profitable through direct competition or indirect competition. The current position of Namaste solar takes place in market where the suppliers and buyers obtain goods for their self-interest. Now, the researcher would have a tendency to observe competition through costs and efficiencies in the market (Lasserre 2012). Companies often compete with the financial market to generate cash required for investment. Thus, there may be opportunities needed to increase market competition to encourage competition broadly between the individuals.

SWOT analysis is described as the planning method to evaluate strengths, weaknesses, opportunities and threats. In this research, the researcher have evaluated the current position of Namaste Solar to determine the business venture for supporting workers. It is also evident from the study that a working committee is conducted in the form of interviews and group discussions in Namaste solar. Now, SWOT analysis would aim to identify the internal and external factors in achieving a particular objective (Khalife and Chalouhi 2013). It is initiated that internal factors include strengths and weaknesses internally in the organization whereas the external factors include opportunities and threats presented by the organization externally. Thus, the major areas that need to be  revised on  the current position of Namaste Solar would observe through:

Building a Team

Strengths

There may be end-user sales control and a direction to look forward (Kampanje 2014).

The right products are formed with access to quality and reliability

Better durability and product life

There may be an ongoing product innovation

Management is confident and committed

Products require a scope from its accreditations.

Weaknesses

There is no direct marketing experience

Management does not cover sufficient processes and systems (Hill and Jones 2012).

There is a limited budget

Training should be required for the delivery staffs and customer service

There is no direct marketing experience gap

A requirement needed to have more sales people

Opportunities

The local competitors may have poor products

The profit margins would be good

There should be a core aspect on business economy

The end users will need a response to develop new ideas (Innes and Wiesner 2012).

Applications would vary on new specialists and other competitors

Threats

The environmental effects will favor larger competitors

There would be a possibility of negative publicity

Retention policy will be a key aspect among the staffs

Vulnerability would also be there for major competitors

The existing core business would form a critical area in distribution

Thus, the community organizations would make variability in this research by collecting information from various sources. It will also present information that would explore new solutions to determine goals and objectives (Gardet and Felix 2013). Moreover, Namaste Solar enhances a credibility of interpretation to support their key leaders. In case, SWOT analysis will also help to develop organization priorities like cultural diversity and gender.

PESTEL analysis is a framework used by the marketers to analyze the macro-environmental factors that have an impact with the organization. It is observed that the framework will undergo a series of alterations under the demographics of reaching the market (Ehrnrooth and Björkman 2012). Considerably, to determine the current position of Namaste Solar, it is emphasized that there would be a picture to redeem the company to form a good culture. Moreover, to get an insight of this framework, the researcher has described various factors to deduce a relation between them.

Political

Political factors would determine the government policies that have an impact on the financial economy of the industry. It includes trade affairs, tax policies and fiscal policy. 

Economic

It has the determinants that have an economic performance on long-term effects of the company. These factors include interest rates, inflation rates, economic growth pattern, foreign exchange rates and inflation rate (Dennen and Chauhan 2013).

Marketing Strategies

Social

These factors would analyze the social environment through the gaps of cultural trends, population analytics, demographics, etc.

Technological

These factors would pertain to the innovations that have a technological impact in the market.  This would initialize on research and development that form technological awareness in the market (Baer, Dirks and Nickerson 2012).

Legal

Here, the factors are persistent on internal and external sides. Here, the laws would favor a business environment under the strategies of legislation acts.

Environmental

In this category, the aspect of environmental change would be determined by factors that includes geographical location, climate, global changes, etc.

Now, the researcher would describe a value chain strategy that would analyze the activities of a firm in operating performance of products and services in the territory of market. The concept of this strategy was developed by Michael Porter to gain competitive advantage and market performance. The idea of value chain strategy made a transformation that has an acquisition on materials, equipment and other management policies. Moreover, the concept of value chain made a decision process on the inbound logistics of the company (Arvinen-Muondo and Perkins 2013). It is interpreted that an appropriate level of constructing a value chain would be sustained on the corporate lines of business. The products would also construct a value chain strategy that develops the corporate level consistently. Moreover, the chain of activities gives the product category a definite value in creation of products and services. It is also observed that a value chain must include the suppliers where a firm takes the advantage to perceive information about the product. There are areas where primary value chain activities are depicted through inbound logistics, operations, outbound logistics, marketing sales and service (Baer, Dirks and Nickerson 2012). 

