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This study aims to assess how small check dams built across rivers in India’s drylands can revitalize rivers during dry season and mitigate local climate change consequences. The surface- and groundwater resources are increasingly under pressure throughout India. The imminent climate change consequences will further aggravate the crisis and this paper has addressed this difficult issue.

This study was conducted in India’s dryland districts, namely, Dahod in Gujarat and Jhalawar and Banswara in Rajasthan state, to assess the impacts of small dams. Data on dams, sustainability, groundwater levels and benefits to farmers were systematically collected to analyze advantages offered by check dams with reference to climate change mitigation.

The study shows that 356 check dams built during 1990-2012 across the tribal drylands of India, with a cost of USD 17 million, benefited over one million people from farming communities. The dams also increased groundwater levels in villages, revived rivers during dry season and increased forest growth along rivers, ultimately mitigating local climate change-imposed negative consequences.

Data on small dams are limited in India, as public have no access to such data because the work is done mainly by local contractors.

The check dams, the role of which is highlighted here, are simple, eco-friendly and cost-effective. If it is adopted across the vast drylands of India and elsewhere, it has the potential to increase agricultural output; guarantee food security; enhance groundwater resources; and, above all, mitigate local climate change consequences.

If check dams are built in large numbers across India, it has the potential to increase agricultural output; guarantee food security; enhance groundwater resources; and, above all, mitigate climate change.

The highlighted results and discussion will guide scientists, politicians and policymakers to make informed decisions to combat India

s future climate change consequences.

This case looks at a new start-up company, d.light Design, as it was seeking to go to market in India with its solar-powered LED lamps in 2009. Sam Goldman, founder and chief customer officer of d.light, was in New Delhi, India; his business-school friend and co-founder Ned Tozun was in China, the site of the company's manufacturing plant.

One of the key decisions Goldman and Tozun needed to make was whether d.light should focus on just one distribution channel in India, or multiple channels. The startup had limited capital, so it needed to get the distribution question right to generate revenue quickly.

The case thus combines an entrepreneurial problem with an emerging-market, or bottom-of-the-pyramid, channel design challenge. This case does not focus on product design or manufacturing challenges but rather on questions of:

• The constraints d.light faced in creating an aligned distribution channel. These constraints can have legal, environmental, and/or managerial foundations

• Demand-side misalignments in the channel structure that will occur if d.light chooses one or another of the considered channels in the case, namely, (a) the RE (rural entrepreneur) channel, (b) the village retailer channel, or (c) the centralized shops channel

• • What mix of channels—or what single channel—d.light should focus on in the Indian market

• • The financial return possible based on d.light's current cost structure and overhead expenditures in India

The constraints d.light faced in creating an aligned distribution channel. These constraints can have legal, environmental, and/or managerial foundations

Demand-side misalignments in the channel structure that will occur if d.light chooses one or another of the considered channels in the case, namely, (a) the RE (rural entrepreneur) channel, (b) the village retailer channel, or (c) the centralized shops channel

• What mix of channels—or what single channel—d.light should focus on in the Indian market

• The financial return possible based on d.light's current cost structure and overhead expenditures in India

• Assess channel benefit demand intensities for chosen target market segments

• Assess channel alignment constraints that can limit the channel designer's ability to optimize the channel to meet identified end-user demands for channel benefits

• Use these ideas to defend a choice of one or more possible channel structures as appropriate parts of a company's overall channel system

• Analyze financial opportunity in this situation, given cost parameters and possible market penetration estimates

Assess channel benefit demand intensities for chosen target market segments

Assess channel alignment constraints that can limit the channel designer's ability to optimize the channel to meet identified end-user demands for channel benefits

Use these ideas to defend a choice of one or more possible channel structures as appropriate parts of a company's overall channel system

Analyze financial opportunity in this situation, given cost parameters and possible market penetration estimates