KNOWLEDGE WORKSHOP - National Trust
KNOWLEDGE WORKSHOP - National Trust
KNOWLEDGE WORKSHOP - National Trust
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<strong>KNOWLEDGE</strong> <strong>WORKSHOP</strong><br />
ON SKILL DEVELOPMENT & MICRO ENTERPRISE<br />
9 TH SEPTEMBER 2010<br />
ORGANISED BY<br />
<strong>National</strong> <strong>Trust</strong> for the Welfare of Persons with<br />
Autism, Cerebral Palsy, Mental Retardation<br />
and Multiple Disabilities in Association with<br />
ARUNIM<br />
&<br />
<strong>National</strong> Skill Development Corporation<br />
Documented by: Priya Varadan Page 0
Table of Contents<br />
Particulars Page No.<br />
A. Inaugural Session 02<br />
1. Welcome Address 02<br />
2. Lighting the Lamp & Felicitation of Guests 02<br />
3. Introductory Speech Ms. Thilakam Rajendaran, MD, ARUNIM 02<br />
4. Address by Ms. Poonam Natarajan, Chairperson, <strong>National</strong> <strong>Trust</strong> 03<br />
5. Address by Ms. Sminu Jindal, Chairperson, ARUNIM 05<br />
6. Address by Mr. Samuel Mani, Director, Neutron Computers 06<br />
7. Address by Mr. Dilip Chenoy, MD & CEO, NSDC 07<br />
8. Address by Ms. Meera Shenoy, ED, Wadhwani Foundation 08<br />
9. Address by Ms. Neelam Chibber, Industree Crafts Foundation 09<br />
10. Address by Mr. Jacob Mathew, IDIOM Design and Consulting Ltd. 10<br />
11. Address by Ms. Manisha Gupta, Director, Start Up 14<br />
B. Open House 17<br />
C. Vote of Thanks 18<br />
12. Vote of Thanks by Mr. U K Shukla, Asst. Legal Advisor, <strong>National</strong> <strong>Trust</strong> 18<br />
D. List of Annexure<br />
Annexure 1: Programme Schedule 19<br />
Annexure 2: Profile of Guest Speakers 20<br />
Annexure 3: Presentation of Ms. Poonam Natrajan 24<br />
Annexure 4: Presentation of Mr. Dilip Chenoy 30<br />
Annexure 5: Presentation of Ms. Meera Shenoy 39<br />
Annexure 6: Presentation of Ms. Neelam Chhiber 46<br />
Annexure 7: Presentation of Mr. Jacob Mathew 54<br />
Annexure 8: Presentation of Ms. Manisha Gupta 77<br />
Documented by: Priya Varadan 1
A. Inaugural Session<br />
<strong>National</strong> <strong>Trust</strong> Knowledge Workshop<br />
9 th September 2010<br />
1. Welcome address by Shri U K Shukla, Assistant Legal Advisor, <strong>National</strong> <strong>Trust</strong><br />
Shri Shukla extended a warm welcome to all the participants and dignitaries in the<br />
<strong>National</strong> <strong>Trust</strong> Knowledge Workshop 1<br />
including: Hon’ble Chairperson of <strong>National</strong> <strong>Trust</strong><br />
Ms. Poonam Natarajan, Chairperson of ARUNIM, Ms. Sminu Jindal, Director of Neutron<br />
Computers Shri Samuel Mani, MD and CEO of <strong>National</strong> Skill Development Corporation<br />
(NSDC) Shri Dilip Chenoy, Executive Director of Wadhwani Foundation Ms. Meera<br />
Shenoy, Co-Founder of Industree Crafts Foundation Ms. Neelam Chibber, Shri Jacob of<br />
IDIOM Design and Consulting Ltd., Director of Start-UP Ms. Manisha Gupta, Associate<br />
Director of Development Advisory Services (Ernst &Young Pvt. Ltd.) Ms. Niraj Seth, MD<br />
of ARUNIM Ms. Thilakam Rajendran, all participating organizations, SNAC and SNAP<br />
members and Hon’ble board members of <strong>National</strong> <strong>Trust</strong> - Shri Zamir Dhale, Ms. Meera<br />
Ramachandran, Shri Kishore Mohan Bhattacharya, Ms. Jeeja Ghosh, and Shri Anil Joshi.<br />
2. Lighting the Lamp & Felicitation of All Eminent Guests<br />
Inaugural address was followed by lighting of the lamp by all the dignitaries present on<br />
2<br />
the dais to formally open the Knowledge Workshop. All the eminent speakers were<br />
felicitated.<br />
Ms. Thilakam Rajendran, MD, ARUNIM along with Ms. Niraj Seth, Ernst & Young<br />
anchored the event, taking the audience through the entire journey with interesting<br />
insight and experiences in the initiative.<br />
3. Introductory Speech by Ms. Thilakam Rajendaran, MD, ARUNIM,<br />
Ms Thilakam Rajendran welcomed all participants.<br />
She began her introductory speech by saying<br />
“Today is the day to think big, dream big with your<br />
“Dream big, innovate &<br />
create opportunities”<br />
eyes open and create opportunities for those who are working with us, our producers<br />
(in the sheltered workshop)”. She further said that every year, we have this Knowledge<br />
Workshop just before the Annual General Body Meeting of the <strong>National</strong> <strong>Trust</strong>. This<br />
year’s theme is ‘Skill Development & Micro Enterprise’. Today is the day to ask, to think,<br />
to create, to innovate. We have very eminent speakers on the dais, who have made a<br />
1 Workshop Schedule is in Annexure 1<br />
2 Profile of guest speakers is given in Annexure 2<br />
Documented by: Priya Varadan 2
mark in the industry sector. We bring forth their knowledge to you. They are here to<br />
guide and take us forward.<br />
While welcoming the gathering she said “Today you are amongst a collective group of<br />
very powerful, very innovative group, consisting of teachers, parents, activists,<br />
management professors and leaders amongst us who are here, not only to learn and<br />
gain knowledge but also understand the dimensions of ‘Skill Development and Micro<br />
Enterprise’. There are areas were we have got stuck but we want to move ahead. We<br />
look forward to your guidance and support on this matter.<br />
4. Address by Ms. Poonam Natarajan, Chairperson, <strong>National</strong> <strong>Trust</strong><br />
Sharing her vision & introducing ‘The Economic Enterprise and Empowerment<br />
Challenge (E3 Challenge)’ 3<br />
This year’s Knowledge Workshop is being done by<br />
ARUNIM. The <strong>National</strong> <strong>Trust</strong> was set up to find an<br />
answer to the worries of parents – ‘What<br />
happens to our children after we are gone?” This<br />
question is based on the thinking that disabled<br />
“People with developmental<br />
disabilities are part of the<br />
community and should not<br />
be kept away for a life time”<br />
children are incapacitated & dependent. So let’s find them external support &<br />
protection for them. But today, we know there many success stories and experiences.<br />
We will be able to answer the question, (what happens to our children after we are<br />
gone?), only if we have participation and inclusion of disabled people in the society.<br />
Most people see disabled children as ‘‘burden’ and say who will take care of them? My<br />
dream is to not hear that sentence any more and to see the disabled as part of the<br />
community. She said that people with developmental disability (mental retardation,<br />
autism, cerebral palsy) are part of the community and can contribute and can’t be<br />
separated, kept away for a lifetime in a workshop that is not even giving them enough<br />
salary. Most sheltered workshops become crèches for the adults.<br />
There are NGOs making very good products and stacking them. How do we market<br />
them? How do we ensure that people, who are producing, make money out of it? That<br />
is that is the dream based on which ARUNIM was set up in 2008. It was inaugurated by<br />
our former President Dr. APJ Abdul Kalam with the idea that we can take our registered<br />
organization forward, build on the abilities of the disabled people and make these<br />
sheltered workshops as profit-making enterprises.<br />
We found our answers when we started interacting with Mr. Dilip Chenoy of the<br />
<strong>National</strong> Skill Development Corporation (NSDC). We realized that we can separate<br />
production and training (and make them into profitable units).<br />
3 Presentation is in Annexure 3<br />
Documented by: Priya Varadan 3
We have all our partners here NSDC, Wadhwani Foundation, Industree Craft<br />
Foundation, Idiom, Ernst &Young and Start Up. I congratulate Thilakam and ARUNIM for<br />
bringing such a wonderful group.<br />
For years, they have been saying that disabled people cannot do it. As professionals, as<br />
parents only we need to take care of them. This attitude needs to change. We all say<br />
that we are thinking in a development mode, but we are still stuck in a charity mode of<br />
thinking. Let us think differently and make this happen.<br />
The E3 challenge – Economic, Enterprise and Empowerment, is a competition open to<br />
all. E3 challenge is a pioneering step, the first of its kind in India. The E3 initiative is an<br />
effort to turn the sheltered workshops into income generating units.<br />
We are all (NGOs) shy of taking business risks. Here<br />
are the people (eminent speakers), who will take<br />
you through the various steps of making business<br />
plans and train you. Our partners NSDC will choose<br />
the winners. Winning teams will be supported &<br />
mentored to help make the sheltered workshops<br />
into profit making organization. I hope we get as<br />
many business plans as possible.<br />
E3 Challenge: Economic,<br />
Enterprise and<br />
Empowerment acquires<br />
greater significance since<br />
the employment scenario<br />
amongst people with<br />
disability is very dismal<br />
The E3 Challenge acquires greater significance since the employment scenario amongst<br />
people with disability, especially those affected with developmental disabilities, is very<br />
dismal.<br />
On the significance of the United Nations Convention on Rights to Disabled People<br />
(UNCRPD) that India has ratified, she reiterated, “Today we stand here with the firm<br />
conviction, wanting to implement it. This is an important document, since this is the<br />
only document when people with disabilities brought their voices together. This was the<br />
first time people with intellectual disabilities spoke about what they really wanted and<br />
we must respect it.”<br />
Throwing light on the new Disability Law which is under formulation, she said “We want<br />
everybody’s comments (from the sector) and think how we can take it forward.”<br />
She also stressed on the need to share information among NGOs. “Very few people<br />
know about ARUNIM. We need to spread awareness about ARUNIM.”<br />
She thanked all and hoped there will be good participation from all NGOs in the E3<br />
Challenge.<br />
Documented by: Priya Varadan 4
Economic, Enterprise and Empowerment - E3 Challenge 2010 Business Plan<br />
Development Toolkit<br />
The E3 Challenge 2010 Business Plan Development Toolkit was launched by Chairperson<br />
ARUNIM, Ms. Sminu Jindal and Shri Samuel Mani, Director, Neutron Computers.<br />
Ms. Thilakam Rajendaran called upon all participants to take up the E3 Challenge and<br />
submit their business proposals. “The E3 Challenge will help you evaluate, assess your<br />
(NGOs) present activities and help you move ahead.”<br />
5. Address by Ms. Sminu Jindal, Chairperson, ARUNIM<br />
Ms. Jindal brings in her much needed corporate vision and business acumen into<br />
ARUNIM and the E3 Challenge.<br />
Role of ARUNIM in entrepreneurship:<br />
“I belong to a business family and I had the ability<br />
to run a business. But along with doing business,<br />
my parents stressed on the need to be a good<br />
human being first. They put me through the rough<br />
and grind of life. When you are young, you do feel<br />
‘why are they being so hard on you’. It is later on,<br />
“Earn profit, do not<br />
compromise on quality, and<br />
give purchasing power to<br />
disabled people.”<br />
that you realize, that the training that they gave stands you in good stead and that is<br />
required.”<br />
She called upon parents to develop capabilities of disabled children and enable them to<br />
face up to the challenges of the world.<br />
“We all have some innate ability in us. We need to discover it and bring it out and we<br />
have to do it all by ourselves. And if I can do it, so can you. “I was supported by my<br />
family, friends, colleagues and others. It is not as if I was not fooled or deceived, I was.<br />
Yet I came out successful.”<br />
On the charity model that is so prevalent, she said, “It is not very conducive and not the<br />
right approach to empowerment. Charity also does not provide us with money as it<br />
sympathizes with the vulnerable and treats them as burden in the society.<br />
She stressed upon the need to bring in the business angle, to the ‘Sheltered workshops’<br />
and make it run successfully as a profit-making entities.<br />
Take the necessary risks; don’t be stuck in a rut (Sheltered workshops). “Earn profit. It<br />
makes those who produce them ‘run their homes’, and makes them economically<br />
independent. ‘Hak Se Paise Maango’ (It is your right to ask for a good price for a good<br />
product). Don’t compromise on quality.”<br />
Documented by: Priya Varadan 5
Speaking about ARUNIM, she said, “When we began working, we did not have any<br />
models before us. Each of our partners put in their inputs and the result is a<br />
collaborative effort before you.”<br />