Porter’s five forces is a framework that would analyze the level of competition under the business environment. It would also draw an economic factor that would form good profitability in the market. Porter also described the micro-environmental factors that have a contrast to the macro environment. To evaluate the gaps of Namaste Solar more clearly, the researcher will develop a precision on the five forces. These are as follows:

New entrants and its threats

It includes government policies, brand equity, capital requirements, product differentiation, and customer loyalty to the established brand to develop the current position of Namaste Solar (Kampanje 2014).

Threat related to substitution of product and service

It develops the potential factors that have a variation on the perceived level of product differentiation, buyer propensity, switching costs and Quality depreciation (McLennan 2013).

Bargaining power related to customers

Here, the potential factors include buyer concentration, availability of buyer’s information, bargaining advantage and total amount for trading.

Bargaining power related to suppliers

This includes the presence of substitute inputs, distribution channels, employee solidarity, and supplier competition (Lasserre 2012).

Intensity of competitive rivalry

This includes sustainable advantage through innovation, degree of transformation and a competitive strategy.

From the above analysis on management theories, it is easy to predict the strategic attributes of Namaste Solar. It mainly includes ethics in the company culture as well as success for the same.

Strategic Analysis includes capital planning for related sustainable growth in the near future. It enhances personal loans from banks as well as triple digit growth rate from Namaste Solar. It is required for viewing at the internal valuation of shares in comparison with external competitors of Namaste Solar (Barney and Hesterly 2012). It mainly ensures retention of company values as well as culture of Namaste Solar.

Figure 4: Culture of Care of Namaste Solar

(Source: Cattani 2011)

It is important to consider maintaining comparative advantage in respect to competitors of Namaste Solar. This particular company is the largest solar company in the year 2008. It enjoys market shares of 20 to 25% mainly in the residential as well as small commercial areas in an overall manner (Colovic 2012). It includes 750 solar systems with 4000 KW capacity in the most appropriate form.

Labor management should be taken into consideration while making strategic analysis of Namaste Solar. It mainly requires rapid growth as well as slow recruitment process in an overall manner. It enhances extensive hiring process suiting the culture in an overall manner. It should match recruits on new culture as well as vision for the same (Coulter 2013). It includes profit margins as well as related competitor methods in an effective way.

Part A- Total Buyout

Part B- Partial Investment

Part C- No Investment

SWOT analysis is explained above in the previous chapter on matters relating to Namaste Solar. This will help in understanding the corporate structure as well as culture of Namaste Solar. This particular company enjoys strong market positioning as well as global recognition for the same. It includes related sustainable as well as ethical growth in an overall manner (David 2013). At the same time, Namaste Solar faces actual threats from capital infused competitors especially from the new entrants. New innovative policies and strategies will help in reducing the threat as far as possible. They face scarcity of related photovoltaic capacity in an overall manner. Namaste Solar faces problems regarding culture as well as community programs. Addition to that, Namaste Solar have lack of adequate capital. It ensures high unit cost as well as diseconomy of scale in business activities (Frynas and Mellahi 2011). This particular company weakens in providing reliance with the governmental policies in an adverse manner. Namaste Solar has possibility in getting triple digit economy in the near future. It will help the company in pursuing increased government subsidies in an overall manner. This particular company had opportunity for customer expansion as well as geographic base for the same.

Namaste Solar faces various problems identified in the study. This particular company faces possible economic downturn as well as slow growth. It faces problem with increased suppliers in case of photovoltaic technology in the most appropriate way (GarciÌÂa-Merino and Santos-AÌÂlarez 2011). It mainly ensures decreased government subsidies as well as incentives for the same. This particular company should check on the decreased market share as well as huge competitor power in an overall manner. Namaste Solar faces major problems in maintaining employee retention as well as restricts employee burnout in an overall manner. It mainly gains for assessment for capital acquisition on Namaste Solar (Ginter, Duncan and Swayne 2013). It includes keeps culture as well as maximization of potential incomes in the most appropriate way.

