KNOWLEDGE WORKSHOP - National Trust

KNOWLEDGE WORKSHOP 

ON SKILL DEVELOPMENT & MICRO ENTERPRISE 

9 TH SEPTEMBER 2010 

ORGANISED BY 

National Trust for the Welfare of Persons with 

Autism, Cerebral Palsy, Mental Retardation 

and Multiple Disabilities in Association with 

ARUNIM 

& 

National Skill Development Corporation 

Documented by: Priya Varadan Page 0

Table of Contents 

Particulars Page No. 

A. Inaugural Session 02 

1. Welcome Address 02 

2. Lighting the Lamp & Felicitation of Guests 02 

3. Introductory Speech Ms. Thilakam Rajendaran, MD, ARUNIM 02 

4. Address by Ms. Poonam Natarajan, Chairperson, National Trust 03 

5. Address by Ms. Sminu Jindal, Chairperson, ARUNIM 05 

6. Address by Mr. Samuel Mani, Director, Neutron Computers 06 

7. Address by Mr. Dilip Chenoy, MD & CEO, NSDC 07 

8. Address by Ms. Meera Shenoy, ED, Wadhwani Foundation 08 

9. Address by Ms. Neelam Chibber, Industree Crafts Foundation 09 

10. Address by Mr. Jacob Mathew, IDIOM Design and Consulting Ltd. 10 

11. Address by Ms. Manisha Gupta, Director, Start Up 14 

B. Open House 17 

C. Vote of Thanks 18 

12. Vote of Thanks by Mr. U K Shukla, Asst. Legal Advisor, National Trust 18 

D. List of Annexure 

Annexure 1: Programme Schedule 19 

Annexure 2: Profile of Guest Speakers 20 

Annexure 3: Presentation of Ms. Poonam Natrajan 24 

Annexure 4: Presentation of Mr. Dilip Chenoy 30 

Annexure 5: Presentation of Ms. Meera Shenoy 39 

Annexure 6: Presentation of Ms. Neelam Chhiber 46 

Annexure 7: Presentation of Mr. Jacob Mathew 54 

Annexure 8: Presentation of Ms. Manisha Gupta 77 

Documented by: Priya Varadan 1

A. Inaugural Session 

National Trust Knowledge Workshop 

9 th September 2010 

1. Welcome address by Shri U K Shukla, Assistant Legal Advisor, National Trust 

Shri Shukla extended a warm welcome to all the participants and dignitaries in the 

National Trust Knowledge Workshop 1 

including: Hon’ble Chairperson of National Trust 

Ms. Poonam Natarajan, Chairperson of ARUNIM, Ms. Sminu Jindal, Director of Neutron 

Computers Shri Samuel Mani, MD and CEO of National Skill Development Corporation 

(NSDC) Shri Dilip Chenoy, Executive Director of Wadhwani Foundation Ms. Meera 

Shenoy, Co-Founder of Industree Crafts Foundation Ms. Neelam Chibber, Shri Jacob of 

IDIOM Design and Consulting Ltd., Director of Start-UP Ms. Manisha Gupta, Associate 

Director of Development Advisory Services (Ernst &Young Pvt. Ltd.) Ms. Niraj Seth, MD 

of ARUNIM Ms. Thilakam Rajendran, all participating organizations, SNAC and SNAP 

members and Hon’ble board members of National Trust - Shri Zamir Dhale, Ms. Meera 

Ramachandran, Shri Kishore Mohan Bhattacharya, Ms. Jeeja Ghosh, and Shri Anil Joshi. 

2. Lighting the Lamp & Felicitation of All Eminent Guests 

Inaugural address was followed by lighting of the lamp by all the dignitaries present on 

2 

the dais to formally open the Knowledge Workshop. All the eminent speakers were 

felicitated. 

Ms. Thilakam Rajendran, MD, ARUNIM along with Ms. Niraj Seth, Ernst & Young 

anchored the event, taking the audience through the entire journey with interesting 

insight and experiences in the initiative. 

3. Introductory Speech by Ms. Thilakam Rajendaran, MD, ARUNIM, 

Ms Thilakam Rajendran welcomed all participants. 

She began her introductory speech by saying 

“Today is the day to think big, dream big with your 

“Dream big, innovate & 

create opportunities” 

eyes open and create opportunities for those who are working with us, our producers 

(in the sheltered workshop)”. She further said that every year, we have this Knowledge 

Workshop just before the Annual General Body Meeting of the National Trust. This 

year’s theme is ‘Skill Development & Micro Enterprise’. Today is the day to ask, to think, 

to create, to innovate. We have very eminent speakers on the dais, who have made a 

1 Workshop Schedule is in Annexure 1 

2 Profile of guest speakers is given in Annexure 2 


mark in the industry sector. We bring forth their knowledge to you. They are here to 

guide and take us forward. 

While welcoming the gathering she said “Today you are amongst a collective group of 

very powerful, very innovative group, consisting of teachers, parents, activists, 

management professors and leaders amongst us who are here, not only to learn and 

gain knowledge but also understand the dimensions of ‘Skill Development and Micro 

Enterprise’. There are areas were we have got stuck but we want to move ahead. We 

look forward to your guidance and support on this matter. 

4. Address by Ms. Poonam Natarajan, Chairperson, National Trust 

Sharing her vision & introducing ‘The Economic Enterprise and Empowerment 

Challenge (E3 Challenge)’ 3 

This year’s Knowledge Workshop is being done by 

ARUNIM. The National Trust was set up to find an 

answer to the worries of parents – ‘What 

happens to our children after we are gone?” This 

question is based on the thinking that disabled 

“People with developmental 

disabilities are part of the 

community and should not 

be kept away for a life time” 

children are incapacitated & dependent. So let’s find them external support & 

protection for them. But today, we know there many success stories and experiences. 

We will be able to answer the question, (what happens to our children after we are 

gone?), only if we have participation and inclusion of disabled people in the society. 

Most people see disabled children as ‘‘burden’ and say who will take care of them? My 

dream is to not hear that sentence any more and to see the disabled as part of the 

community. She said that people with developmental disability (mental retardation, 

autism, cerebral palsy) are part of the community and can contribute and can’t be 

separated, kept away for a lifetime in a workshop that is not even giving them enough 

salary. Most sheltered workshops become crèches for the adults. 

There are NGOs making very good products and stacking them. How do we market 

them? How do we ensure that people, who are producing, make money out of it? That 

is that is the dream based on which ARUNIM was set up in 2008. It was inaugurated by 

our former President Dr. APJ Abdul Kalam with the idea that we can take our registered 

organization forward, build on the abilities of the disabled people and make these 

sheltered workshops as profit-making enterprises. 

We found our answers when we started interacting with Mr. Dilip Chenoy of the 

National Skill Development Corporation (NSDC). We realized that we can separate 

production and training (and make them into profitable units). 

3 Presentation is in Annexure 3 


We have all our partners here NSDC, Wadhwani Foundation, Industree Craft 

Foundation, Idiom, Ernst &Young and Start Up. I congratulate Thilakam and ARUNIM for 

bringing such a wonderful group. 