<strong>National</strong> <strong>Trust</strong> and ARUNIM believe in economic empowerment and are here for<br />
capacity-building of NGOs to be financially viable. “If government can initiate publicprivate<br />
partnerships, why can’t we?”<br />
6. Address by Mr. Samuel Mani, Director Neutron Computers<br />
He has been through very turbulent and exciting<br />
times. He has taken everything in his stride and<br />
moved on.<br />
‘Challenges of an Entrepreneur’<br />
As any youth in this country, he went on a job hunt<br />
for long but did not find any suitable job. Recalling<br />
an incident, he said, the interviewer told me, what<br />
do you know about computers? Samuel Mani is a<br />
qualified hardware and software professional! Then<br />
one day he decided to take a plunge into<br />
entrepreneurship. People including his own family<br />
“Despite obstacles I have<br />
the desire to surge ahead”<br />
“Wherever I went my<br />
wheelchair preceded me.<br />
They did not see my skills<br />
but my wheelchair and<br />
rejected me”<br />
were sceptical. Question ranged from what business activity can he do? How will he do<br />
and what business skill he has?<br />
But he persisted and started Neutron Computers. Interestingly, he sold the first two<br />
systems (PCs) to the same interviewer who said, ‘what you know about computers?’<br />
Samuel Mani feels negotiating the right price with the clients is still a problem. “Clients<br />
often say, ‘Be glad you are getting business. There are other players in the market’. The<br />
fact of the matter is that they do not believe I can do business and that they are not<br />
doing a favour on me.”<br />
He hoped things would improve after being associated with Microsoft. But not much<br />
changed. But despite obstacles, ‘I have the desire to surge ahead.” Today, he has many<br />
clients. He urged the society to give opportunities to disabled people that they deserve.<br />
Documented by: Priya Varadan 6
7. Address by Mr. Dilip Chenoy, MD, CEO, <strong>National</strong> Skill Development Corporation<br />
(NSDC) 4<br />
He is described as the suthtradhar (brain behind) of the E3 competition. He encouraged<br />
ARUNIM to throw up a challenge, seek innovative business plans from their NGO<br />
partners.<br />
Market Oriented Skill Development with<br />
Inclusion of Persons with Disability: Shri Chenoy<br />
explained the role of NSDC in the E3 Challenge.<br />
Calling <strong>National</strong> <strong>Trust</strong>’s team of 900 about NGOs<br />
as biggest resource and strength, he said “Since<br />
“We fund business plans<br />
that are financially viable<br />
and sustainable in the<br />
longer run”<br />
the day I met Ms. Natarajan and Ms. Thilakam in last May. I have been thinking as to<br />
how to give direction and shape to their dream. It is necessary to ensure that the NGOs<br />
do not depend on corporate funding every year. He sought all NGOs associated with<br />
<strong>National</strong> <strong>Trust</strong> and ARUNIM to take part in the E3 Challenge.<br />
“Every business is team work. No single person has 100% abilities. If a team lacks<br />
financial expertise, so on and so forth they need to source them.”<br />
He emphasized that there are no winners in the E3 Challenge. NSDC will support any<br />
business proposal that is innovative, financially viable and sustainable in the longer run.<br />
All the chosen business plans in the E3 competition will be combined into one mega<br />
proposal and will be funded and support by NSDC and ARUNIM.<br />
The aim is to enable NGOs that are dependent on external funding evolve into profit<br />
making organizations. The endeavour is to create entrepreneur driven enterprise, instil<br />
entrepreneurship and make disabled people self-dependent. He said that the success<br />
and failure of the initiative depends much on how well the organizations participate in<br />
the challenge. ARUNIM must become a profit making entity. He urged the NGOs to<br />
“provide ARUNIM with a strong supply chain of continuous and consistent quality<br />
products.”<br />
Speaking on the need for inclusion, Shri Chenoy<br />
said, “The <strong>National</strong> Skill Policy (with reference to<br />
disabled people) stresses on training and<br />
integration with employment & inclusion. The<br />
sheltered workshops as of now work only with<br />
disabled people. They need to include parents of<br />
disabled people and others and this is also a way<br />
for inclusion. At the end of the day, people should<br />
4 Presentation is in Annexure 4<br />
“Each one of us have at<br />
least, one inborn ability or<br />
skill, we need to tap it. We<br />
need to work in a<br />
collaborative manner to<br />
attain our goal”<br />
Documented by: Priya Varadan 7
uy these (produced in the workshop) for their quality and services and not because<br />
they are produced by disabled people.”<br />
Here you have the collaborative eco system (experts in business, design, marketing<br />
experts.), who will answer all your questions and doubts on making business plans. They<br />
are here to fill the viability, financial & imaginative gaps in your business plans (our<br />
dreams are basis of any plan or proposal and the gaps in those imaginations stall our<br />
steps).<br />
NSDC is a Private-Public Partnership. NSDC is mandated to train and skill people. NSDC<br />
has a target of skilling and up-skilling 150 million people by the year 2022. “Each one of<br />
us have at least, one inborn ability or skill, we need to tap it. We need to work in a<br />
collaborative manner to attain our goal.” he concluded.<br />
8. Address by Ms. Meera Shenoy, Executive Director, Wadhwani Foundation 5<br />
She not only succeeded in giving job opportunities to many socially and economically<br />
backward youth but also up-scaled the operation in a short time.<br />
Employment and Livelihood-Way forward:<br />
As Executive Director, Andhra Pradesh<br />
Government Mission for Rural Development, she<br />
has provided employment opportunities to scores<br />
of poorest of the poor rural and tribal youth in<br />
the remote parts of Andhra Pradesh. “We see<br />
when a youth gets a job; he gains self confidence<br />
since he is standing on his own feet.” Job<br />
“We have all gathered here<br />
with a common vision to<br />
bring in change and<br />
transformation in the lives<br />
of the vulnerable people”<br />
opportunity aids in complete socio economic transformation of the youth. This is true,<br />
particularly for girls.<br />
After having successfully carried out the mission in rural Andhra Pradesh, Ms. Shenoy<br />
decided to dedicate her expertise to the disability sector. That’s when she joined the<br />
Wadhwani Foundation.<br />
Wadhwani Foundation aims to create one lakh quality jobs for disabled youth. The<br />
foundation seeks to showcase the abilities of disabled people and underscore the fact<br />
that they can be an asset to any corporate organisation. She asserts that any entity<br />
which employs people with disability would have low attrition rate, high production rate<br />
and employees would also have high commitment to work.<br />
The foundation works with government, corporate and NGO sectors. “We design need<br />
based training models since we understand the markets well.” Wadhwani foundation<br />
5 Presentation is in Annexure 5<br />
Documented by: Priya Varadan 8
hopes to establish one training model in every state and become the knowledge<br />
repository.<br />
The Wadhwani Foundation has initiated a study ‘on identifying employment areas for<br />
disabled people in association with Indian Business School and NSDC. Information<br />
Technology (IT), hospitality and manufacturing have been identified as the key<br />
industries.<br />
The foundation is also assisting AP government in setting up of ‘Centre for PWD (people<br />
with disability) and Livelihood’- a pioneering step. The target is to provide 50,000 jobs to<br />
disable youth in 5 years. They have also started many pilot projects with many<br />
corporate organisations across the country & successfully placed many disabled youth in<br />
jobs. “I wish to focus on creating job opportunities for disabled people in rural area,<br />
that’s my passion.”<br />
Corporate organizations are willing to employ people with disability but they want them<br />
to be trained prior to joining their job.<br />
9. Address by Ms. Neelam Chibber, Industree Crafts Foundation 6<br />
What sets her organisation apart from others is<br />
that her producer members are share holders in<br />
her company. Ms. Chibber will help us understand<br />
the depth of starting a micro enterprise.<br />
“A brand facilitates in<br />
increasing business<br />
volumes”<br />
Business beyond barriers:<br />
It is important for ARUNIM to operate on a scale. She gave the example of her son,<br />
regarding his training in spastic society (Karnataka) and placement in a bakery that is an<br />
inclusive (disabled and non-disabled together) unit. They were introduced to production<br />
and marketing. An inclusive, group is a foundation to add on to the skill set in a group<br />
offering opportunities to all. The additional need is a sound business model.<br />
She started the company 20 years ago with a sale of about 20 lakhs and employed about<br />
40 people, in the near future they now plan to target 100 crore and employ people<br />
commensurately. The most important aspect is the marketing at this scale.<br />
“ARUNIM and <strong>National</strong> <strong>Trust</strong> should create a brand in the next 15 to 20 years. This will<br />
create a name which sells.” She emphasized,” A brand facilitates in increasing business<br />
volumes.”<br />
6 Presentation is in Annexure 6<br />
Documented by: Priya Varadan 9
Her own experience after collaborating with the Futures Group has provided learnings<br />
that could be used in the social sector. She said “Long term vision should be creation of<br />
a brand with the engagement of professionals take advantage of the retail boom.”<br />
Ms. Chibber started a for profit company (Industree Craft Pvt. Ltd.) that required small<br />
retails to be opened up. But for such small retails to work, you need a brand and<br />
therefore the tie up with futures group.<br />
Create self help groups and collaborate with brands for profit ventures. Loans will be<br />
easier to obtain. The idea is to connect SHGs (Self Help Groups) in different parts of the<br />
country. Get them to a common supply chain. You can then have a common and<br />
attractive pricing. Equip these SHGs with information and technology.<br />
You can sell in volumes if you tie up with a brand. She compared the popular brands of<br />
biscuits that we eat and the one produced by a bakery and connecting it with the need<br />
for a brand and its subsequent sale. Industree created a brand ‘Mother Earth’ and<br />
backed it up with a good supply chain. The organization provides loans and sets the<br />
business up, but the ownership is always that of the SHGs. They have ownership and we<br />
provide them with loans while they supply us the product. In two years time, the SHGs<br />
become fully self supporting.<br />
There also could be some people in the group who take more initiatives, identify such<br />
people and encourage them to become entrepreneurs in the same business model.<br />
They get to do specific tasks that the group need not do and earn a commission on<br />
production. This person manages all day to day problems and tasks including collection<br />
of payments, payments to vendors etc. Everything is incentivised based on the level of<br />
responsibility of each member of the group. Basically depending on the internal group<br />
dynamics the groups conduct their business over time.<br />
10. Address by Mr. Jacob Mathew, IDIOM Design and Consulting Ltd. 7<br />
Mr. Jacob Mathew can be called the mentor to<br />
creating ‘brand ARUNIM.’ ARUNIM seeks a brand<br />
that reflects the voices of our producer members.<br />
Mr. Mathew will help us demystify ‘brand’, its role<br />
and responsibility.<br />
“A brand is not who we<br />
think we are but what they<br />
(public) think we are”<br />
Role and responsibilities of a brand:<br />
“The products (in the workshop) are made by extraordinary people and not by disabled<br />
people. I suggest we add one extra ‘E’ to the E3 challenge, ‘Extraordinary, Economic<br />
Enterprise and Empowerment.” There is a need to build a strong and good brand for<br />
7 Presentation is in Annexure 6<br />
Documented by: Priya Varadan 10
ARUNIM. NGOs need to think in terms of ‘design’. A designer is a one who is solving<br />
problem, spotting opportunities and thinking holistically. A brand is born when we pool<br />
our ideas and think. We need to incorporate the work done by both of them and create<br />
our own brand.<br />
Mr. Jacob gave some very interesting examples to explain the important ingredients in<br />
creating a brand.<br />
A Chikan shop in Benares (UP) was very well<br />