PESTEL analysis will give clear understanding of the working environment of Namaste Solar. Political environment ensures Renewable Energy Standard owning private equities in Colorado. It sources 10% of renewable power in alternative energies by the year 2015 (Hill and Jones 2012). Companies should focus on incentives in subsidies for homeowners in installation of new machinery. Economic Environment ensures incoming recession as well as reduced budgets for costly installation of solar system. It mainly involves investing in cost saving technology in the near future. Most of the investors show interest in the alternative energies markets in the most appropriate way. Social environment helps in understanding the behavior of interested consumer’s especially in green technologies. This will help in increasing the level of sustainability for the same. Communities mostly appreciate with companies in practicing the Corporate Social Responsibility (Hitt, Ireland and Hoskisson 2013). It will ensure usage of word of mouth communication. Technological environment helps in advancement of solar technology for increasing efficiency in an overall manner. Internet is one of the tools for promotional and enables word of mouth communication with help of advertising as well as social networking sites. Environmental aspects help in climate change like weather, increased storms and related viability pattern of solar energy solutions in an overall manner (Hunger and Wheelen 2011). It includes fossil fuels and affecting the commodity markets and driving the high prices. It ensures increased demands for renewable energies for the same. Legal Environment ensures warranties like reimbursement of solar energy loss and fixed amount for the same. Consumer watchdog organization helps in monitoring for saving electricity as well as products. It mainly claims and faces the related potential lawsuits in the most appropriate way.

Namaste Solar should select Path B options with related adjustments for the same. It requires maximum percentage of shares on timely manner. It helps in maintaining core values with the acquisition of managerial positions for the same. It mainly equals investors as well as capital in an overall manner. Capital includes growth of company and more employees in strategic decision-making process. It requires silent partner and providing more incentives to the employees working under Namaste Solar. It should aware public on matters relating products as well as growth of the community.

It is recommended that Namaste Solar should follow Path B in dealing with the business activities. This is because Path A includes loss of risk and complete control over culture of Namaste Solar. On the contrary, paths B do not raise any new capital in business activities. Path B is the best suitable options for Namaste Solar because it raises new capital in business activities. It helps in expansion and faces competition with strong as well as supported missions in an overall manner.

This particular research ensures secondary data collection from books, academic journals. Entire case study based upon the solar electrical company named Namaste Solar. Due to time constraint, research was limited to knowledge.

This research ensures further inspection on the recommended solution of Namaste Solar. It has the ability to gather facts that are more relevant on the company with better solutions in the most appropriate way.

Reference List

Amason, A. (2011). Strategic management. New York: Routledge.

Andrews, R., Boyne, D., Boyne, G., Law, J., Walker, P. and Walker, R. (2012). Strategic management and public service performance. Basingstoke, UK: Palgrave Macmillan.

Barney, J. and Hesterly, W. (2012). Strategic management and competitive advantage. Boston: Pearson.

Cattani, G. (2011). Project-based organizing and strategic management. Bingley, U.K.: Emerald.

Colovic, G. (2012). Strategic management in garment industry. New Delhi: Woodhead Publishing.

Coulter, M. (2013). Strategic management in action. Boston: Pearson.

David, F. (2013). Strategic management concepts. Boston: Pearson.

Frynas, J. and Mellahi, K. (2011). Global strategic management. Oxford: Oxford University Press.

GarciÌÂa-Merino, T. and Santos-AÌÂlarez, V. (2011). Managerial cognition and strategic management. New York: Nova Science Publishers.

Ginter, P., Duncan, W. and Swayne, L. (2013). Strategic management of health care organizations. San Francisco, CA: Jossey-Bass, Wiley.

Henry, A. (2011). Understanding strategic management. Oxford: Oxford University Press.

Hill, C. and Jones, G. (2012). Strategic management essentials. [Mason, Ohio]: South-Western.

Hitt, M., Ireland, R. and Hoskisson, R. (2013). Strategic management. Mason, OH: South-Western Cengage Learning.

Hunger, J. and Wheelen, T. (2011). Essentials of strategic management. Boston: Prentice Hall.

Kannan, V. (2013). Strategic management in the 21st century. Santa Barbara, Calif.: Praeger.