For years, they have been saying that disabled people cannot do it. As professionals, as 

parents only we need to take care of them. This attitude needs to change. We all say 

that we are thinking in a development mode, but we are still stuck in a charity mode of 

thinking. Let us think differently and make this happen. 

The E3 challenge – Economic, Enterprise and Empowerment, is a competition open to 

all. E3 challenge is a pioneering step, the first of its kind in India. The E3 initiative is an 

effort to turn the sheltered workshops into income generating units. 

We are all (NGOs) shy of taking business risks. Here 

are the people (eminent speakers), who will take 

you through the various steps of making business 

plans and train you. Our partners NSDC will choose 

the winners. Winning teams will be supported & 

mentored to help make the sheltered workshops 

into profit making organization. I hope we get as 

many business plans as possible. 

E3 Challenge: Economic, 

Enterprise and 

Empowerment acquires 

greater significance since 

the employment scenario 

amongst people with 

disability is very dismal 

The E3 Challenge acquires greater significance since the employment scenario amongst 

people with disability, especially those affected with developmental disabilities, is very 

dismal. 

On the significance of the United Nations Convention on Rights to Disabled People 

(UNCRPD) that India has ratified, she reiterated, “Today we stand here with the firm 

conviction, wanting to implement it. This is an important document, since this is the 

only document when people with disabilities brought their voices together. This was the 

first time people with intellectual disabilities spoke about what they really wanted and 

we must respect it.” 

Throwing light on the new Disability Law which is under formulation, she said “We want 

everybody’s comments (from the sector) and think how we can take it forward.” 

She also stressed on the need to share information among NGOs. “Very few people 

know about ARUNIM. We need to spread awareness about ARUNIM.” 

She thanked all and hoped there will be good participation from all NGOs in the E3 

Challenge. 


Economic, Enterprise and Empowerment - E3 Challenge 2010 Business Plan 

Development Toolkit 

The E3 Challenge 2010 Business Plan Development Toolkit was launched by Chairperson 

ARUNIM, Ms. Sminu Jindal and Shri Samuel Mani, Director, Neutron Computers. 

Ms. Thilakam Rajendaran called upon all participants to take up the E3 Challenge and 

submit their business proposals. “The E3 Challenge will help you evaluate, assess your 

(NGOs) present activities and help you move ahead.” 

5. Address by Ms. Sminu Jindal, Chairperson, ARUNIM 

Ms. Jindal brings in her much needed corporate vision and business acumen into 

ARUNIM and the E3 Challenge. 

Role of ARUNIM in entrepreneurship: 

“I belong to a business family and I had the ability 

to run a business. But along with doing business, 

my parents stressed on the need to be a good 

human being first. They put me through the rough 

and grind of life. When you are young, you do feel 

‘why are they being so hard on you’. It is later on, 

“Earn profit, do not 

compromise on quality, and 

give purchasing power to 

disabled people.” 

that you realize, that the training that they gave stands you in good stead and that is 

required.” 

She called upon parents to develop capabilities of disabled children and enable them to 

face up to the challenges of the world. 

“We all have some innate ability in us. We need to discover it and bring it out and we 

have to do it all by ourselves. And if I can do it, so can you. “I was supported by my 

family, friends, colleagues and others. It is not as if I was not fooled or deceived, I was. 

Yet I came out successful.” 

On the charity model that is so prevalent, she said, “It is not very conducive and not the 

right approach to empowerment. Charity also does not provide us with money as it 

sympathizes with the vulnerable and treats them as burden in the society. 

She stressed upon the need to bring in the business angle, to the ‘Sheltered workshops’ 

and make it run successfully as a profit-making entities. 

Take the necessary risks; don’t be stuck in a rut (Sheltered workshops). “Earn profit. It 

makes those who produce them ‘run their homes’, and makes them economically 

independent. ‘Hak Se Paise Maango’ (It is your right to ask for a good price for a good 

product). Don’t compromise on quality.” 


Speaking about ARUNIM, she said, “When we began working, we did not have any 

models before us. Each of our partners put in their inputs and the result is a 

collaborative effort before you.” 

National Trust and ARUNIM believe in economic empowerment and are here for 

capacity-building of NGOs to be financially viable. “If government can initiate publicprivate 

partnerships, why can’t we?” 

6. Address by Mr. Samuel Mani, Director Neutron Computers 

He has been through very turbulent and exciting 

times. He has taken everything in his stride and 

moved on. 

‘Challenges of an Entrepreneur’ 

As any youth in this country, he went on a job hunt 

for long but did not find any suitable job. Recalling 

an incident, he said, the interviewer told me, what 

do you know about computers? Samuel Mani is a 

qualified hardware and software professional! Then 

one day he decided to take a plunge into 

entrepreneurship. People including his own family 

“Despite obstacles I have 

the desire to surge ahead” 

“Wherever I went my 

wheelchair preceded me. 

They did not see my skills 

but my wheelchair and 

rejected me” 

were sceptical. Question ranged from what business activity can he do? How will he do 

and what business skill he has? 

But he persisted and started Neutron Computers. Interestingly, he sold the first two 

systems (PCs) to the same interviewer who said, ‘what you know about computers?’ 

Samuel Mani feels negotiating the right price with the clients is still a problem. “Clients 

often say, ‘Be glad you are getting business. There are other players in the market’. The 

fact of the matter is that they do not believe I can do business and that they are not 

doing a favour on me.” 

He hoped things would improve after being associated with Microsoft. But not much 

changed. But despite obstacles, ‘I have the desire to surge ahead.” Today, he has many 

clients. He urged the society to give opportunities to disabled people that they deserve. 


7. Address by Mr. Dilip Chenoy, MD, CEO, National Skill Development Corporation 

(NSDC) 4 

He is described as the suthtradhar (brain behind) of the E3 competition. He encouraged 

ARUNIM to throw up a challenge, seek innovative business plans from their NGO 

partners. 

Market Oriented Skill Development with 

Inclusion of Persons with Disability: Shri Chenoy 

explained the role of NSDC in the E3 Challenge. 

Calling National Trust’s team of 900 about NGOs 

as biggest resource and strength, he said “Since 

“We fund business plans 

that are financially viable 

and sustainable in the 

longer run” 

the day I met Ms. Natarajan and Ms. Thilakam in last May. I have been thinking as to 

how to give direction and shape to their dream. It is necessary to ensure that the NGOs 

do not depend on corporate funding every year. He sought all NGOs associated with 

National Trust and ARUNIM to take part in the E3 Challenge. 

“Every business is team work. No single person has 100% abilities. If a team lacks 

financial expertise, so on and so forth they need to source them.” 

He emphasized that there are no winners in the E3 Challenge. NSDC will support any 

business proposal that is innovative, financially viable and sustainable in the longer run. 

All the chosen business plans in the E3 competition will be combined into one mega 

proposal and will be funded and support by NSDC and ARUNIM. 