designed and built. But since the place where the<br />
shop was located, was previously a gaushala<br />
(Cow Shed) a lone buffalo used to come into the<br />
shop everyday, which was part of the gaushala<br />
“A brand has to be credible,<br />
innovative, reliable,<br />
authentic, sustainable, and<br />
inspiring”<br />
before it was bought down to make way for the shop. The shopkeeper tried their best to<br />
drive away the cow. But it was not possible. So they made peace with it and allocated a<br />
place to it in front of a SHIV MURTI (lord Shiva’s Idol) inside the shop. So there it stayed.<br />
So even today, in Benares, the shop is known by people as ‘GAI WALA DUKAN’. So the<br />
buffalo became the brand ambassador of the shop.<br />
COPYRIGHT IDIOM DESIGN AND CONSULTING LIMITED 2010<br />
Bull- the brand ambassador!!<br />
A BULL SIZED PROBLEM!<br />
Needy Heart Foundation is an NGO that funds heart<br />
surgeries for the needy through 3 partner hospitals.<br />
They wanted IDIOM to create a new logo. The first<br />
question that we asked them was ‘How do you<br />
motivate people?’. Their answer was “we make their<br />
hearts alright and make them happy.’ So we coined a<br />
“There is a buffalo is each of<br />
us ordinary people. We all<br />
think that the disabled<br />
people cannot do much in<br />
life. ARUNIM is trying to<br />
remove this ‘buffalo’ from<br />
everyone’s mind”<br />
Documented by: Priya Varadan 11
slogan ‘Keep the beat.’ This was communicated to the people in the form of events,<br />
films and other promotional material.<br />
IDIOM convinced them to celebrate their landmark of 1000 successful heart surgeries<br />
and celebrate the event with all their stakeholders. NGOs have a lot of stories, personal<br />
histories which can be told to the people. These stories can be used to connect to<br />
mainstream market.<br />
Samuel Mani’s story has credibility. He has surmounted enormous difficulties and set up<br />
a business. Now he is like a mascot and a credible example.<br />
How to bring strength to a brand? The NGOs have true stories and experiences that give<br />
them real strength. How to create a design, brand which is authentic and real?<br />
Kerala Ayurveda is rooted in an authentic ayurveda tradition that was presented<br />
primarily to the Malayalee diaspora. IDIOM re-designed, packaged it and made it<br />
accessible to a much larger population. The scheme uses simple, natural materials. After<br />
re- designing, it caters to 60% non–malyalees.<br />
Hospitals are usually places of last resort. In India, the patient’s relatives are also care<br />
givers who are vital to quicker recovery, in addition to the professional care givers.<br />
Happital acknowledges this fact. Even the ICU has facilities for families to stay.<br />
Brand defines culture. So we need to work on it right from day one. It should reflect<br />
your work culture.<br />
We need to inspire people in what we do. For this we need to define who we are, and<br />
what we do?<br />
There was a mess in Baghdad called ‘Pegasus Mess Baghdad’. They mainly catered to<br />
American soldiers. The waiters were told that ‘we boost the morale of the soldiers, not<br />
merely feed them.’ So the mess always had maximum customers.<br />
Mahatma Gandhi, when he coined the slogan ‘QUIT INDIA’ was not being ambiguous.<br />
He was perfectly clear in his intention and definition. This was one of the most powerful<br />
statements.<br />
Is your message compelling enough? Whatever we are doing, is it Sustainable? Does it<br />
have legs to stand on? Can it scale? Can it be replicated, can it have impact?<br />
How to stay relevant in the consumer’s mind? You need to stay connected to your<br />
audience all the time. He gave the example of Child Relief & You (CRY) greeting cards.<br />
Their greeting card sale used to bring them lot of revenue. But in age of internet &<br />
email, very few buy cards.<br />
Documented by: Priya Varadan 12
Another aspect is trust implies reliability. But does it bring delight, awe, surprise? Big<br />
Bazaar wanted a new design for their stores. Mr. Biyani gave us a brief: ‘Even an autorickshaw<br />
driver should come to our shop.’ We designed it such a way that masses could<br />
connect with Big Bazaar. We introduced customer friendly scheme - buy one get three<br />
free, right pricing, guarantee and quality, non-intimidating staff. We provided something<br />
for the hard bargainers and value seeker. The design and the décor was people friendly<br />
etc. These are the aspects that that go into the making of Big Bazaar successful.<br />
Modern GM &<br />
PVT label<br />
programme<br />
Leisure &<br />
Entertainment<br />
VM:<br />
Emotional /<br />
Family<br />
oriented/<br />
aspirational<br />
Shopping<br />
trolley<br />
Electronics &<br />
Furniture<br />
Khhushali ke<br />
Haseen sapnay<br />
A/C<br />
Big Bazaar Price<br />
guarantee & quality<br />
promise<br />
Quick/ Easy<br />
Billing<br />
COPYRIGHT IDIOM DESIGN AND CONSULTING LIMITED 2010<br />
Everybody’s<br />
passport to<br />
modernity/<br />
prosperity<br />
THE NEW CONSUMPTION CULTURE<br />
Humble Sales.<br />
Boys/ Girls<br />
Touch & feel<br />
Conglomeration of<br />
Bazaar<br />
Non<br />
intimidating<br />
security<br />
A salute to common man<br />
Organised Chaos<br />
Discover the joys<br />
of inclusive<br />
consumption/<br />
capitalism<br />
Liberator of the masses!<br />
Classless<br />
products &<br />
prices<br />
Abundant Variety<br />
6 ANKHIEN<br />
12 HAATH<br />
Over flowing<br />
bins<br />
Modern Mela<br />
Anything &<br />
Everything<br />
Branding Graphics inspired by communism<br />
Extended<br />
Family<br />
Friendly<br />
‘Bazaar’ upgraded<br />
Is se sasta<br />
aur achha<br />
kahin nahin<br />
Kotastone<br />
‘Value seeking<br />
hard bargainer’<br />
Woman & child<br />
friendly<br />
Clusters as<br />
opposed to<br />
aisle<br />
Price Challenge<br />
Staples in<br />
gunny snacks<br />
Butt brush<br />
Working with ARUNIM<br />
IDIOM is working together with ARUNIM. ARUNIM wants their constituents to live a life<br />
of dignity. ARUNIM needs to do the following:-<br />
It needs to focus on market intelligence, design development and skill enhancement<br />
training. Connect to market with relevance, marketing retail front end B2C, B2B,<br />
branded events and branded spaces (for example, Dilli Haat and Blind School<br />
exhibitions), and finally, consumer feedback.<br />
From an NGO point of view, we need to look into life-skills livelihood skills, creating<br />
micro enterprises, creating products and services and mentoring enterprises.<br />
Documented by: Priya Varadan 13
Model suggested to ARUNIM:<br />
The organisation’s design should be such that the back-end (supply) comprises of 10-15<br />
most promising NGOs with proper business orientation and who will produce the most<br />
artistic products, with talented artisans. As there are many talented artists among the<br />
disabled people. This would also give them an opportunity to show-case their talents<br />
and to find an outlet.<br />
Administration and training will consist of designing and managing an outreach and<br />
training programme, designing and managing a supply chain.<br />
The front-end will consist of popularizing the brand and finding out proper and fitting<br />
retail outlets like exhibitions, ‘store inside a store’, stand-alone stores (B2C, larger<br />
masses), online portals, galleries (niche artist expressions sold at galleries), B2B (sales to<br />
corporates, governments, etc.) and exchange points (knowledge sharing, innovation and<br />
education).<br />
The in-between link will be that of facilitators, who will identify the market needs from<br />
time-to-time, and will help to design products and innovate them accordingly with the<br />
needs of the changing market.<br />
11. Address by Ms. Manisha Gupta, Director, Start Up 8<br />
‘Start Up’ acts as an incubator for ‘Social<br />
entrepreneurship’. Start up helps to set up<br />
organizations for social entrepreneurs and help<br />
them to grow.<br />
“Entrepreneurship is a way<br />
of life”<br />
How to design a sustainable business model:<br />
Entrepreneurship is more than simply ‘starting a business”. It is a way of thinking, of<br />
risk-taking and opportunity-spotting. It is a process through which individuals identify<br />
opportunities, allocate resources, and create value through products and services. This<br />
creation of value is often through the identification of unmet needs or through the<br />
identification of opportunities for change.<br />
At the end of the day, an entrepreneur is someone who enjoys his work, who at the<br />
time of starting the entrepreneurial journey, divides his objectives into various blocks<br />
and joins all the parts by his passion for the job. He is passionate throughout the<br />
journey. But he also makes sure that the passion is matched by proper process and<br />
results are achieved.<br />
8 Presentation is in Annexure 7<br />
Documented by: Priya Varadan 14
Entrepreneurs see “problems” as “opportunities,” then take action to identify the<br />
solutions to those problems and the customers who will pay to have those problems<br />
solved. They spur growth by creating productive jobs/employment, and building value<br />
chains. They are creators of wealth and social capital, not just for themselves, but for<br />
their communities as well. Entrepreneurship is about shaping new identities and<br />
behaviour change.<br />
Entrepreneurs possess qualities such as:<br />
• Creative ideas;<br />
• Risk taking;<br />
• Innovation;<br />
• Vision;<br />
• A national goal in mind and not sectarian;<br />
• Integration;<br />
When all the above thoughts come together, we have ‘Entrepreneurship’. Basically,<br />
entrepreneurship is a way of life. In this context, Ms. Gupta quoted Mr. William Drayton,<br />
Founder of ‘Ashoka Innovators for the public’. “Most scholars and artists come to rest<br />
when they express an idea; many managers relax when they solve the problem of only<br />
their company or institution; and most professionals are happy when they satisfy a<br />
client. It is only the entrepreneur who literally cannot stop until he or she has created<br />
value in the whole society.”<br />
She described the key features of setting up a Business Enterprise as the following:<br />
Big idea: No aversion to risk taking. Spotting opportunities in adversities also.<br />
Competent team: Hiring staff who have managerial, technical and marketing skills.<br />
Good Plan: Sourcing raw material, access to markets, sourcing technology, proper<br />
access to support services.<br />
Sufficient money: Whenever an entrepreneur goes and asks for financial help, he is<br />
asked this question ‘How much funds are you putting in?’ It is better to start with your<br />
money, and then to take help from friends and family. Then go for a business loan, as<br />
loan givers have faith in you only if you have some seed money of your own. You can<br />
also raise funds through angel investors and venture capitalists.<br />
Relentless execution: Execution of a good plan.<br />
Documented by: Priya Varadan 15
Raise Money<br />
Hire Team<br />
Provide Direction<br />
(CEO)<br />
To run a successful operation, one needs to hire staff who have knowledge of their field<br />
– be it technology, engineering, marketing or finance and administration. You cannot<br />
hire a good team if you don’t pay them an adequate remuneration. You cannot convince<br />
a good worker that since you are running an NGO, you do not have sufficient funds to<br />
pay them. If that is the case, you will not get skilled employees and this might ruin your<br />
organization.<br />
The 4 deadly mistakes that an entrepreneur makes while hiring are hiring based on<br />
convenience, hiring workers who are not good listeners, hiring people whose attitude is<br />
not right, and hiring without due diligence.<br />
Transitioning from the NGO mode of working to entrepreneurial operations demands<br />
a mindset shift:<br />
Sustainability: Shift from donor - reliance to self-reliance; from grants to revenues. Start<br />
with grants and use the grants to create profit.<br />
Scale: Growth and scale - no longer options, but mandatory demands of the business.<br />
Expand the business – geographically, market-wise and product-wise.<br />
Market orientation: Shift from community goodwill to customer focus. You cannot<br />
make profit on goodwill alone, you need to focus on the customer and give what they<br />
want, in order to make profits.<br />
Execution – the Game Changer: Shift from passion to process and discipline. You need<br />
to be passionate but also be disciplined and process-orientated.<br />
Documented by: Priya Varadan 16
Why do we need a business plan? We need a business plan because it provides:<br />
A roadmap: Meaning a route map for various blocks in the process<br />
