Through its experience in renewable energy technologies, AuroRE is also offering its services to European companies looking to certify and carry out field inspections on renewable energy projects and carbon emission reduction

projects and programs for their Indian clients (Lamba 2009; Shekhar 2009). THRIVE has generated revenues of around USD 2 million till now. THRIVE is developing a renewable energy center outside Hyderabad for training and demonstration projects in renewable energy. It has plans to start new programs for rural water treatment, rural electrification, rural banks, and rural village outlets. THRIVE also has plans to enter into the solar power generation business in line with the National Solar Mission of

the Government of India. In addition, THRIVE is helping many corporate organizations to implement corporate social responsibility (CSR) programs in relation to LED lighting www.selleckchem.com/products/ABT-737.html (Ramani 2010; THRIVE 2011). NEST is planning to expand its production, warehousing, and marketing and sales capabilities through an investment of around 4EGI-1 in vitro INR 60 million. It expects revenues of around INR 543 million by 2014–2015 and is targeting an EBIDTA (earnings before interests, taxes, depreciation, and amortization) of around 25 % from the fifth year onwards, i.e., from 2015. Mr. Barki is also planning the manufacturing of solar panels in China to reduce costs (Barki and Barki 2010; Uppal and Mahendra 2009; NEST 2009). D.light Design, on the other hand, is focused on becoming a truly global Glycogen branching enzyme company. D.light Design has grown to over 70 employees in three years and has

offices in the USA, India, Tanzania, China, and Hong Kong. In 2010, D.light Design centralized its product design and international sales in Hong Kong, with plans to move additional corporate functions (D.light 2010, 2011). Geographical upscaling With regard to geographical upscaling, there are unique patterns that are dependent on the chosen business model. SELCO is focusing on expanding geographically in five Indian states neighboring Karnataka, including Maharashtra, Tamil Nadu, Kerala, and Andhra Pradesh. By the end of financial year 2010–2011, it is expected that SELCO would be present in 16 districts of Karnataka, 3 districts of Kerala, 4 districts of Gujarat, and 3 districts in states like Maharashtra and Andhra Pradesh (SELCO 2009, 2010). However, SELCO has found it difficult to expand geographically across different Indian states due to the lack of spillover learning across different states and the lack of financial institutions with whom SELCO can partner with. At the same time, SELCO does not want to use the franchise system to sell its products and services, as the reputation of its brand depends on services and it is more difficult to guarantee the same quality of service from franchises.