The aim is to enable NGOs that are dependent on external funding evolve into profit 

making organizations. The endeavour is to create entrepreneur driven enterprise, instil 

entrepreneurship and make disabled people self-dependent. He said that the success 

and failure of the initiative depends much on how well the organizations participate in 

the challenge. ARUNIM must become a profit making entity. He urged the NGOs to 

“provide ARUNIM with a strong supply chain of continuous and consistent quality 

products.” 

Speaking on the need for inclusion, Shri Chenoy 

said, “The National Skill Policy (with reference to 

disabled people) stresses on training and 

integration with employment & inclusion. The 

sheltered workshops as of now work only with 

disabled people. They need to include parents of 

disabled people and others and this is also a way 

for inclusion. At the end of the day, people should 


“Each one of us have at 

least, one inborn ability or 

skill, we need to tap it. We 

need to work in a 

collaborative manner to 

attain our goal” 


uy these (produced in the workshop) for their quality and services and not because 

they are produced by disabled people.” 

Here you have the collaborative eco system (experts in business, design, marketing 

experts.), who will answer all your questions and doubts on making business plans. They 

are here to fill the viability, financial & imaginative gaps in your business plans (our 

dreams are basis of any plan or proposal and the gaps in those imaginations stall our 

steps). 

NSDC is a Private-Public Partnership. NSDC is mandated to train and skill people. NSDC 

has a target of skilling and up-skilling 150 million people by the year 2022. “Each one of 

us have at least, one inborn ability or skill, we need to tap it. We need to work in a 

collaborative manner to attain our goal.” he concluded. 

8. Address by Ms. Meera Shenoy, Executive Director, Wadhwani Foundation 5 

She not only succeeded in giving job opportunities to many socially and economically 

backward youth but also up-scaled the operation in a short time. 

Employment and Livelihood-Way forward: 

As Executive Director, Andhra Pradesh 

Government Mission for Rural Development, she 

has provided employment opportunities to scores 

of poorest of the poor rural and tribal youth in 

the remote parts of Andhra Pradesh. “We see 

when a youth gets a job; he gains self confidence 

since he is standing on his own feet.” Job 

“We have all gathered here 

with a common vision to 

bring in change and 

transformation in the lives 

of the vulnerable people” 

opportunity aids in complete socio economic transformation of the youth. This is true, 

particularly for girls. 

After having successfully carried out the mission in rural Andhra Pradesh, Ms. Shenoy 

decided to dedicate her expertise to the disability sector. That’s when she joined the 

Wadhwani Foundation. 

Wadhwani Foundation aims to create one lakh quality jobs for disabled youth. The 

foundation seeks to showcase the abilities of disabled people and underscore the fact 

that they can be an asset to any corporate organisation. She asserts that any entity 

which employs people with disability would have low attrition rate, high production rate 

and employees would also have high commitment to work. 

The foundation works with government, corporate and NGO sectors. “We design need 

based training models since we understand the markets well.” Wadhwani foundation 



hopes to establish one training model in every state and become the knowledge 

repository. 

The Wadhwani Foundation has initiated a study ‘on identifying employment areas for 

disabled people in association with Indian Business School and NSDC. Information 

Technology (IT), hospitality and manufacturing have been identified as the key 

industries. 

The foundation is also assisting AP government in setting up of ‘Centre for PWD (people 

with disability) and Livelihood’- a pioneering step. The target is to provide 50,000 jobs to 

disable youth in 5 years. They have also started many pilot projects with many 

corporate organisations across the country & successfully placed many disabled youth in 

jobs. “I wish to focus on creating job opportunities for disabled people in rural area, 

that’s my passion.” 

Corporate organizations are willing to employ people with disability but they want them 

to be trained prior to joining their job. 

9. Address by Ms. Neelam Chibber, Industree Crafts Foundation 6 

What sets her organisation apart from others is 

that her producer members are share holders in 

her company. Ms. Chibber will help us understand 

the depth of starting a micro enterprise. 

“A brand facilitates in 

increasing business 

volumes” 

Business beyond barriers: 

It is important for ARUNIM to operate on a scale. She gave the example of her son, 

regarding his training in spastic society (Karnataka) and placement in a bakery that is an 

inclusive (disabled and non-disabled together) unit. They were introduced to production 

and marketing. An inclusive, group is a foundation to add on to the skill set in a group 

offering opportunities to all. The additional need is a sound business model. 

She started the company 20 years ago with a sale of about 20 lakhs and employed about 

40 people, in the near future they now plan to target 100 crore and employ people 

commensurately. The most important aspect is the marketing at this scale. 

“ARUNIM and National Trust should create a brand in the next 15 to 20 years. This will 

create a name which sells.” She emphasized,” A brand facilitates in increasing business 

volumes.” 



Her own experience after collaborating with the Futures Group has provided learnings 

that could be used in the social sector. She said “Long term vision should be creation of 

a brand with the engagement of professionals take advantage of the retail boom.” 

Ms. Chibber started a for profit company (Industree Craft Pvt. Ltd.) that required small 

retails to be opened up. But for such small retails to work, you need a brand and 

therefore the tie up with futures group. 

Create self help groups and collaborate with brands for profit ventures. Loans will be 

easier to obtain. The idea is to connect SHGs (Self Help Groups) in different parts of the 

country. Get them to a common supply chain. You can then have a common and 

attractive pricing. Equip these SHGs with information and technology. 

You can sell in volumes if you tie up with a brand. She compared the popular brands of 

biscuits that we eat and the one produced by a bakery and connecting it with the need 

for a brand and its subsequent sale. Industree created a brand ‘Mother Earth’ and 

backed it up with a good supply chain. The organization provides loans and sets the 

business up, but the ownership is always that of the SHGs. They have ownership and we 

provide them with loans while they supply us the product. In two years time, the SHGs 

become fully self supporting. 

There also could be some people in the group who take more initiatives, identify such 

people and encourage them to become entrepreneurs in the same business model. 

They get to do specific tasks that the group need not do and earn a commission on 

production. This person manages all day to day problems and tasks including collection 

of payments, payments to vendors etc. Everything is incentivised based on the level of 

responsibility of each member of the group. Basically depending on the internal group 

dynamics the groups conduct their business over time. 

10. Address by Mr. Jacob Mathew, IDIOM Design and Consulting Ltd. 7 

Mr. Jacob Mathew can be called the mentor to 

creating ‘brand ARUNIM.’ ARUNIM seeks a brand 

that reflects the voices of our producer members. 

Mr. Mathew will help us demystify ‘brand’, its role 

and responsibility. 

“A brand is not who we 

think we are but what they 

(public) think we are” 

Role and responsibilities of a brand: 

“The products (in the workshop) are made by extraordinary people and not by disabled 

people. I suggest we add one extra ‘E’ to the E3 challenge, ‘Extraordinary, Economic 

Enterprise and Empowerment.” There is a need to build a strong and good brand for 



ARUNIM. NGOs need to think in terms of ‘design’. A designer is a one who is solving 

problem, spotting opportunities and thinking holistically. A brand is born when we pool 

our ideas and think. We need to incorporate the work done by both of them and create 

our own brand. 

Mr. Jacob gave some very interesting examples to explain the important ingredients in 

creating a brand. 