A tool to clarify priorities: Priorities have to be clearly thought of. Which is most<br />
important and which comes after?<br />
A document to attract funding: Documents have to convince the investors about your<br />
process and its results.<br />
A guide when speed bumps happen: This is like a contingency plan, to help you cross<br />
road barriers.<br />
A scorecard for your company and for your own entrepreneurial achievements: This<br />
helps to see for yourself and your company as to how much has been achieved of the<br />
target and in what time-frame? You can evaluate.<br />
A business plan should not be more then 6-9 pages for the narrative, plus financials/<br />
appendices. Make it an interesting read! The five pillars of a business plan are the<br />
product and/or service, the market/customer, the financial model, operations and the<br />
team (staff etc.).<br />
Ms. Manisha and her team at Start Up have prepared the ‘Business Development Tool<br />
Kit.’ This is the guide to the E3 Challenge participants. The tool kit is aimed at assisting<br />
NGOs in developing and evaluating their business idea, and aid in adding structure to<br />
their business proposition. The document provides a methodology for formalising<br />
business ideas keeping in mind factors that are critical in establishing an organization<br />
and determining its failure and success.<br />
In the last lap of the presentation, the audience was given a sneak and quick preview in<br />
to the tool kit.<br />
B. Open House<br />
The participants were encouraged to ask questions, clear doubts regarding the E3<br />
Challenge.<br />
Questions mainly centred on ‘how Non Profit Organisations could operate ‘for profit’<br />
micro enterprise?’ They felt that the E3 Challenge contradicts the very essence of NGOs.<br />
The question was answered by Ms. Poonam Natrajan. She said, “The effort is to enable<br />
disabled people working in the sheltered workshop to earn a good salary every month<br />
Documented by: Priya Varadan 17
and so that he or she can contribute to his or her family.” She emphasised that disabled<br />
people should become part of the mainstream.<br />
It was also highlighted that <strong>National</strong> <strong>Trust</strong> is endeavouring to bring in a paradigm shift in<br />
the way NGOs operate and they need to think ‘out of the box’ to achieve their goals.<br />
There is a need to take lessons from the corporate sector and blend it with the values of<br />
social sector. The E3 Challenge is one such attempt.<br />
C. Vote of Thanks<br />
12. Vote of thanks was given by Mr. U K Shukla, Assistant Legal Advisor, <strong>National</strong><br />
<strong>Trust</strong><br />
He hoped that the ‘Knowledge Workshop’ would have given enough insight to the<br />
participants and that E3 Challenge would be a great success with their support. He<br />
echoed, “Each one of us have a role to play in this world and we must recognize it and<br />
respect all.”<br />
Thank you<br />
Documented by: Priya Varadan 18
Annexure-1<br />
<strong>National</strong> <strong>Trust</strong> Knowledge Workshop<br />
9 th September 2010<br />
Venue: Auditorium of Vishwa Yuvak Kendra, 1, Circular Road, Opp. Chanakyapuri<br />
Police Station, Chanakyapuri, New Delhi.<br />
Theme: Skill Development and Micro-Enterprise Management<br />
Time Programme<br />
10.05 am to 10.15 am Welcome Address by Mr. U K Shukla, Assistant Legal<br />
Adviser, <strong>National</strong> <strong>Trust</strong>, and Lamp lighting by resource<br />
members.<br />
Introduction of Ms. Thilakam Rajendran, MD, ARUNIM<br />
and Ms Niraj Seth, Ernst and Young<br />
10.20 to 10.45 am Sharing the Vision & Introducing E3 Challenge<br />
Ms. Poonam Natarajan, Chairperson, <strong>National</strong> <strong>Trust</strong><br />
10.50 to 10.55 am<br />
Launch of “Business Development Tool Kit-E3<br />
11.00 to 11.15<br />
Challenge” by Chairperson, ARUNIM Ms. Sminu Jindal<br />
and Mr. Samuel Mani, Director Neutron Computers.<br />
Role of ARUNIM in Entrepreneurship - Ms. Sminu<br />
Jindal, Chairperson, ARUNIM and Managing Director<br />
Jindal SAW and Founder SVYAM.<br />
11.20 to 11.30 am Challenges of and Entrepreneur by Mr. Samuel Mani,<br />
Director, Neutron Computers.<br />
11.35 to 12.00 noon “Market Oriented Skill Development with Inclusion of<br />
Persons with Disability” presentation by Mr. Dilip<br />
Chenoy, MD&CEO, NSDC<br />
12.05 to 12.30 noon “Employment and Livelihood-Way forward with<br />
Wadhwani Foundation” presentation by Ms. Meera<br />
Shenoy of Wadhwani Foundation<br />
12.35 to 1.05 pm “Business Beyond Barriers” presentation by Ms.<br />
Neelam Chiber, Industree Crafts Foundation<br />
1.10 to 1.35 pm “Role and Responsibilities of a Brand” presentation by<br />
Mr. Jacob, IDIOM Design and Consulting Ltd.<br />
1.35 to 2.15 pm Lunch<br />
2.20 to 3.50 pm “How to Design a sustainable Business Model<br />
presentation by Ms. Manisha Gupta, Director, Start<br />
UP<br />
3.50 to 4.15 Open House<br />
4.15 to 4.30 pm Vote of thanks by Assistant Legal Adviser, <strong>National</strong><br />
<strong>Trust</strong>.<br />
4.30 to 4.45 Pm Tea<br />
Documented by: Priya Varadan 19
Profiles of Guest Speakers<br />
Annexure 2<br />
Ms Sminu Jindal, Chairperson, ARUNIM and Managing Director Jindal SAW and<br />
Founder, Svayam<br />
Ms. Jindal is an exceptional and exemplary woman of substance who does not shy away<br />
from challenges in all walks of life. She is the first lady entrant in the country to do her<br />
gender proud by breaking the glass ceiling in the Steel, Oil and Gas sector in India. She is<br />
the young and dynamic Managing Director of Jindal SAW Ltd. a total pipes solutions<br />
company and a key player in global energy and water infrastructure. She manages the<br />
daily operations of Jindal SAW with crisp business acumen and foresight. Sminu Jindal's<br />
contribution to the growth of the organization has been phenomenal.<br />
She is also the founder of Svayam and has been working towards providing<br />
independence and dignity to people with reduced mobility. She is a member of many<br />
committees and is the Chairperson of ARUNIM - the marketing federation set up under<br />
the aegis of <strong>National</strong> <strong>Trust</strong>.<br />
Mr. Samuel Mani, Director, Neutron Computers<br />
Neutron Computers is a young and enthusiastic organization dealing with complete<br />
software and hardware solutions including AMCs at competitive prices.<br />
There are few things that make Neutron Computers stand apart from other similarly<br />
placed organizations. Samuel Mani, a young hardware engineer is a wheelchair user. He<br />
heads Neutron Computers. In a short journey of 5 years, Neutron computers has won<br />
clients like Action for Ability Development & Inclusion (AADI), Awana India, Business and<br />
Communication Foundation, B.S.I, Rehabilitation Council of India, Evangelical Fellowship<br />
of India, Cauvery Water Dispute Tribunal, Agha Khan Foundation, Smile Foundation,<br />
Determation, Udyan Care, Business Foundation, <strong>National</strong> Association for Blinds, Score<br />
Foundation etc.<br />
Neutron Computers has become the first and the only one so far ‘Microsoft Authorized<br />
Refurbisher’ (MAR) in India, under a joint project of FICCI (SEDF) and AADI with<br />
Microsoft. The MAR project aims to promote responsible business practices and social<br />
responsibility.<br />
Under MAR, Neutron Computers provide original software from Microsoft and give the<br />
donated computers to the eligible recipients at low-costs (which would be the cost<br />
involved in repairing your PCs). Microsoft and FICCI-SEDF are also facilitating the process<br />
of identifying the non-profits that are ready to buy the computers at a very low cost.<br />
Documented by: Priya Varadan 20
Shri Dilip Chenoy, MD and CEO, <strong>National</strong> Skill Development Corporation<br />
Shri Chenoy is currently the Managing Director & CEO of the <strong>National</strong> Skill Development<br />
Corporation, (NSDC). NSDC is a Public-Private Partnership mandated to create, fund,<br />
enable and incentivize skill development and upgradation capacity in India.<br />
The objective is to skill 150 million people in India by 2022 by fostering private sector<br />
investment and initiatives in training and skill development in 20 high growth sectors<br />
and the unorganized sector.<br />
NSDC is funded by the <strong>National</strong> Skill Development Fund (NSDF). NSDF has been set up<br />
with the objective to serve as a nodal point for private sector investments for skill<br />
development. NSDC is also entrusted with the responsibility of creating systems for<br />
Standards and Accreditation, creation of a Labour Market Data Base and identification<br />
of skill gaps.<br />
Ms Meera Shenoy Wadhwani Foundation<br />
Ms. Meera Shenoy, Executive Director, Wadhwani Foundation (WF), currently focuses<br />
on linking disabled people to quality jobs.<br />
Till recently, Ms. Meera Shenoy was Executive Director of an Andhra Pradesh<br />
Government Mission of the Rural Development Department, which she helped set up<br />
from scratch. Today, it has grown to become one of the largest job missions for the poor<br />
having trained 280,000 youth and placed 75% of the youth in jobs ranging from retailing<br />
to rural BPOs. Some of its innovations are pro-poor products tailored to market needs,<br />
like the country’s' first grass-roots English Work Readiness and Computer (EWRC)<br />
Academies.<br />
Wadhwani Foundation is the philanthropic arm of Dr. Romesh Wadhwani, founder and<br />
CEO of Symphony Technology Services. In just eight years, Symphony has grown from<br />
start up to a group of eight global software and services companies with combined<br />
revenue of over $ 2.5 billion and 15,000 employees. Set up in 2000. The foundation<br />
endeavours to accelerate economic development in the country through its activities.<br />
Ms Neelam Chiber, Co-founder, Industree Crafts Foundation<br />
Neelam Chhiber is the co-founder of Industree Crafts Foundation, a social enterprise<br />
that connects rural producers to urban markets. Ms. Neelam Chibber is an Industrial<br />
Designer from <strong>National</strong> Institute of Design and an alumnus of Social impact<br />
International, as well as Global Social Benefit Incubator, Santa Clara University, USA.<br />
Industree is a hybrid social business. Formed in December 1994, it was incubated as a<br />
‘for profit, linking rural producers to urban markets’. This was achieved by setting up<br />
Documented by: Priya Varadan 21
urban retail stores in India and though exports to global markets. It primarily sourced<br />
from small co-operatives, NGOs and individual rural artisans. Today, Industree is<br />
composed of two for-profits, one retail and the other supply-chain oriented and a nonprofit<br />
entity that engages with Indian government programs and policy. It is a backward<br />
integrated concept, starting with Industree Retail that is market and consumer oriented,<br />
Industree Transform that is supply chain and producer oriented and Industree<br />
Foundation is the link between government programs, producers and markets. The<br />
model aims at producer ownership and representation at each level, with shares for<br />
producers to buy at par set aside in each for profit, ensuring their ownership in brand<br />
and production.<br />
Mr Jacob Mathew, IDIOM Design and Consulting Ltd.<br />
Jacob is trained as a product designer but has had a ring side seat in the development of<br />
organized retail in India, having worked in the core team that led to Future group<br />
becoming the largest retailer in India. At Idiom, Jacob also leads the Design for Social<br />
Change initiative and is part of a team that looks at bringing Design Intelligence,<br />
business strategy and capital together for developing the next wave of Indian<br />
entrepreneurs.<br />
He is a part of the Confederation of Indian Industry's panel that advises on Design Policy<br />
and has co-founded several design led enterprises like The Design Store, and Dovetail<br />
Furniture and serves on the boards of a few enterprises and advises several social<br />
ventures on strategic issues.<br />
IDIOM is one of the largest design firms in India (employing over 100 people) and one of<br />
the few that is truly multidisciplinary and holistic. It works in the area of business design<br />
that is inclusive, holistic, transformatory and can scale. Projects range from branding<br />
and identity to architecture, retail design, interior design and product design and in<br />
projects that bring several of these areas together.<br />
Ms Manisha Gupta. Director, Start Up<br />
Manisha Gupta founded Startup in 2007and is based in Delhi. She has 20 years' of<br />
cumulative experience in the print media and civil society sector of India. Manisha<br />
started her career as a journalist and moved to the CSO sector with Ashoka: Innovators<br />