Lasserre, P. (2012). Global strategic management. Houndmills, Basingstoke, Hampshire: Palgrave Macmillan.

Lynch, R. (2012). Strategic management. Harlow, England: Pearson.

Murphy, P. and Murphy, A. (2012). Strategic management for tourism communities. Clevedon: Channel View Publications.

Olivas-Lujan, M. and Bondarouk, T. (2013). Social media in strategic management. Bingley, UK: Emerald.

Raimbault, C. and Barr, A. (2012). Emerging risks. Farnham, Surrey: Gower.

Rothaermel, F. (2013). Strategic management. New York: McGraw-Hill Irwin.

Schilling, M. (2012). Strategic management of technological innovation.

Shimizu, K. (2012). The cores of strategic management. New York: Routledge.

Varbanova, L. (2012). Strategic management in the arts.

Arvinen-Muondo, R. and Perkins, S. (2013). Organizational behaviour. London: Kogan Page.

Baer, M., Dirks, K. and Nickerson, J. (2012). Microfoundations of strategic problem formulation. Strat. Mgmt. J., 34(2), pp.197-214.

Dennen, V. and Chauhan, A. (2013). Shall We MOOC? A SWOT Analysis at the Program Level. MOOCs FORUM, 1(P), pp.17-21.

Ehrnrooth, M. and Björkman, I. (2012). An Integrative HRM Process Theorization: Beyond Signalling Effects and Mutual Gains. Journal of Management Studies, 49(6), pp.1109-1135.

Gardet, E. and Felix, P. (2013). Methods for distributing results in exploratory partnerships. Technology Analysis & Strategic Management, 25(4), pp.445-458.

Hill, C. and Jones, G. (2012). Strategic management essentials. [Mason, Ohio]: South-Western.

Innes, P. and Wiesner, R. (2012). Beyond HRM intensity: Exploring intra-function HRM clusters in SMEs. Small Enterprise Research, 19(1), pp.32-51.

Kampanje, B. (2014). PESTEL analysis of Malawi’s non-life insurance industry. African J of Ec and Man Stud, 5(1).

Khalife, D. and Chalouhi, A. (2013). Gender and business performance. International Strategic Management Review, 1(1-2), pp.1-10.

Lasserre, P. (2012). Global strategic management. Houndmills, Basingstoke, Hampshire: Palgrave Macmillan.

Lynch, R. (2012). Strategic management. Harlow, England: Pearson.

McLennan, R. (2013). Cases in organisational behaviour. Abingdon [England]: Routledge.

McShane, S., Olekalns, M. and Travaglione, A. (2013). Organisational behaviour. North Ryde, N.S.W.: McGraw Hill Australia.

Michael Oluyemi, B. (2012). The Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis of HIV Type-1. iosrphr, 2(4), pp.04-16.

Mullins, L. and Dossor, P. (2013). Hospitality management and organisational behaviour. Harlow: Pearson.

Peng, J. (2013). Research on Cold Chain Logistics of Subsidiary Agricultural Products in Chongqing Based on SWOT Analysis. AMR, 671-674, pp.3011-3015.

Qin, Y. and Zhang, L. (2012). SWOT Analysis for PCDM Development in Building Energy Conservation in China. Energy Procedia, 16, pp.172-177.

Shen, H. and Jiang, Z. (2013). SWOT Analysis for Serviced Apartment Based on Information Technology. AMM, 380-384, pp.2011-2015.

Uysal, G. (2012). For the development of effective HRM systems: inter-relationships between HRM practices using correlation analysis. WREMSD, 8(1), p.1.

Wang, G. (2012). Indigenous Chinese HRM research: phenomena, methods, and challenges. Journal of Chinese Human Resources Management, 3(2), pp.88-99.

Wield, D. (2013). Bioeconomy and the global economy: industrial policies and bio-innovation. Technology Analysis & Strategic Management, 25(10), pp.1209-1221.

Yüksel, I. (2012). Developing a Multi-Criteria Decision Making Model for PESTEL Analysis. IJBM, 7(24).

Zhang, X. (2012). Research on the Development Strategies of Rural Tourism in Suzhou Based on SWOT Analysis. Energy Procedia, 16, pp.1295-1299.