A Chikan shop in Benares (UP) was very well 

designed and built. But since the place where the 

shop was located, was previously a gaushala 

(Cow Shed) a lone buffalo used to come into the 

shop everyday, which was part of the gaushala 

“A brand has to be credible, 

innovative, reliable, 

authentic, sustainable, and 

inspiring” 

before it was bought down to make way for the shop. The shopkeeper tried their best to 

drive away the cow. But it was not possible. So they made peace with it and allocated a 

place to it in front of a SHIV MURTI (lord Shiva’s Idol) inside the shop. So there it stayed. 

So even today, in Benares, the shop is known by people as ‘GAI WALA DUKAN’. So the 

buffalo became the brand ambassador of the shop. 

COPYRIGHT IDIOM DESIGN AND CONSULTING LIMITED 2010 

Bull- the brand ambassador!! 

A BULL SIZED PROBLEM! 

Needy Heart Foundation is an NGO that funds heart 

surgeries for the needy through 3 partner hospitals. 

They wanted IDIOM to create a new logo. The first 

question that we asked them was ‘How do you 

motivate people?’. Their answer was “we make their 

hearts alright and make them happy.’ So we coined a 

“There is a buffalo is each of 

us ordinary people. We all 

think that the disabled 

people cannot do much in 

life. ARUNIM is trying to 

remove this ‘buffalo’ from 

everyone’s mind” 


slogan ‘Keep the beat.’ This was communicated to the people in the form of events, 

films and other promotional material. 

IDIOM convinced them to celebrate their landmark of 1000 successful heart surgeries 

and celebrate the event with all their stakeholders. NGOs have a lot of stories, personal 

histories which can be told to the people. These stories can be used to connect to 

mainstream market. 

Samuel Mani’s story has credibility. He has surmounted enormous difficulties and set up 

a business. Now he is like a mascot and a credible example. 

How to bring strength to a brand? The NGOs have true stories and experiences that give 

them real strength. How to create a design, brand which is authentic and real? 

Kerala Ayurveda is rooted in an authentic ayurveda tradition that was presented 

primarily to the Malayalee diaspora. IDIOM re-designed, packaged it and made it 

accessible to a much larger population. The scheme uses simple, natural materials. After 

re- designing, it caters to 60% non–malyalees. 

Hospitals are usually places of last resort. In India, the patient’s relatives are also care 

givers who are vital to quicker recovery, in addition to the professional care givers. 

Happital acknowledges this fact. Even the ICU has facilities for families to stay. 

Brand defines culture. So we need to work on it right from day one. It should reflect 

your work culture. 

We need to inspire people in what we do. For this we need to define who we are, and 

what we do? 

There was a mess in Baghdad called ‘Pegasus Mess Baghdad’. They mainly catered to 

American soldiers. The waiters were told that ‘we boost the morale of the soldiers, not 

merely feed them.’ So the mess always had maximum customers. 

Mahatma Gandhi, when he coined the slogan ‘QUIT INDIA’ was not being ambiguous. 

He was perfectly clear in his intention and definition. This was one of the most powerful 

statements. 

Is your message compelling enough? Whatever we are doing, is it Sustainable? Does it 

have legs to stand on? Can it scale? Can it be replicated, can it have impact? 

How to stay relevant in the consumer’s mind? You need to stay connected to your 

audience all the time. He gave the example of Child Relief & You (CRY) greeting cards. 

Their greeting card sale used to bring them lot of revenue. But in age of internet & 

email, very few buy cards. 


Another aspect is trust implies reliability. But does it bring delight, awe, surprise? Big 

Bazaar wanted a new design for their stores. Mr. Biyani gave us a brief: ‘Even an autorickshaw 

driver should come to our shop.’ We designed it such a way that masses could 

connect with Big Bazaar. We introduced customer friendly scheme - buy one get three 

free, right pricing, guarantee and quality, non-intimidating staff. We provided something 

for the hard bargainers and value seeker. The design and the décor was people friendly 

etc. These are the aspects that that go into the making of Big Bazaar successful. 

Modern GM & 

PVT label 

programme 

Leisure & 

Entertainment 

VM: 

Emotional / 

Family 

oriented/ 

aspirational 

Shopping 

trolley 

Electronics & 

Furniture 

Khhushali ke 

Haseen sapnay 

A/C 

Big Bazaar Price 

guarantee & quality 

promise 

Quick/ Easy 

Billing 


Everybody’s 

passport to 

modernity/ 

prosperity 

THE NEW CONSUMPTION CULTURE 

Humble Sales. 

Boys/ Girls 

Touch & feel 

Conglomeration of 

Bazaar 

Non 

intimidating 

security 

A salute to common man 

Organised Chaos 

Discover the joys 

of inclusive 

consumption/ 

capitalism 

Liberator of the masses! 

Classless 

products & 

prices 

Abundant Variety 

6 ANKHIEN 

12 HAATH 

Over flowing 

bins 

Modern Mela 

Anything & 

Everything 

Branding Graphics inspired by communism 

Extended 

Family 

Friendly 

‘Bazaar’ upgraded 

Is se sasta 

aur achha 

kahin nahin 

Kotastone 

‘Value seeking 

hard bargainer’ 

Woman & child 

friendly 

Clusters as 

opposed to 

aisle 

Price Challenge 

Staples in 

gunny snacks 

Butt brush 

Working with ARUNIM 

IDIOM is working together with ARUNIM. ARUNIM wants their constituents to live a life 

of dignity. ARUNIM needs to do the following:- 

It needs to focus on market intelligence, design development and skill enhancement 

training. Connect to market with relevance, marketing retail front end B2C, B2B, 

branded events and branded spaces (for example, Dilli Haat and Blind School 

exhibitions), and finally, consumer feedback. 

From an NGO point of view, we need to look into life-skills livelihood skills, creating 

micro enterprises, creating products and services and mentoring enterprises. 


Model suggested to ARUNIM: 

The organisation’s design should be such that the back-end (supply) comprises of 10-15 

most promising NGOs with proper business orientation and who will produce the most 

artistic products, with talented artisans. As there are many talented artists among the 

disabled people. This would also give them an opportunity to show-case their talents 

and to find an outlet. 

Administration and training will consist of designing and managing an outreach and 

training programme, designing and managing a supply chain. 

The front-end will consist of popularizing the brand and finding out proper and fitting 

retail outlets like exhibitions, ‘store inside a store’, stand-alone stores (B2C, larger 

masses), online portals, galleries (niche artist expressions sold at galleries), B2B (sales to 

corporates, governments, etc.) and exchange points (knowledge sharing, innovation and 

education). 

The in-between link will be that of facilitators, who will identify the market needs from 

time-to-time, and will help to design products and innovate them accordingly with the 

needs of the changing market. 

11. Address by Ms. Manisha Gupta, Director, Start Up 8 

‘Start Up’ acts as an incubator for ‘Social 

entrepreneurship’. Start up helps to set up 

organizations for social entrepreneurs and help 

them to grow. 