for the Public where she worked for 9 years. In 2006, she authored a book on CHILDLINE<br />
- the Country's largest child rights movement. Manisha has served as served as advisor<br />
and consultant to several social entrepreneurs and their organizations. Startup! is an<br />
angel investor for social entrepreneurs. It invests time, expertise and non-financial<br />
resources to launch ideas of social change. It incubates models of early-stage change<br />
makers and partner with mature social entrepreneurs to launch their next generation of<br />
innovations.<br />
Documented by: Priya Varadan 22
Nirai Seth, Associate Director - Development Advisory Services, Ernst & Young Pvt.<br />
Ltd.<br />
Ernst & Young is a global leader in assurance, tax, transaction and advisory services.<br />
Worldwide, 144,000 people are united by our shared values and an unwavering<br />
commitment to quality. We make a difference by helping our people, our clients and our<br />
wider communities achieve their potential. Ernst & Young refers to the global<br />
organization of member firms of Ernst & Young Global Limited, each of which is a<br />
separate legal entity.<br />
About Development Advisory Services (DAS)<br />
Development Advisory Services were established to offer services to the not for profit<br />
sector which include donor agencies, multilaterals, bilateral, governments and any other<br />
agency involved with social development. DAS aims at providing quality professional<br />
services to organizations with a view of enhancing efficiency and effectiveness of<br />
development programs.<br />
Documented by: Priya Varadan 23
Slide 1<br />
Slide 2<br />
Presentation By Ms. Poonam Natrajan<br />
<strong>National</strong> <strong>Trust</strong><br />
E3 Challenge (Economic Enterprise and Empowerment)<br />
Policy Framework<br />
30 August 2010<br />
– India is signatory to the UN Convention on the Rights of Persons with Disabilities. Article 27(f) (Work &<br />
Employment) requires State Parties to promote opportunities for self-<br />
employment, entrepreneurship, development of cooperatives for PWD and starting one’s own business<br />
– India is also a signatory to the Declaration on the Full Participation and Equality of People with Disabilities<br />
in Asia Pacific Region and the Biwako Millennium Framework for action towards an inclusive, barrier free<br />
and rights based society.<br />
• India has one of the more progressive national disability policy frameworks in the developing world<br />
– Persons With Disabilities Act, 1995<br />
– <strong>National</strong> Policy on Persons with Disabilities, 2006<br />
– State Policies<br />
– Sector-specific policies emerging – e.g. <strong>National</strong> Action Plan for Inclusion in Education of Children and Youth with<br />
Disabilities – 2005/06<br />
Launches EEE Challenge in association with<br />
Annexure 3<br />
Documented by: Priya Varadan 24
Slide 3<br />
Slide 4<br />
Employment Schemes: Fund Utilisation<br />
Deen Dayal Disabled Rehabilitation Scheme (DDRS) for support<br />
to NGOs engaged in vocational training sheltered workshops<br />
10 th plan (2002-07) outlay: `503 cr<br />
Actual expenditure: `335 cr<br />
Utilisation: 67%<br />
Launches EEE Challenge in association with<br />
Scheme arising out of the implementation of PWD (Equal<br />
Opportunities, Protection of Rights and Full Participation) Act, 1995<br />
10 th plan (2002-07) outlay: `143 crores<br />
Actual expenditure: `44 cr<br />
Utilisation: 31%<br />
► <strong>National</strong> Handicapped Finance and Development Corporation (NHFDC) was established to promote self-employment &<br />
economic development activities for PWD and to extend loans to PWD for entrepreneurial ventures<br />
► Against 10th plan (2002-07) outlay of ` 97.5cr, only ` 28cr were spent during the period (utilisation: 32%)<br />
Operationalizing the policy framework for PWD remains a challenge<br />
Current Employment Scenario<br />
The fall in PWD to non PWD employment ratio has been seen in nearly<br />
all states but is sharper in some states<br />
1<br />
0.8<br />
0.6<br />
0.4<br />
0.2<br />
0<br />
% of working population<br />
Employment ratio<br />
70%<br />
60%<br />
50%<br />
40%<br />
30%<br />
20%<br />
10%<br />
0%<br />
AP<br />
Ass<br />
Bih<br />
Guj<br />
Har<br />
HP<br />
J&K<br />
Kar<br />
Ker<br />
MP<br />
Maha<br />
Ori<br />
Pun<br />
Raj<br />
Sik<br />
TN<br />
UP<br />
WB<br />
All PWD<br />
MI<br />
MR<br />
Visual<br />
1990s 2000s<br />
Hearing<br />
Speech<br />
Locomotor<br />
Multiple<br />
Moderate<br />
Severe<br />
Launches EEE Challenge in association with<br />
PWD employment rates are lower than the general population at all<br />
educational levels<br />
Documented by: Priya Varadan 25<br />
% of working age employed<br />
80%<br />
70%<br />
60%<br />
50%<br />
40%<br />
30%<br />
20%<br />
10%<br />
0%<br />
Not literate<br />
Literate witlout<br />
formal schooling<br />
Below primary<br />
Primary<br />
Middle<br />
PWD General<br />
► According to a study by NCPEDP, of the ~70 million PWD in<br />
India, only ~100,000 have successfully obtained regular<br />
employment in industry (0.54% in public sector compared with<br />
0.28% in private sector)<br />
Employment of Persons with Disability remains a challenge<br />
Secondary<br />
Higher secondary<br />
Diploma/<br />
certificate<br />
Graduate &<br />
above
Slide 5<br />
Slide 6<br />
Entrepreneurship Development: International<br />
Experience<br />
Jamaica: DEEDS Industries<br />
Hong Kong: 7-11<br />
Convenience Stores<br />
(operated by the<br />
Rehabilitation Alliance )<br />
Cambodia: JoomNoon<br />
factory (started by<br />
Veterans’ International)<br />
Japan: I-<br />
Collaboration, (started by<br />
severely disabled person)<br />
► Produces wooden products for tourism and some furniture<br />
► Started operations to prove that disabled workers could work alongside those without disabilities and earn competitive<br />
wages.<br />
► Today, 60% of the workers at DEEDS are persons with disabilities who express high levels of job satisfaction<br />
► Receive no government support<br />
► At two stores 70% of workforce is employees with disabilities, which for two years have been among the ten best performing<br />
stores among over 300 in the franchise chain.<br />
► Produces top of the line silk accessories marketed internationally in the boutique and high-end accessories market and on the<br />
Internet.<br />
► Employs nondisabled employees as well and will soon be launched as a stand-alone enterprise, with co-ownership now going<br />
to a marketing company.<br />
► Hires disabled and nondisabled persons and provides job accommodations & assistive devices for physically disabled persons<br />
& blind and other supports for those with other disabilities<br />
► Technology-based business with a wide ranges of clients who use its services, which include Web design, computer<br />
training, data entry, database development, local area networks, and internet advertising.<br />
► Two of its branches also operate internet cafes<br />
Growing trend to establish businesses operated by or for people with disabilities<br />
Launches EEE Challenge in association with<br />
<strong>National</strong> <strong>Trust</strong>: Imparting Skills to PWD<br />
► Major objective of the <strong>National</strong> <strong>Trust</strong> is to ensure participation and inclusion of people with<br />
developmental disabilities in the community, in a sustainable way<br />
► <strong>National</strong> <strong>Trust</strong> has been engaging with NGOs working towards welfare and development of<br />
the disabled<br />
► Of nearly 800 affiliated NGOs, 150 are registered for specific ARUNIM for support in terms of<br />
design, entrepreneurship and business models.<br />
► Most of the NGOs have vocational/skills based training for the disabled but are unable to<br />
develop these sheltered workshops into any significant productive unit due to:<br />
► lack of entrepreneurial orientation among the NGO<br />
► limitations in developing group of disabled people into income generating unit.<br />
► lack of information on how to start a business or write a business plan<br />
Vital to set up economically profitable production units where the producers can earn a salary<br />
Launches EEE Challenge in association with<br />
Documented by: Priya Varadan 26
Slide 7<br />
Slide 8<br />
Entrepreneurship Development : Challenges of<br />
NGOs<br />
Focus of Disability Sector has been on “Rehabilitation”<br />
Most NGOs work on Grants for Rehabilitation<br />
NGOs are expected to become “Life-long Guardians”<br />
As of now, ‘sheltered employment units’ run by NGO’s are micro Enterprises in the<br />
formative stage<br />
And there are also individuals with disabilities who have the skills to be “Entrepreneurs”<br />
“Sheltered Workshops” – Protected work-settings for adults with disabilities<br />
Primary focus is to engage them in any productive activity<br />
Products are linked to capability of individuals and not so much market driven<br />
Size and scale of operations are generally small<br />
Income generation is not a key focus<br />
Local level presence only<br />
No “Brands”<br />
Vital to set up economically profitable production units where the producers can earn a salary<br />
Making the Transition<br />
Bridging Gaps to develop Entrepreneurship<br />
Launches EEE Challenge in association with<br />
Developing “entrepreneurial” mind set among NGOs<br />
Creating a focus to produce “what market wants”<br />
Building “competence” to become market savvy<br />
Technology support for mass production and cost reduction<br />
Creating cluster of NGOs and leveraging on their strengths<br />
Are we ready ?<br />
► Take the leap to move out of our comfort zone<br />
► Take risk to make the transition from sheltered training to entrepreneurship<br />
► Be prepared to overcome the barriers<br />
► Change the mindset of parents and society<br />
Launches EEE Challenge in association with<br />
Documented by: Priya Varadan 27
Slide 9<br />
Slide 10<br />
The EEE (Economic Enterprise and Empowerment)<br />
Initiative<br />
► <strong>National</strong> <strong>Trust</strong> intends to launch a support program for NGOs willing to develop business/<br />
entrepreneurial models involving disabled people. The objectives of the program are:<br />
► Achieve enhanced employment opportunities for people with disabilities using entrepreneurship<br />
route<br />
► Identify new areas/ avenues of entrepreneurship that suit the abilities of people with disabilities as<br />
well as meet the requirement of enterprises<br />
► Identify and nurture such enterprises that:<br />
► Offer high sustainability even in turbulent markets<br />
► Need less marketing & sales efforts<br />
► Offer reasonably stable price points<br />
► Reflect overall philosophy of ARUNIM & <strong>National</strong> <strong>Trust</strong><br />
► Render for expansion to meet increasing demands – domestic & international<br />
► Less capital intensive, but technically savvy with the times<br />
► Provide employment to maximum people with disabilities<br />
E3 : The Process<br />
Launches EEE Challenge in association with<br />
► <strong>National</strong> <strong>Trust</strong> (through ARUNIM) in collaboration with <strong>National</strong> Skill Development Corporation (NSDC)<br />
intends to initiate E3 Challenge, a program for supporting NGOs with willingness and ability to bring in the<br />
element of enterprise in their current endeavors with disabled people.<br />
► E3 Challenge will be a <strong>National</strong> level competition with the theme “Inclusion of Persons with Disability<br />
through Entrepreneurship”<br />
Project Brief<br />
Team to jointly prepare concept<br />
note detailing:<br />
• Market requirement<br />
• Benefits to PWD<br />
• Challenges<br />
• Investment<br />
• Gestation period<br />
Shorlisting by Award<br />
Secretariat<br />
Projects to be shortlisted on basis<br />
of:<br />
• uniqueness<br />
• sustainability<br />
• scalability<br />
Business Plan<br />
Shortlisted teams to prepare<br />
detailed project report with<br />
business plans including<br />
operational plan and resource<br />
requirement<br />
Launches EEE Challenge in association with<br />
Documented by: Priya Varadan 28<br />
The Award<br />
Selection of final proposals<br />
Award given to pilot projects<br />
Winning teams to be supported financially & nurtured to help make the project successful
Slide 11<br />
Slide 12<br />
Stakeholders<br />
Process<br />
Managers<br />
Media<br />
Partners<br />
(print/ visual)<br />
Knowledge<br />
partner<br />
Timeline<br />
Individuals<br />
<strong>National</strong><br />
<strong>Trust</strong>/<br />
ARUNIM<br />
Mentors/<br />
catalysts<br />
NGOs<br />
Persons with<br />
Disability<br />
Launches EEE Challenge in association with<br />
Process Managers<br />
► Design fair & transparent screening process<br />
► Facilitate capacity development<br />