“Entrepreneurship is a way 

of life” 

How to design a sustainable business model: 

Entrepreneurship is more than simply ‘starting a business”. It is a way of thinking, of 

risk-taking and opportunity-spotting. It is a process through which individuals identify 

opportunities, allocate resources, and create value through products and services. This 

creation of value is often through the identification of unmet needs or through the 

identification of opportunities for change. 

At the end of the day, an entrepreneur is someone who enjoys his work, who at the 

time of starting the entrepreneurial journey, divides his objectives into various blocks 

and joins all the parts by his passion for the job. He is passionate throughout the 

journey. But he also makes sure that the passion is matched by proper process and 

results are achieved. 



Entrepreneurs see “problems” as “opportunities,” then take action to identify the 

solutions to those problems and the customers who will pay to have those problems 

solved. They spur growth by creating productive jobs/employment, and building value 

chains. They are creators of wealth and social capital, not just for themselves, but for 

their communities as well. Entrepreneurship is about shaping new identities and 

behaviour change. 

Entrepreneurs possess qualities such as: 

• Creative ideas; 

• Risk taking; 

• Innovation; 

• Vision; 

• A national goal in mind and not sectarian; 

• Integration; 

When all the above thoughts come together, we have ‘Entrepreneurship’. Basically, 

entrepreneurship is a way of life. In this context, Ms. Gupta quoted Mr. William Drayton, 

Founder of ‘Ashoka Innovators for the public’. “Most scholars and artists come to rest 

when they express an idea; many managers relax when they solve the problem of only 

their company or institution; and most professionals are happy when they satisfy a 

client. It is only the entrepreneur who literally cannot stop until he or she has created 

value in the whole society.” 

She described the key features of setting up a Business Enterprise as the following: 

Big idea: No aversion to risk taking. Spotting opportunities in adversities also. 

Competent team: Hiring staff who have managerial, technical and marketing skills. 

Good Plan: Sourcing raw material, access to markets, sourcing technology, proper 

access to support services. 

Sufficient money: Whenever an entrepreneur goes and asks for financial help, he is 

asked this question ‘How much funds are you putting in?’ It is better to start with your 

money, and then to take help from friends and family. Then go for a business loan, as 

loan givers have faith in you only if you have some seed money of your own. You can 

also raise funds through angel investors and venture capitalists. 

Relentless execution: Execution of a good plan. 


Raise Money 

Hire Team 

Provide Direction 

(CEO) 

To run a successful operation, one needs to hire staff who have knowledge of their field 

– be it technology, engineering, marketing or finance and administration. You cannot 

hire a good team if you don’t pay them an adequate remuneration. You cannot convince 

a good worker that since you are running an NGO, you do not have sufficient funds to 

pay them. If that is the case, you will not get skilled employees and this might ruin your 

organization. 

The 4 deadly mistakes that an entrepreneur makes while hiring are hiring based on 

convenience, hiring workers who are not good listeners, hiring people whose attitude is 

not right, and hiring without due diligence. 

Transitioning from the NGO mode of working to entrepreneurial operations demands 

a mindset shift: 

Sustainability: Shift from donor - reliance to self-reliance; from grants to revenues. Start 

with grants and use the grants to create profit. 

Scale: Growth and scale - no longer options, but mandatory demands of the business. 

Expand the business – geographically, market-wise and product-wise. 

Market orientation: Shift from community goodwill to customer focus. You cannot 

make profit on goodwill alone, you need to focus on the customer and give what they 

want, in order to make profits. 

Execution – the Game Changer: Shift from passion to process and discipline. You need 

to be passionate but also be disciplined and process-orientated. 


Why do we need a business plan? We need a business plan because it provides: 

A roadmap: Meaning a route map for various blocks in the process 

A tool to clarify priorities: Priorities have to be clearly thought of. Which is most 

important and which comes after? 

A document to attract funding: Documents have to convince the investors about your 

process and its results. 

A guide when speed bumps happen: This is like a contingency plan, to help you cross 

road barriers. 

A scorecard for your company and for your own entrepreneurial achievements: This 

helps to see for yourself and your company as to how much has been achieved of the 

target and in what time-frame? You can evaluate. 

A business plan should not be more then 6-9 pages for the narrative, plus financials/ 

appendices. Make it an interesting read! The five pillars of a business plan are the 

product and/or service, the market/customer, the financial model, operations and the 

team (staff etc.). 

Ms. Manisha and her team at Start Up have prepared the ‘Business Development Tool 

Kit.’ This is the guide to the E3 Challenge participants. The tool kit is aimed at assisting 

NGOs in developing and evaluating their business idea, and aid in adding structure to 

their business proposition. The document provides a methodology for formalising 

business ideas keeping in mind factors that are critical in establishing an organization 

and determining its failure and success. 

In the last lap of the presentation, the audience was given a sneak and quick preview in 

to the tool kit. 

B. Open House 

The participants were encouraged to ask questions, clear doubts regarding the E3 

Challenge. 

Questions mainly centred on ‘how Non Profit Organisations could operate ‘for profit’ 

micro enterprise?’ They felt that the E3 Challenge contradicts the very essence of NGOs. 

The question was answered by Ms. Poonam Natrajan. She said, “The effort is to enable 

disabled people working in the sheltered workshop to earn a good salary every month 


and so that he or she can contribute to his or her family.” She emphasised that disabled 

people should become part of the mainstream. 

It was also highlighted that National Trust is endeavouring to bring in a paradigm shift in 

the way NGOs operate and they need to think ‘out of the box’ to achieve their goals. 

There is a need to take lessons from the corporate sector and blend it with the values of 

social sector. The E3 Challenge is one such attempt. 

C. Vote of Thanks 

12. Vote of thanks was given by Mr. U K Shukla, Assistant Legal Advisor, National 

Trust 

He hoped that the ‘Knowledge Workshop’ would have given enough insight to the 

participants and that E3 Challenge would be a great success with their support. He 

echoed, “Each one of us have a role to play in this world and we must recognize it and 

respect all.” 

Thank you 


Annexure-1 

National Trust Knowledge Workshop 


Venue: Auditorium of Vishwa Yuvak Kendra, 1, Circular Road, Opp. Chanakyapuri 

Police Station, Chanakyapuri, New Delhi. 

Theme: Skill Development and Micro-Enterprise Management 

Time Programme 

10.05 am to 10.15 am Welcome Address by Mr. U K Shukla, Assistant Legal 

Adviser, National Trust, and Lamp lighting by resource 

members. 

Introduction of Ms. Thilakam Rajendran, MD, ARUNIM 

and Ms Niraj Seth, Ernst and Young 

10.20 to 10.45 am Sharing the Vision & Introducing E3 Challenge 

Ms. Poonam Natarajan, Chairperson, National Trust 

10.50 to 10.55 am 

Launch of “Business Development Tool Kit-E3 

11.00 to 11.15 

Challenge” by Chairperson, ARUNIM Ms. Sminu Jindal 

and Mr. Samuel Mani, Director Neutron Computers. 

Role of ARUNIM in Entrepreneurship - Ms. Sminu 

Jindal, Chairperson, ARUNIM and Managing Director 

Jindal SAW and Founder SVYAM. 

11.20 to 11.30 am Challenges of and Entrepreneur by Mr. Samuel Mani, 

Director, Neutron Computers. 

11.35 to 12.00 noon “Market Oriented Skill Development with Inclusion of 

Persons with Disability” presentation by Mr. Dilip 

Chenoy, MD&CEO, NSDC 

12.05 to 12.30 noon “Employment and Livelihood-Way forward with 

Wadhwani Foundation” presentation by Ms. Meera 

Shenoy of Wadhwani Foundation 

12.35 to 1.05 pm “Business Beyond Barriers” presentation by Ms. 

Neelam Chiber, Industree Crafts Foundation 

1.10 to 1.35 pm “Role and Responsibilities of a Brand” presentation by 

Mr. Jacob, IDIOM Design and Consulting Ltd. 

1.35 to 2.15 pm Lunch 

2.20 to 3.50 pm “How to Design a sustainable Business Model 

presentation by Ms. Manisha Gupta, Director, Start 

UP 

3.50 to 4.15 Open House 

4.15 to 4.30 pm Vote of thanks by Assistant Legal Adviser, National 

Trust. 

4.30 to 4.45 Pm Tea 


Profiles of Guest Speakers 

Annexure 2 

Ms Sminu Jindal, Chairperson, ARUNIM and Managing Director Jindal SAW and 

Founder, Svayam 

Ms. Jindal is an exceptional and exemplary woman of substance who does not shy away 

from challenges in all walks of life. She is the first lady entrant in the country to do her 

gender proud by breaking the glass ceiling in the Steel, Oil and Gas sector in India. She is 

the young and dynamic Managing Director of Jindal SAW Ltd. a total pipes solutions 

company and a key player in global energy and water infrastructure. She manages the 

daily operations of Jindal SAW with crisp business acumen and foresight. Sminu Jindal's 

contribution to the growth of the organization has been phenomenal. 

She is also the founder of Svayam and has been working towards providing 

independence and dignity to people with reduced mobility. She is a member of many 

committees and is the Chairperson of ARUNIM - the marketing federation set up under 

the aegis of National Trust. 

Mr. Samuel Mani, Director, Neutron Computers 

Neutron Computers is a young and enthusiastic organization dealing with complete 

software and hardware solutions including AMCs at competitive prices. 

There are few things that make Neutron Computers stand apart from other similarly 

placed organizations. Samuel Mani, a young hardware engineer is a wheelchair user. He 

heads Neutron Computers. In a short journey of 5 years, Neutron computers has won 

clients like Action for Ability Development & Inclusion (AADI), Awana India, Business and 

Communication Foundation, B.S.I, Rehabilitation Council of India, Evangelical Fellowship 

of India, Cauvery Water Dispute Tribunal, Agha Khan Foundation, Smile Foundation, 

Determation, Udyan Care, Business Foundation, National Association for Blinds, Score 

Foundation etc. 

Neutron Computers has become the first and the only one so far ‘Microsoft Authorized 

Refurbisher’ (MAR) in India, under a joint project of FICCI (SEDF) and AADI with 

Microsoft. The MAR project aims to promote responsible business practices and social 

responsibility. 

Under MAR, Neutron Computers provide original software from Microsoft and give the 

donated computers to the eligible recipients at low-costs (which would be the cost 

involved in repairing your PCs). Microsoft and FICCI-SEDF are also facilitating the process 

of identifying the non-profits that are ready to buy the computers at a very low cost. 


Shri Dilip Chenoy, MD and CEO, National Skill Development Corporation 

Shri Chenoy is currently the Managing Director & CEO of the National Skill Development 

Corporation, (NSDC). NSDC is a Public-Private Partnership mandated to create, fund, 

enable and incentivize skill development and upgradation capacity in India. 

The objective is to skill 150 million people in India by 2022 by fostering private sector 

investment and initiatives in training and skill development in 20 high growth sectors 

and the unorganized sector. 

NSDC is funded by the National Skill Development Fund (NSDF). NSDF has been set up 

with the objective to serve as a nodal point for private sector investments for skill 

development. NSDC is also entrusted with the responsibility of creating systems for 

Standards and Accreditation, creation of a Labour Market Data Base and identification 

of skill gaps. 

Ms Meera Shenoy Wadhwani Foundation 

Ms. Meera Shenoy, Executive Director, Wadhwani Foundation (WF), currently focuses 

on linking disabled people to quality jobs. 

Till recently, Ms. Meera Shenoy was Executive Director of an Andhra Pradesh 

Government Mission of the Rural Development Department, which she helped set up 

from scratch. Today, it has grown to become one of the largest job missions for the poor 

having trained 280,000 youth and placed 75% of the youth in jobs ranging from retailing 

to rural BPOs. Some of its innovations are pro-poor products tailored to market needs, 

like the country’s' first grass-roots English Work Readiness and Computer (EWRC) 

Academies. 

Wadhwani Foundation is the philanthropic arm of Dr. Romesh Wadhwani, founder and 

CEO of Symphony Technology Services. In just eight years, Symphony has grown from 

start up to a group of eight global software and services companies with combined 

revenue of over $ 2.5 billion and 15,000 employees. Set up in 2000. The foundation 

endeavours to accelerate economic development in the country through its activities. 

Ms Neelam Chiber, Co-founder, Industree Crafts Foundation 

Neelam Chhiber is the co-founder of Industree Crafts Foundation, a social enterprise 

that connects rural producers to urban markets. Ms. Neelam Chibber is an Industrial 

Designer from National Institute of Design and an alumnus of Social impact 

International, as well as Global Social Benefit Incubator, Santa Clara University, USA. 

Industree is a hybrid social business. Formed in December 1994, it was incubated as a 

‘for profit, linking rural producers to urban markets’. This was achieved by setting up 


urban retail stores in India and though exports to global markets. It primarily sourced 

from small co-operatives, NGOs and individual rural artisans. Today, Industree is 

composed of two for-profits, one retail and the other supply-chain oriented and a nonprofit 

entity that engages with Indian government programs and policy. It is a backward 

integrated concept, starting with Industree Retail that is market and consumer oriented, 

Industree Transform that is supply chain and producer oriented and Industree 

Foundation is the link between government programs, producers and markets. The 

model aims at producer ownership and representation at each level, with shares for 

producers to buy at par set aside in each for profit, ensuring their ownership in brand 

and production. 

Mr Jacob Mathew, IDIOM Design and Consulting Ltd. 

Jacob is trained as a product designer but has had a ring side seat in the development of 

organized retail in India, having worked in the core team that led to Future group 

becoming the largest retailer in India. At Idiom, Jacob also leads the Design for Social 

Change initiative and is part of a team that looks at bringing Design Intelligence, 

business strategy and capital together for developing the next wave of Indian 

entrepreneurs. 

He is a part of the Confederation of Indian Industry's panel that advises on Design Policy 

and has co-founded several design led enterprises like The Design Store, and Dovetail 

Furniture and serves on the boards of a few enterprises and advises several social 

ventures on strategic issues. 