Knowledge partners<br />
► Skill development<br />
► Knowledge management<br />
► Product development<br />
Mentors/ catalysts<br />
► Ongoing support to the winners<br />
Media Partners<br />
► Brand building<br />
Rolling out the scheme Preparatory phase Proposal Submission Support to winners<br />
9 September 2010<br />
9 September 2010 - Launch of<br />
the competition<br />
30 September 2010<br />
Deadline to submit Expression<br />
of Interest Form<br />
15 October 2010<br />
Deadline to submit<br />
Application Form<br />
15 November, 2010<br />
Announcement of selected<br />
applicants<br />
2nd week of December<br />
2010 Mentoring workshop<br />
for all applicants<br />
14 January 2011<br />
Deadline for submission<br />
of Project Proposal<br />
Launches EEE Challenge in association with<br />
25 February 2011<br />
Announcement of<br />
selected Pilot Projects<br />
Documented by: Priya Varadan 29
Slide 1<br />
Slide 2<br />
For Private Circulation only<br />
Presentation by Shri D Chenoy<br />
Skills Policy<br />
Challenges<br />
NATIONAL TRUST<br />
9 th September 2010<br />
Outline<br />
<strong>National</strong> Skill Development Corporation<br />
Bridging the ‘Imagination Gap’<br />
Leadership in Skill Development<br />
Annexure 4<br />
Documented by: Priya Varadan 30<br />
2
Slide 3<br />
Slide 4<br />
<strong>National</strong> Skill Policy - HIGHLIGHTS<br />
• The current level of participation of persons with<br />
disabilities in skill programmes is very low, despite<br />
guidelines of reserving 3% of the seats (government<br />
sector).<br />
• People with disabilities to be provided with<br />
appropriate adjustment training and skills training to<br />
bring them in the economic mainstream and make<br />
them productive citizens.<br />
• Training will be integrated with efforts to secure<br />
appropriate employment opportunities…. as well as<br />
to facilitate their inclusion in the labour market.<br />
Skills Policy<br />
Challenges<br />
Outline<br />
<strong>National</strong> Skill Development Corporation<br />
Bridging the ‘Imagination Gap’<br />
Documented by: Priya Varadan 31<br />
3<br />
4
Slide 5<br />
Slide 6<br />
Skills Training Needs<br />
• Many people with disabilities have the desire and capacity to<br />
enter the workforce<br />
• There is a need to provide support and encouragement to<br />
achieve skilling and outcomes required to become productive<br />
workers / members of the workforce<br />
• NSDC seeks to catalyze transformation of vocational<br />
aspirations into reality of skilled employment or other<br />
livelihood avenues<br />
Challenges<br />
• No precedents or formulas. Few Skills Development initiatives<br />
• Identification of Issues<br />
• Identification of jobs<br />
• Mainstreaming – Inclusive training<br />
• Identifying and reducing systemic barriers<br />
• Collaboration between stakeholders –<br />
Government, NGO’s, potential employers, family, trainers…<br />
Documented by: Priya Varadan 32<br />
5<br />
6
Slide 7<br />
Slide 8<br />
Skills Policy<br />
Challenges<br />
Outline<br />
<strong>National</strong> Skill Development Corporation<br />
Bridging the ‘Imagination Gap’<br />
A PPP first of its kind in the area of skill development globally.<br />
NSDC to act a catalyst for innovative, sustainable training initiatives<br />
NSDC provides viability gap funding for vocational training as per<br />
guidelines<br />
NSDC Is helping build an ecosystem for vocational training in India<br />
Creation of Train the Trainers centers<br />
NSDC – A unique entity<br />
Documented by: Priya Varadan 33<br />
7<br />
8
Slide 9<br />
Slide 10<br />
Create<br />
Fund<br />
Enable<br />
Real Estate Services 14.0<br />
Gems and Jewellery 4.6<br />
Leather and Leather Goods 4.6<br />
Organised Retail 17.3<br />
Textiles and Clothing 26.2<br />
Electronics and IT Hardware 3.3<br />
Auto and Auto Components 35.0<br />
IT and ITES 5.3<br />
Banking, Financial Services, and<br />
Insurance<br />
4.2<br />
Furniture and Furnishings<br />
Source: IMaCS analysis<br />
3.4<br />
NSDC Roles<br />
• Proactively catalyze creation of<br />
large, quality vocational<br />
training institutions<br />
• Viability gap funding for<br />
scalable, for-profit vocational<br />
training initiatives<br />
• Support systems relevant for Skill<br />
Development directly or through partnerships<br />
• Quality Assurance, Information Systems,<br />
Train-the-trainer centers<br />
Summary of Skill Gaps<br />
Incremental human resource requirement till 2022 in million<br />
Industry Incremental<br />
Industry Incremental<br />
requirement<br />
requirement<br />
(in million)<br />
(in million)<br />
Building and Construction Industry 33.0 Tourism and Hospitality services 3.6<br />
Construction Material and Building<br />
Hardware<br />
1.4<br />
Chemicals and Pharmaceuticals 1.9<br />
Food Processing 9.3<br />
Healthcare 12.7<br />
Transportation and Logistics 17.7<br />
Media and Entertainment 3.0<br />
Education and Skill Development Services 5.8<br />
Select informal employment sectors<br />
(domestic help, beauticians, facility<br />
management, security guards)<br />
37.6<br />
Incremental 240 to 250<br />
10<br />
Documented by: Priya Varadan 34<br />
9
Slide 11<br />
Slide 12<br />
NATIONAL TRUST helping create equal opportunities and<br />
promoting full fledged participation in society.<br />
To Enable and<br />
Empower the<br />
disabled<br />
To<br />
Strengthen<br />
the facilities<br />
available<br />
ARUNIM – Association for Rehabilitation<br />
under <strong>National</strong> <strong>Trust</strong> Initiative of Marketing<br />
A Facilitator to ,<br />
coordinate and<br />
promote<br />
products<br />
Capability &<br />
capacity building<br />
of its members<br />
<strong>National</strong> <strong>Trust</strong><br />
Reach<br />
Engaged with NGO’s<br />
working for the welfare<br />
and engagement of the<br />
disabled.<br />
ARUNIM<br />
NT, ARUNIM & NSDC<br />
NSDC<br />
Support in terms of design,<br />
entrepreneurship and<br />
business models.<br />
Acting as a<br />
Catalyst<br />
Joining Hands<br />
Assisting in<br />
Skills building<br />
NSDC<br />
Big Picture<br />
Inclusive training<br />
Mainstream<br />
Sustainability<br />
Foster<br />
Capacity building<br />
Entrepreneurial<br />
development<br />
Documented by: Priya Varadan 35<br />
11<br />
12
Documented by: Priya Varadan 36
Slide 13<br />
Slide 14<br />
Expected Outcomes of EEE<br />
•Training and Support pathways ( Arunim )<br />
•Helping innovative models emerge<br />
•Identifying and reducing systemic barriers<br />
•Transition from sheltered work environments<br />
to mainstream; sustainable economic activity<br />
Skills Policy<br />
Challenges<br />
Outline<br />
<strong>National</strong> Skill Development Corporation<br />
Bridging the ‘Imagination Gap’<br />
Documented by: Priya Varadan 37<br />
13<br />
14
Slide 15<br />
Slide 16<br />
NSDC and `Imagination Gap’<br />
• NSDC is a “viability gap catalyst” to make 150 skilled<br />
workers by 2022 a reality.<br />
• Viability Gap = Funding Gap + Imagination Gap<br />
• Imagination Gap = Ideas gap + Ability gap + Technology<br />
gap + Relationships gap + Policy enablement gap.<br />
NSDC’s focus is more on “Imagination Gap”<br />
Why Skills Training ?<br />
Documented by: Priya Varadan 38<br />
15<br />
16
Slide 17<br />
Slide 18<br />
Closing Thought<br />
Disability is a matter of perception.<br />
Disability If you can is a do matter just one of perception. thing well,<br />
If you you're can needed do just one by someone. thing well,<br />
you're needed by someone.<br />
Martina Navratilova<br />
Martina Navratilova<br />
THANK YOU<br />
Contact information:<br />
dilip.chenoy@nsdcindia.org<br />
www.nsdcindia.org<br />
Documented by: Priya Varadan 39<br />
17
Slide 1<br />
Slide 2<br />
Presentation By Ms. Meera Shenoy<br />
Wadhwani Foundation<br />
Overview for<br />
<strong>National</strong> <strong>Trust</strong><br />
New Delhi<br />
Meera Shenoy<br />
Executive Director<br />
Vision and Mission<br />
Vision and Mission:<br />
Accelerate economic development through<br />
Entrepreneurship, Innovation and Targeted Job Creation<br />
in India and other emerging economies<br />
Annexure 5<br />
Documented by: Priya Varadan 40
Slide 3<br />
Slide 4<br />
Targeted Job Creation<br />
Targeted Job Creation<br />
Vision and Mission:<br />
• Trigger large scale job creation for the underserved through business value proposition<br />
• Deploy disabled into sustainable high quality jobs and help transform corporate culture<br />
Strategy and Status:<br />
• Work with three key stakeholders: companies, government and civil society organizations<br />
• Design demand driven programs in close association with industry<br />
• Market linked trainings through national partners with WF funding the training<br />
• Have at least one WF model training centre in key states<br />
• Become the acknowledge pioneer in this space<br />
• Become a knowledge repository for the country<br />
Challenges<br />
Targeted Job Creation<br />
•In India 20 million disabled . Actually 3 times more<br />
•70% are in the rural areas; 65% are poor<br />
•2% are educated and barely 1% employed<br />
•Dismal statistics for 6% of the countrys population<br />
•If capacities are built, PwD could be an alternative labour force for<br />
companies<br />
Documented by: Priya Varadan 41
Slide 5<br />
Slide 6<br />
Why companies are hiring<br />
the Disabled<br />
Targeted Job Creation<br />
“We don’t hire people who are disabled because it is nice thing to do<br />
we hire them because it is a right thing to do from a business perspective”<br />
Outreach program<br />
Project ABLE<br />
Global Leadership Forums<br />
• Educated disabled are excellent role models<br />
• Many corporate jobs are superior fit for disabled<br />
• Exhibit higher productivity, lower attrition and reduced training costs<br />
• No awareness of Government SOP’s which can reduce employee cost<br />
• Diverse and inclusive workforce<br />
• Cross pollination raise mutual mentoring levels<br />
Focus Sector - IT/ITES<br />
Targeted Job Creation<br />
Nasscom & Deloitte Study<br />
“Indian IT/ITES: Impacting Education & Society”<br />
• 64% of companies now want to hire disabled<br />
• Examples: Mphasis; IBM; Infosys; 24x7<br />
• Desk jobs suited for PwD<br />
Areas in IT/ITES sector<br />
• Development and testing of software<br />
• BPO/call centre<br />
• KPO<br />
• Medical transcription<br />
• Animation and graphics<br />
• Web services and processing client applications<br />
• Data entry and data processing<br />
Documented by: Priya Varadan 42
Slide 7<br />
Slide 8<br />
Our Strategy<br />
Targeted Job Creation<br />
Situation Analysis<br />
Consultation with PwDs/parents<br />
Consultation with NGOs<br />
Consultation with government<br />
Dialogue with companies<br />
Document existing best practises in livelihoods to<br />
motivate<br />
Result : build an enabling eco-sphere<br />
WF Credentials:OND<br />
Targeted Job Creation<br />
Achievements:<br />
• Set up the Centre for PwD livelihoods with AP govt.- first PPP Centre in a govt. project<br />
• Partner with SERP- World Bank’s largest funded project working with 1 million rural<br />
women<br />
• Just issued the first RFP for market linked PwD trainings and companies which want to<br />
train in-house and hire disabled<br />
• Initiated pilots with TBSS and KFC<br />
• Initiated studies with ISB to understand PwD fit into 3 industries – hospitality, IT and<br />
manufacturing.<br />
Documented by: Priya Varadan 43
Slide 9<br />
Slide 10<br />
WF-OND<br />
Targeted Job Creation<br />
Delhi – United Way Delhi; American-India Foundation<br />
Mumbai – United Way Mumbai<br />
Bangalore – Unnati;Enable India<br />
Chennai – United Way Chennai with 2 corporates<br />
Each partner brings its NGO networks<br />
Dr.Reddys Foundation – 3 cities<br />
WF-OND : strong network of government, companies,<br />
training organisations, NGOs and disabled youth.<br />
WF OND TEAM<br />
Targeted Job Creation<br />
•Set up the countrys first Jobs mission for the<br />
underprivileged youth<br />
•Trained 280,000 rural and tribal youth and linked them to<br />
jobs across sectors<br />
•Set up the countrys first rural retail academy and grassroot<br />
English, Workreadiness and Computer Academy<br />
•Experience of working with government, corporates and<br />
the community<br />
Documented by: Priya Varadan 44
Slide 11<br />
Slide 12<br />
Targeted Job Creation<br />
•22 year old Shaheeda from Peeluru, Chittoor born with motor<br />
disability<br />
•Father Abdul Raza” We considered her birth a curse”…..Before<br />
•“She is the pride of the family”…Now<br />
• Shaheeda works in HDFC rural BPO drawing Rs.60,000 per annum<br />
WF OND PILOT<br />
Targeted Job Creation<br />
18 Rural underprivileged youth with over 40% disability<br />
8 were girls<br />
45 days training for domestic BPO industry<br />
Incomes ranged from Rs.54,000 to Rs.96,000 per annum<br />
All of them first white collared job member of the family<br />
Girls with over 75% disability got the highest incomes<br />
Families and youth transformed by this experience.<br />
Gives WF hope that<br />
WE CAN TOGETHER MAKE A DIFFERENCE<br />
Documented by: Priya Varadan 45
Slide 13<br />
Thank you<br />
Documented by: Priya Varadan 46
Slide 1<br />
Slide 2<br />
Presentation By Ms. Neelam Chhiber<br />
Managing Director<br />
Industree Crafts Pvt. Ltd.<br />
Neelam Chhiber<br />
Managing <strong>Trust</strong>ee<br />
Industree Crafts Foundation<br />
Industree – a hybrid social enterprise<br />
Industree is a hybrid social enterprise based in Bangalore<br />
promoting rural livelihoods. Industree connects two ends of<br />
the spectrum - the producer and the market.<br />
Industree Crafts Pvt. Ltd. is the ‘for profit’ entity which<br />
focuses on domestic multi branded retail of craft products<br />
Industree Crafts Foundation (ICF) is the ‘not for profit’<br />
entity enabling common interest groups livelihoods and be<br />
owners of their enterprises.<br />
Annexure 6<br />
Documented by: Priya Varadan 47
Slide 3<br />
Slide 4<br />
Industree’s model<br />
Lambani Artisan selling directly<br />
to consumers at Mother Earth in<br />
an exhibition<br />
Documented by: Priya Varadan 48
Slide 5<br />
Slide 6<br />
Industree’s model<br />
Industree believes in community ownership<br />
Industree’s model is fusion of both models<br />
(entrepreneurship model & community owned<br />
model), i.e. entrepreneur led community ownership<br />
model<br />
Entrepreneurs are willing to take risk, highly<br />
motivated, willing to put personal investment, the<br />
group pays percentage of turnover to leader for taking<br />
risks of the group’s business<br />
Industree’s facilitates groups in<br />
Training<br />
Design support<br />
Working capital<br />
Market knowledge &<br />
market linkages<br />
Industree’s designer working with artisans<br />
Documented by: Priya Varadan 49
Slide 7<br />
Slide 8<br />
A case study of<br />
Vanavil Self Help<br />
Group production<br />
unit at<br />
Kandikuppam<br />
village, Krishnagiri<br />
district<br />
Group of people together as a self<br />
help group Lead by master<br />
artisan cum<br />
entrepreneur, Mr.<br />
Murugan K<br />
Documented by: Priya Varadan 50
Slide 9<br />
Slide 10<br />
Skill Training,<br />
design, setting up<br />
of unit, capacity<br />
building<br />
Working capital<br />
loans from<br />
micro finance<br />
Raw materials<br />
from vendors<br />
Vanavil<br />
SHG<br />
Marketing<br />
through Mother<br />
Earth<br />
Immediate bill<br />
clearance facility<br />
through Mega<br />
Holdings<br />
Vanavil SHG Production unit<br />
Documented by: Priya Varadan 51
Slide 11<br />
Slide 12<br />
Sharing responsibilities<br />
Payments structure<br />
All artisans in the common interest group / SHG gets<br />
salary every month depending on their work &<br />
experience. At the end of the financial year, the profit<br />
of the group is divided & distributed among the<br />
artisans<br />
Murugan (leader of Self Help Group) gets additional<br />
5% as incentive for taking all the risks i.e. procuring<br />
orders, organising raw materials, production &<br />
dispatching it to buyers and ensuring payments in<br />
time<br />
Documented by: Priya Varadan 52
Slide 13<br />
Slide 14<br />
Turnover figures of Vanavil SHG<br />
Financial year Annual turnover over (Rs.)<br />
2007-08 0.6 million<br />
2008-09 2 million<br />
2009-10 2.8 million<br />
Benefits of this model<br />
Sustained income / business to artisans<br />
Transparency & accountability, No exploitation & sharing<br />
of profits among the group members<br />
Independent as a group production unit, can supply to<br />
Mother Earth, any other buyer as well<br />
Regular training & updating artisans in diversified products<br />
depending on market trends<br />
Assurance of markets through Mother Earth retail shops<br />
Linkage to other organisations such as micro finance<br />
institutions, vendors<br />
Documented by: Priya Varadan 53
Slide 15<br />
Thank you<br />
Documented by: Priya Varadan 54
Slide 1<br />
Slide 2<br />
Presentation By Shri Jacob Mathew<br />
THINKING LIKE A DESIGNER<br />
WHY DESIGN MATTERS FOR NGOs<br />
COPYRIGHT IDIOM DESIGN AND CONSULTING LIMITED 2010<br />
COPYRIGHT IDIOM DESIGN AND CONSULTING LIMITED 2010<br />
What is thinking like a designer?<br />
Problem solving/opportunity spotting<br />
Holistic thinking<br />
Serving multiple stakeholders<br />
Integrative thinking<br />
Innovation<br />
Quick validation<br />
Creating and capturing value<br />
Annexure 7<br />
Documented by: Priya Varadan 55
Slide 3<br />
Slide 4<br />
COPYRIGHT IDIOM DESIGN AND CONSULTING LIMITED 2010<br />
COPYRIGHT IDIOM DESIGN AND CONSULTING LIMITED 2010<br />
A BULL SIZED PROBLEM!<br />
Documented by: Priya Varadan 56
Slide 5<br />
Slide 6<br />
Every problem is an opportunity in disguise<br />
COPYRIGHT IDIOM DESIGN AND CONSULTING LIMITED 2010<br />
COPYRIGHT IDIOM DESIGN AND CONSULTING LIMITED 2010<br />
NEEDY HEART FOUNDATION<br />
Needy Heart Foundation is an NGO that funds heart surgeries<br />
for the needy through 3 partner hospitals<br />
Do us a new logo!!!!<br />
Documented by: Priya Varadan 57
Slide 7<br />
Slide 8<br />
COPYRIGHT IDIOM DESIGN AND CONSULTING LIMITED 2010<br />
COPYRIGHT IDIOM DESIGN AND CONSULTING LIMITED 2010<br />
NEEDY HEART FOUNDATION<br />
Idiom convinced them to celebrate their landmark of 1000<br />
successful heart surgeries and celebrate the event with all their<br />
stake holders.<br />
Documented by: Priya Varadan 58
Slide 9<br />
Slide 10<br />
COPYRIGHT IDIOM DESIGN AND CONSULTING LIMITED 2010<br />
COPYRIGHT IDIOM DESIGN AND CONSULTING LIMITED 2010<br />
NEEDY HEART FOUNDATION Keep The Beat- Extendable brand<br />
Idiom created an event attended by the Governor of Karnataka, along<br />
with doctors from the participating hospitals, patient care staff,<br />
patients, beneficiaries and donors.<br />
Documented by: Priya Varadan 59
Slide 11<br />
Slide 12<br />
COPYRIGHT IDIOM DESIGN AND CONSULTING LIMITED 2010<br />
COPYRIGHT IDIOM DESIGN AND CONSULTING LIMITED 2010<br />
NEEDY HEART FOUNDATION<br />
A few low budget films were created, stories of actual people<br />
whose lives have changed is a powerful message<br />
NEEDY HEART FOUNDATION<br />
This girl’s life changed when a hole in her heart was mended<br />
Documented by: Priya Varadan 60
Slide 13<br />
Slide 14<br />
COPYRIGHT IDIOM DESIGN AND CONSULTING LIMITED 2010<br />
COPYRIGHT IDIOM DESIGN AND CONSULTING LIMITED 2010<br />
NEEDY HEART FOUNDATION<br />
New initiatives were launched such as:<br />
Heartman<br />
A mascot figure that dispenses information at public places<br />
Needy Heart Angels<br />
A programme to induct medical professionals who will give their<br />
time<br />
Needy Heart Partner a corporate programme that places the<br />
Heartman in their premises.<br />
Documented by: Priya Varadan 61
Slide 15<br />
Slide 16<br />
COPYRIGHT IDIOM DESIGN AND CONSULTING LIMITED 2010<br />
Can we be empathic when we communicate<br />
We love stories!!!!<br />
COPYRIGHT IDIOM DESIGN AND CONSULTING LIMITED 2010<br />
Documented by: Priya Varadan 62
Slide 17<br />
Slide 18<br />
Problems and stories<br />
A bull that would not go away<br />
A shop we never forget<br />
A brand is not who we think we are<br />
But what they think we are<br />
COPYRIGHT IDIOM DESIGN AND CONSULTING LIMITED 2010<br />
COPYRIGHT IDIOM DESIGN AND CONSULTING LIMITED 2010<br />
credibilty<br />
BATF – Bangalore Agenda Task Force<br />
BATF was a private public partnership in association with<br />
government of Karnataka that brought together the various<br />
official stake holders of Bangalore city along with Private sector<br />
corporate experience of individuals like Nandan Nilekani,<br />
Narayan Murthy, Kiran Majumdar, Prakash Padukone etc<br />
Documented by: Priya Varadan 63
Slide 19<br />
Slide 20<br />
Initiatives<br />
COPYRIGHT IDIOM DESIGN AND CONSULTING LIMITED 2010<br />
COPYRIGHT IDIOM DESIGN AND CONSULTING LIMITED 2010<br />
1. The Bangalore Forward Summit<br />
2. The Nirmala Bangalore project<br />
3. The Bangalore Road Signage Manual<br />
4. The Shivajinagar bus depot signage<br />
5. The Central Jail – “Setting free a jail project which<br />
has led to Freedom Park”(a name that can inspire<br />
action)<br />
Documented by: Priya Varadan 64
Slide 21<br />
Slide 22<br />
Who are we serving???<br />
there are always multiple stakeholders<br />
Sometimes their needs are opposite<br />
Can solutions be integrative<br />
Our clients our donors our team<br />
Need to dig the road -water dept<br />
Need to surface the road- road dept<br />
COPYRIGHT IDIOM DESIGN AND CONSULTING LIMITED 2010<br />
COPYRIGHT IDIOM DESIGN AND CONSULTING LIMITED 2010<br />
AUTHENTICITY<br />
Living a promise<br />
Brand ,culture ,being<br />
Documented by: Priya Varadan 65
Slide 23<br />
Slide 24<br />
COPYRIGHT IDIOM DESIGN AND CONSULTING LIMITED 2010<br />
© IDIOM DESIGN AND<br />
CONSULTING LIMITED, 2009.<br />
COPYRIGHT IDIOM DESIGN AND CONSULTING LIMITED 2010<br />
Kerala Ayurveda is rooted in an authentic ayurveda tradition that<br />
was presented primarily to the Malayalee diaspora.<br />
The re-design packages it and makes it accessible to a much<br />
larger population.<br />
The scheme uses simple, natural materials<br />
Documented by: Priya Varadan 66
Slide 25<br />
Slide 26<br />
COPYRIGHT IDIOM DESIGN AND CONSULTING LIMITED 2010<br />
COPYRIGHT IDIOM DESIGN AND CONSULTING LIMITED 2010<br />
© IDIOM DESIGN AND<br />
CONSULTING LIMITED, 2009.<br />
HAPPITAL<br />
Hospitals are usually places of last resort.<br />
In India and other developing countries the patients relatives are<br />
also care givers who are vital to quicker recovery, in addition to<br />
the professional care givers.<br />
Documented by: Priya Varadan 67
Slide 27<br />
Slide 28<br />
COPYRIGHT IDIOM DESIGN AND CONSULTING LIMITED 2010<br />
COPYRIGHT IDIOM DESIGN AND CONSULTING LIMITED 2010<br />
© IDIOM DESIGN AND<br />
CONSULTING LIMITED, 2009.<br />
HAPPITAL<br />
Happital acknowledges this.<br />
Even the ICU has facilities for families to stay.<br />
Happital runs the infrastructure for doctors who will use it<br />
as their hospital.<br />
Documented by: Priya Varadan 68
Slide 29<br />
Slide 30<br />
Inspiring people by defining what you do<br />
The Cairn story<br />
Sniffer<br />
Gambler<br />
Boosting Morale not serving food<br />
-Pegasus Mess Baghdad<br />
COPYRIGHT IDIOM DESIGN AND CONSULTING LIMITED 2010<br />
Is my message compelling?<br />
Bangalore Forward<br />
Khelo india khelo<br />
Quit India<br />
COPYRIGHT IDIOM DESIGN AND CONSULTING LIMITED 2010<br />
Documented by: Priya Varadan 69
Slide 31<br />
Slide 32<br />
Is it Sustainable<br />
Does it have legs to stand on<br />
Can it scale<br />
Can it be replicated can it have impact?<br />
COPYRIGHT IDIOM DESIGN AND CONSULTING LIMITED 2010<br />
FLOAT Social Enterprise Incubation<br />
Float is a device which repurposes used billboard material and throw away<br />
plastic soft drink bottles to create life jackets and rafts that can be used as<br />
life saving devices.<br />
The skills and infrastructure created will be utilised to produce both<br />
functional and utility bags as well as lifestyle bags to be sold in urban areas<br />
creating a sustainable model.<br />
COPYRIGHT IDIOM DESIGN AND CONSULTING LIMITED 2010<br />
200,000 life vests<br />
Documented by: Priya Varadan 70
Slide 33<br />
Slide 34<br />
STAYING RELEVANT<br />
donors are fickle<br />
They have too many choices<br />
People are moved to what’s new<br />
A flood somewhere is more dramatic than<br />
a drought somewhere else<br />
Things change -do you?<br />
Greeting cards in the age of social networking<br />
COPYRIGHT IDIOM DESIGN AND CONSULTING LIMITED 2010<br />
COPYRIGHT IDIOM DESIGN AND CONSULTING LIMITED 2010<br />
Design works 360 degrees<br />
Documented by: Priya Varadan 71
Slide 35<br />
Slide 36<br />
DO YOU BUILD TRUST<br />
<strong>Trust</strong> implies reliability<br />
But does it bring delight, awe ,surprise,<br />
COPYRIGHT IDIOM DESIGN AND CONSULTING LIMITED 2010<br />
COPYRIGHT IDIOM DESIGN AND CONSULTING LIMITED 2010<br />
Documented by: Priya Varadan 72
Slide 37<br />
Slide 38<br />
Modern GM &<br />
PVT label<br />
programme<br />
Leisure &<br />
Entertainment<br />
VM:<br />
Emotional /<br />
Family<br />
oriented/<br />
aspirational<br />
Shopping<br />
trolley<br />
Khhushali ke<br />
Haseen sapnay<br />
Electronics &<br />
Furniture<br />
A/C<br />
Quick/ Easy<br />
Billing<br />
COPYRIGHT IDIOM DESIGN AND CONSULTING LIMITED 2010<br />
Market<br />
intelligence<br />
THE NEW CONSUMPTION CULTURE<br />
Humble Sales.<br />
Boys/ Girls<br />
Big Bazaar Price<br />
Touch & feel<br />
guarantee & quality<br />
promise<br />
Design<br />
development<br />
Life-skills<br />
Livelihood skills<br />
COPYRIGHT IDIOM DESIGN AND CONSULTING LIMITED 2010<br />
Everybody’s<br />
passport to<br />