IDIOM is one of the largest design firms in India (employing over 100 people) and one of 

the few that is truly multidisciplinary and holistic. It works in the area of business design 

that is inclusive, holistic, transformatory and can scale. Projects range from branding 

and identity to architecture, retail design, interior design and product design and in 

projects that bring several of these areas together. 

Ms Manisha Gupta. Director, Start Up 

Manisha Gupta founded Startup in 2007and is based in Delhi. She has 20 years' of 

cumulative experience in the print media and civil society sector of India. Manisha 

started her career as a journalist and moved to the CSO sector with Ashoka: Innovators 

for the Public where she worked for 9 years. In 2006, she authored a book on CHILDLINE 

- the Country's largest child rights movement. Manisha has served as served as advisor 

and consultant to several social entrepreneurs and their organizations. Startup! is an 

angel investor for social entrepreneurs. It invests time, expertise and non-financial 

resources to launch ideas of social change. It incubates models of early-stage change 

makers and partner with mature social entrepreneurs to launch their next generation of 

innovations. 


Nirai Seth, Associate Director - Development Advisory Services, Ernst & Young Pvt. 

Ltd. 

Ernst & Young is a global leader in assurance, tax, transaction and advisory services. 

Worldwide, 144,000 people are united by our shared values and an unwavering 

commitment to quality. We make a difference by helping our people, our clients and our 

wider communities achieve their potential. Ernst & Young refers to the global 

organization of member firms of Ernst & Young Global Limited, each of which is a 

separate legal entity. 

About Development Advisory Services (DAS) 

Development Advisory Services were established to offer services to the not for profit 

sector which include donor agencies, multilaterals, bilateral, governments and any other 

agency involved with social development. DAS aims at providing quality professional 

services to organizations with a view of enhancing efficiency and effectiveness of 

development programs. 


Slide 1 

Slide 2 

Presentation By Ms. Poonam Natrajan 

National Trust 

E3 Challenge (Economic Enterprise and Empowerment) 

Policy Framework 

30 August 2010 

– India is signatory to the UN Convention on the Rights of Persons with Disabilities. Article 27(f) (Work & 

Employment) requires State Parties to promote opportunities for self- 

employment, entrepreneurship, development of cooperatives for PWD and starting one’s own business 

– India is also a signatory to the Declaration on the Full Participation and Equality of People with Disabilities 

in Asia Pacific Region and the Biwako Millennium Framework for action towards an inclusive, barrier free 

and rights based society. 

• India has one of the more progressive national disability policy frameworks in the developing world 

– Persons With Disabilities Act, 1995 

– National Policy on Persons with Disabilities, 2006 

– State Policies 

– Sector-specific policies emerging – e.g. National Action Plan for Inclusion in Education of Children and Youth with 

Disabilities – 2005/06 

Launches EEE Challenge in association with 

Annexure 3 


Slide 3 

Slide 4 

Employment Schemes: Fund Utilisation 

Deen Dayal Disabled Rehabilitation Scheme (DDRS) for support 

to NGOs engaged in vocational training sheltered workshops 

10 th plan (2002-07) outlay: `503 cr 

Actual expenditure: `335 cr 

Utilisation: 67% 


Scheme arising out of the implementation of PWD (Equal 

Opportunities, Protection of Rights and Full Participation) Act, 1995 

10 th plan (2002-07) outlay: `143 crores 

Actual expenditure: `44 cr 

Utilisation: 31% 

► National Handicapped Finance and Development Corporation (NHFDC) was established to promote self-employment & 

economic development activities for PWD and to extend loans to PWD for entrepreneurial ventures 

► Against 10th plan (2002-07) outlay of ` 97.5cr, only ` 28cr were spent during the period (utilisation: 32%) 

Operationalizing the policy framework for PWD remains a challenge 

Current Employment Scenario 

The fall in PWD to non PWD employment ratio has been seen in nearly 

all states but is sharper in some states 

1 

0.8 

0.6 

0.4 

0.2 

0 

% of working population 

Employment ratio 

70% 

60% 

50% 

40% 

30% 

20% 

10% 

0% 

AP 

Ass 

Bih 

Guj 

Har 

HP 

J&K 

Kar 

Ker 

MP 

Maha 

Ori 

Pun 

Raj 

Sik 

TN 

UP 

WB 

All PWD 

MI 

MR 

Visual 

1990s 2000s 

Hearing 

Speech 

Locomotor 

Multiple 

Moderate 

Severe 


PWD employment rates are lower than the general population at all 

educational levels 

Documented by: Priya Varadan 25 

% of working age employed 

80% 

70% 

60% 

50% 

40% 

30% 

20% 

10% 

0% 

Not literate 

Literate witlout 

formal schooling 

Below primary 

Primary 

Middle 

PWD General 

► According to a study by NCPEDP, of the ~70 million PWD in 

India, only ~100,000 have successfully obtained regular 

employment in industry (0.54% in public sector compared with 

0.28% in private sector) 

Employment of Persons with Disability remains a challenge 

Secondary 

Higher secondary 

Diploma/ 

certificate 

Graduate & 

above

Slide 5 

Slide 6 

Entrepreneurship Development: International 

Experience 

Jamaica: DEEDS Industries 

Hong Kong: 7-11 

Convenience Stores 

(operated by the 

Rehabilitation Alliance ) 

Cambodia: JoomNoon 

factory (started by 

Veterans’ International) 

Japan: I- 

Collaboration, (started by 

severely disabled person) 

► Produces wooden products for tourism and some furniture 

► Started operations to prove that disabled workers could work alongside those without disabilities and earn competitive 

wages. 

► Today, 60% of the workers at DEEDS are persons with disabilities who express high levels of job satisfaction 

► Receive no government support 

► At two stores 70% of workforce is employees with disabilities, which for two years have been among the ten best performing 

stores among over 300 in the franchise chain. 

► Produces top of the line silk accessories marketed internationally in the boutique and high-end accessories market and on the 

Internet. 

► Employs nondisabled employees as well and will soon be launched as a stand-alone enterprise, with co-ownership now going 

to a marketing company. 

► Hires disabled and nondisabled persons and provides job accommodations & assistive devices for physically disabled persons 

& blind and other supports for those with other disabilities 

► Technology-based business with a wide ranges of clients who use its services, which include Web design, computer 

training, data entry, database development, local area networks, and internet advertising. 

► Two of its branches also operate internet cafes 

Growing trend to establish businesses operated by or for people with disabilities 


National Trust: Imparting Skills to PWD 

► Major objective of the National Trust is to ensure participation and inclusion of people with 

developmental disabilities in the community, in a sustainable way 

► National Trust has been engaging with NGOs working towards welfare and development of 

the disabled 

► Of nearly 800 affiliated NGOs, 150 are registered for specific ARUNIM for support in terms of 

design, entrepreneurship and business models. 

► Most of the NGOs have vocational/skills based training for the disabled but are unable to 

develop these sheltered workshops into any significant productive unit due to: 

► lack of entrepreneurial orientation among the NGO 

► limitations in developing group of disabled people into income generating unit. 