modernity/<br />
prosperity<br />
Conglomeration of<br />
Bazaar<br />
Non<br />
intimidating<br />
security<br />
A salute to common man<br />
Organised Chaos<br />
Discover the joys<br />
of inclusive<br />
consumption/<br />
capitalism<br />
Liberator of the masses!<br />
Classless<br />
products &<br />
prices<br />
Abundant Variety<br />
Over flowing<br />
bins<br />
Modern Mela<br />
Documented by: Priya Varadan 73<br />
6 ANKHIEN<br />
12 HAATH<br />
Anything &<br />
Everything<br />
Branding Graphics inspired by communism<br />
Skill<br />
enhancement<br />
training<br />
Connect to<br />
Market<br />
withrelevance<br />
Life with dignity<br />
Creating<br />
Micro enterprises<br />
Extended<br />
Family<br />
Friendly<br />
‘Bazaar’ upgraded<br />
Is se sasta<br />
aur achha<br />
kahin nahin<br />
Marketing<br />
Retail front end<br />
B2c, b2b<br />
Creating products<br />
and services<br />
Branded events<br />
Brandedspaces<br />
Consumer<br />
feedback<br />
Kotastone<br />
‘Value seeking<br />
hard bargainer’<br />
Woman & child<br />
friendly<br />
Mentoring<br />
enterprises<br />
Clusters as<br />
opposed to<br />
aisle<br />
Price Challenge<br />
Staples in<br />
gunny snacks<br />
Butt brush
Slide 39<br />
Slide 40<br />
exhibitions<br />
stand alone<br />
stores<br />
e-portal<br />
exchange<br />
point<br />
brand &<br />
retail<br />
COPYRIGHT IDIOM DESIGN AND CONSULTING LIMITED 2010<br />
store<br />
in store<br />
B2B<br />
galleries<br />
full offer, brand showcase,<br />
image building<br />
B2C, larger masses<br />
knowledge sharing, innovation &<br />
education<br />
COPYRIGHT IDIOM DESIGN AND CONSULTING LIMITED 2010<br />
arunim<br />
for profit not for profit<br />
front end<br />
/ services<br />
understanding<br />
market<br />
needs<br />
exhibitions<br />
stand alone<br />
stores<br />
facilitators<br />
back end<br />
/ supply<br />
Documented by: Priya Varadan 74<br />
142<br />
NGOs<br />
design<br />
studio<br />
brand &<br />
retail<br />
matching<br />
skills &<br />
capacity<br />
store<br />
in store<br />
B2B<br />
e-portal galleries<br />
exchange<br />
point<br />
front end<br />
/ services<br />
phase 1<br />
10-15 most<br />
promising NGOs<br />
business<br />
orientation<br />
product dev.:<br />
artistic prods.<br />
value addition:<br />
artisan prods.<br />
administration<br />
& training<br />
a strong brand identity, powerful communications<br />
and a unique customer experience along with well<br />
designed products that will drive up sales figures<br />
and margins<br />
quick start: retail presence<br />
at low cost<br />
B2B (sales to corporates,<br />
governments, etc)<br />
niche artist expressions sold at<br />
galleries
Slide 41<br />
Slide 42<br />
COPYRIGHT IDIOM DESIGN AND CONSULTING LIMITED 2010<br />
COPYRIGHT IDIOM DESIGN AND CONSULTING LIMITED 2010<br />
phase 1<br />
selecting the<br />
10-15 most<br />
promising NGOs<br />
giving them<br />
business<br />
orientation<br />
designing<br />
and developing<br />
artistic products<br />
exploring<br />
value additions:<br />
artisan products<br />
continuous<br />
evolution &<br />
innovation<br />
design of a<br />
unique retail<br />
brand &<br />
experience<br />
back end<br />
/ supply<br />
administration<br />
& training<br />
• designing & managing an<br />
outreach and training<br />
programme<br />
• designing & managing a<br />
supply chain<br />
intelligent<br />
integration<br />
of resources<br />
creation of<br />
sensible &<br />
appealing<br />
products<br />
Documented by: Priya Varadan 75
Documented by: Priya Varadan 76
Slide 43<br />
COPYRIGHT IDIOM DESIGN AND CONSULTING LIMITED 2010<br />
THANKS<br />
Documented by: Priya Varadan 77
Slide 1<br />
Slide 2<br />
Presentation By Ms. Manisha Gupta<br />
Creating A Winning Business<br />
Plan<br />
Presentation Flow<br />
<strong>National</strong> <strong>Trust</strong><br />
Knowledge Workshop<br />
I. Entrepreneurship<br />
Who is an ‘entrepreneur’?<br />
What an entrepreneur needs to succeed.<br />
Transitioning from an NGO-mode of working to entrepreneurial<br />
operations.<br />
II. Ingredients of a successful business plan.<br />
The need for a business plan<br />
Business plan format<br />
III. A walk-through of the Business Plan Toolkit.<br />
IV. Q and A.<br />
Annexure 8<br />
Documented by: Priya Varadan 78
Slide 3<br />
Slide 4<br />
Entrepreneurship<br />
<strong>National</strong> <strong>Trust</strong><br />
Knowledge Workshop<br />
Entrepreneurship Defined<br />
Entrepreneurship is more than simply “starting a business.” It is a way<br />
of thinking, of risk-taking and opportunity-spotting.<br />
It is a process through which individuals identify opportunities, allocate<br />
resources, and create value through products and services. This<br />
creation of value is often through the identification of unmet needs or<br />
through the identification of opportunities for change.<br />
Entrepreneurs see “problems” as “opportunities,” then take action to<br />
identify the solutions to those problems and the customers who will<br />
pay to have those problems solved.<br />
Entrepreneurs spur growth by creating productive jobs/employment,<br />
and building value chains.<br />
Entrepreneurs are creators of wealth and social capital, not just for<br />
themselves, but for their communities as well. Entrepreneurship is<br />
about shaping new identities and behaviour change.<br />
Documented by: Priya Varadan 79
Slide 5<br />
Slide 6<br />
Entrepreneurship Defined<br />
“Most scholars and artists come to rest when they express an<br />
idea; many managers relax when they solve the problem of<br />
only their company or institution; and most professionals are<br />
happy when they satisfy a client. It is only the entrepreneur who<br />
literally cannot stop until he or she has created value in the<br />
whole society.”<br />
William Drayton, Ashoka: Innovators for the Public<br />
What An Entrepreneur Needs to<br />
Succeed (1/2)<br />
Friends &<br />
Family<br />
Personal Funds<br />
Personal Loans<br />
Business Loans<br />
Angel Investors<br />
Venture<br />
Capitalists<br />
Sufficient<br />
Money<br />
Big<br />
Idea<br />
Relentless<br />
Execution<br />
Good<br />
Plan<br />
Risk Taking<br />
Opportunity Spotting<br />
Competent<br />
Team<br />
Managerial Skills<br />
Technical Skills<br />
Marketing Skills<br />
Access to Markets<br />
Sourcing Raw Material<br />
Sourcing Technology<br />
Access to Support Services<br />
Documented by: Priya Varadan 80
Slide 7<br />
Slide 8<br />
What an Entrepreneur Needs to<br />
Succeed (2/2)<br />
Building a Rock Solid Team is key to an entrepreneur’s success<br />
SELL<br />
STUFF<br />
Marketing/Sales<br />
BUILD<br />
STUFF<br />
Engineering/<br />
Technology<br />
Raise Money<br />
Hire Team<br />
Provide Direction<br />
(CEO)<br />
The 4 Deadly Mistakes:<br />
Hiring based on convenience<br />
Hiring without due diligence<br />
Hiring the wrong attitude<br />
Hiring poor listeners<br />
RUN<br />
THE SHOW<br />
Finance/<br />
Administration<br />
Transitioning from Philanthropy to<br />
Entrepreneurship<br />
Transitioning from the NGO mode of working to entrepreneurial<br />
operations demands a mindset shift<br />
Sustainability<br />
Shift from donor- reliance to self-reliance; from grants to revenues<br />
Scale<br />
Growth and scale - no longer options, but mandatory demands of the business<br />
Market orientation<br />
Shift from community goodwill to customer focus<br />
Execution – the Game Changer<br />
Shift from passion to process and discipline<br />
Documented by: Priya Varadan 81
Slide 9<br />
Slide 10<br />
Ingredients of a Successful<br />
Business Plan<br />
<strong>National</strong> <strong>Trust</strong><br />
Knowledge Workshop<br />
Why Do We Need a Business Plan<br />
What?<br />
– A roadmap.<br />
– A tool to clarify priorities.<br />
– A document to attract<br />
funding.<br />
– A guide when speed bumps<br />
happen.<br />
– A scorecard for your<br />
company and for your own<br />
entrepreneurial<br />
achievements.<br />
Why?<br />
– 1,000,001 questions<br />
– Infinite number of<br />
possibilities<br />
– Distractions galore<br />
How Long?<br />
– 6-9 pages for the<br />
narrative, plus<br />
financials/ appendices<br />
Documented by: Priya Varadan 82
Slide 11<br />
Slide 12<br />
The Business Plan: Some Truths<br />
The planning process is more important than the<br />
plan.<br />
The assumptions are more important than the<br />
forecasts.<br />
Things will never turn out as planned – the plan<br />
requires continuous iteration and updating.<br />
The business plan should be short enough to be<br />
readable, long enough to be rigorous<br />
General Rules<br />
The five pillars of a business plan<br />
The Product and/or Service<br />
The Market/Customer<br />
The Financial Model<br />
Operations<br />
The Team<br />
Make it an interesting read!<br />
– Bullet points<br />
– Balance creativity while still<br />
getting your point across<br />
– Use short (1-3 sentence)<br />
paragraphs<br />
– Be careful with using industry<br />
jargon<br />
Write with objectivity<br />
– Consider using the thirdperson<br />
Focus more on initial future<br />
(1-2 years), less on later<br />
years<br />
Documented by: Priya Varadan 83
Slide 13<br />
Slide 14<br />
Outline of a Business Plan<br />
Cover Sheet<br />
Executive Summary<br />
a. Statement of Purpose<br />
Table of Contents<br />
1) Company History and<br />
Business Description<br />
2) Products and Services<br />
Final Thoughts<br />
5) Market Analysis<br />
a. Customers<br />
b. Competition<br />
c. Marketing Strategy<br />
6) Management<br />
5) Operations<br />
5) Financial Plan<br />
5) Appendices<br />
Growth vs. Profit<br />
– Growth today is worth many times the profits tomorrow<br />
Speed vs. Deliberation<br />
– Know your speed limit, and don’t let others make you exceed<br />
it<br />
Opportunism vs. Strategy<br />
– Start out being opportunistic, but quickly become strategic<br />
Entrepreneur vs Business Plan<br />
– Drive the business plan rather than the business plan driving<br />
you<br />
Documented by: Priya Varadan 84
Slide 15<br />
Slide 16<br />
A Walk Through of the Business<br />
Plan Toolkit<br />
<strong>National</strong> <strong>Trust</strong><br />
Knowledge Workshop<br />
Q and A<br />
<strong>National</strong> <strong>Trust</strong><br />
Knowledge Workshop<br />
Documented by: Priya Varadan 85
Slide 17<br />
Slide 18<br />
References<br />
Indian Angel Network<br />
http://www.indianangelnetwork.com/reposi<br />
tory.aspx<br />
Thank You<br />
<strong>National</strong> <strong>Trust</strong><br />
Knowledge Workshop<br />
Documented by: Priya Varadan 86
Slide 19<br />
Slide 20<br />
Ingredients of a Business Plan:<br />
Executive Summary<br />
Most important part of the plan<br />
Objective of the Business Plan – Financing or Operating Guide<br />
Concise explanation<br />
– Venture objectives<br />
– Brief Description of Products and Services<br />
– Market prospects<br />
– Financial forecasts<br />
How much money is needed?<br />
What will the money be used for?<br />
How will the funds benefit the business?<br />
Why does this loan or investment make business sense?<br />
How will the funds be repaid?<br />
– Operating Plan<br />
– Team – the Secret Sauce<br />
WRITTEN LAST<br />
Not More than 2 pages<br />
Ingredients of a Business Plan:<br />
Company History and Business Description<br />
Mission Statement<br />
Basic product description<br />
Names of principals and brief background on each<br />
Legalities: business type<br />
Company location<br />
Number of employees<br />
Customer highlights<br />
Your niche and unique qualities<br />
General strategy plan<br />
– List of planned milestones (business formation, opening date, hiring employees,<br />
reaching certain revenue goals)<br />
Strategic alliances<br />
Awards and merits<br />
Company milestones (business formation, opening date, hiring employees, revenue<br />
levels/ growth)<br />
1-3 year plan – future milestones to reach (sales goals, hiring employees)<br />
Work Experience<br />
Documented by: Priya Varadan 87
Slide 21<br />
Ingredients of a Business Plan:<br />
Product and Market<br />
Product and Services<br />
Detailed description of<br />
products or services<br />
Indicate stage of<br />
development: inprocess,<br />
prototypes,<br />
samples<br />
Patents or trademarks,<br />
legal contracts, licensing<br />
agreements, regulations,<br />
certifications<br />
“The Brochure Section”<br />
The Market<br />
Industry analysis<br />
Customers: Individual and business customer<br />
demographics<br />
Competition<br />
– Why your company is superior<br />
– Trends in competitive companies<br />
– Similar and dissimilar<br />
– SWOT (strengths, weaknesses, opportunities,<br />
threats)<br />
– Lessons learned<br />
– Eye on the future<br />
– Competitive grid and explanation<br />
Marketing Strategy<br />
Cite Sources!<br />
Documented by: Priya Varadan 88
Documented by: Priya Varadan 89