► lack of information on how to start a business or write a business plan 

Vital to set up economically profitable production units where the producers can earn a salary 



Slide 7 

Slide 8 

Entrepreneurship Development : Challenges of 

NGOs 

Focus of Disability Sector has been on “Rehabilitation” 

Most NGOs work on Grants for Rehabilitation 

NGOs are expected to become “Life-long Guardians” 

As of now, ‘sheltered employment units’ run by NGO’s are micro Enterprises in the 

formative stage 

And there are also individuals with disabilities who have the skills to be “Entrepreneurs” 

“Sheltered Workshops” – Protected work-settings for adults with disabilities 

Primary focus is to engage them in any productive activity 

Products are linked to capability of individuals and not so much market driven 

Size and scale of operations are generally small 

Income generation is not a key focus 

Local level presence only 

No “Brands” 

Vital to set up economically profitable production units where the producers can earn a salary 

Making the Transition 

Bridging Gaps to develop Entrepreneurship 


Developing “entrepreneurial” mind set among NGOs 

Creating a focus to produce “what market wants” 

Building “competence” to become market savvy 

Technology support for mass production and cost reduction 

Creating cluster of NGOs and leveraging on their strengths 

Are we ready ? 

► Take the leap to move out of our comfort zone 

► Take risk to make the transition from sheltered training to entrepreneurship 

► Be prepared to overcome the barriers 

► Change the mindset of parents and society 



Slide 9 

Slide 10 

The EEE (Economic Enterprise and Empowerment) 

Initiative 

► National Trust intends to launch a support program for NGOs willing to develop business/ 

entrepreneurial models involving disabled people. The objectives of the program are: 

► Achieve enhanced employment opportunities for people with disabilities using entrepreneurship 

route 

► Identify new areas/ avenues of entrepreneurship that suit the abilities of people with disabilities as 

well as meet the requirement of enterprises 

► Identify and nurture such enterprises that: 

► Offer high sustainability even in turbulent markets 

► Need less marketing & sales efforts 

► Offer reasonably stable price points 

► Reflect overall philosophy of ARUNIM & National Trust 

► Render for expansion to meet increasing demands – domestic & international 

► Less capital intensive, but technically savvy with the times 

► Provide employment to maximum people with disabilities 

E3 : The Process 


► National Trust (through ARUNIM) in collaboration with National Skill Development Corporation (NSDC) 

intends to initiate E3 Challenge, a program for supporting NGOs with willingness and ability to bring in the 

element of enterprise in their current endeavors with disabled people. 

► E3 Challenge will be a National level competition with the theme “Inclusion of Persons with Disability 

through Entrepreneurship” 

Project Brief 

Team to jointly prepare concept 

note detailing: 

• Market requirement 

• Benefits to PWD 

• Challenges 

• Investment 

• Gestation period 

Shorlisting by Award 

Secretariat 

Projects to be shortlisted on basis 

of: 

• uniqueness 

• sustainability 

• scalability 

Business Plan 

Shortlisted teams to prepare 

detailed project report with 

business plans including 

operational plan and resource 

requirement 



The Award 

Selection of final proposals 

Award given to pilot projects 

Winning teams to be supported financially & nurtured to help make the project successful

Slide 11 

Slide 12 

Stakeholders 

Process 

Managers 

Media 

Partners 

(print/ visual) 

Knowledge 

partner 

Timeline 

Individuals 

National 

Trust/ 

ARUNIM 

Mentors/ 

catalysts 

NGOs 

Persons with 

Disability 


Process Managers 

► Design fair & transparent screening process 

► Facilitate capacity development 

Knowledge partners 

► Skill development 

► Knowledge management 

► Product development 

Mentors/ catalysts 

► Ongoing support to the winners 

Media Partners 

► Brand building 

Rolling out the scheme Preparatory phase Proposal Submission Support to winners 

9 September 2010 

9 September 2010 - Launch of 

the competition 

30 September 2010 

Deadline to submit Expression 

of Interest Form 

15 October 2010 

Deadline to submit 

Application Form 

15 November, 2010 

Announcement of selected 

applicants 

2nd week of December 

2010 Mentoring workshop 

for all applicants 

14 January 2011 

Deadline for submission 

of Project Proposal 


25 February 2011 

Announcement of 

selected Pilot Projects 


Slide 1 

Slide 2 

For Private Circulation only 

Presentation by Shri D Chenoy 

Skills Policy 

Challenges 

NATIONAL TRUST 


Outline 


Bridging the ‘Imagination Gap’ 

Leadership in Skill Development 

Annexure 4 


2

Slide 3 

Slide 4 

National Skill Policy - HIGHLIGHTS 

• The current level of participation of persons with 

disabilities in skill programmes is very low, despite 

guidelines of reserving 3% of the seats (government 

sector). 

• People with disabilities to be provided with 

appropriate adjustment training and skills training to 

bring them in the economic mainstream and make 

them productive citizens. 

• Training will be integrated with efforts to secure 

appropriate employment opportunities…. as well as 

to facilitate their inclusion in the labour market. 

Skills Policy 

Challenges 

Outline 




3 

4

Slide 5 

Slide 6 

Skills Training Needs 

• Many people with disabilities have the desire and capacity to 

enter the workforce 

• There is a need to provide support and encouragement to 

achieve skilling and outcomes required to become productive 

workers / members of the workforce 

• NSDC seeks to catalyze transformation of vocational 

aspirations into reality of skilled employment or other 

livelihood avenues 

Challenges 

• No precedents or formulas. Few Skills Development initiatives 

• Identification of Issues 

• Identification of jobs 

• Mainstreaming – Inclusive training 

• Identifying and reducing systemic barriers 

• Collaboration between stakeholders – 

Government, NGO’s, potential employers, family, trainers… 


5 

6

Slide 7 

Slide 8 

Skills Policy 

Challenges 

Outline 



A PPP first of its kind in the area of skill development globally. 

NSDC to act a catalyst for innovative, sustainable training initiatives 

NSDC provides viability gap funding for vocational training as per 

guidelines 

NSDC Is helping build an ecosystem for vocational training in India 

Creation of Train the Trainers centers 

NSDC – A unique entity 


7 

8

Slide 9 

Slide 10 

Create 

Fund 

Enable 

Real Estate Services 14.0 

Gems and Jewellery 4.6 

Leather and Leather Goods 4.6 

Organised Retail 17.3 

Textiles and Clothing 26.2 

Electronics and IT Hardware 3.3 

Auto and Auto Components 35.0 

IT and ITES 5.3 

Banking, Financial Services, and 

Insurance 

4.2 

Furniture and Furnishings 

Source: IMaCS analysis 

3.4 

NSDC Roles 

• Proactively catalyze creation of 

large, quality vocational 

training institutions 

• Viability gap funding for 

scalable, for-profit vocational 

training initiatives 

• Support systems relevant for Skill 

Development directly or through partnerships 

• Quality Assurance, Information Systems, 

Train-the-trainer centers 

Summary of Skill Gaps 

Incremental human resource requirement till 2022 in million 

Industry Incremental 

Industry Incremental 

requirement 

requirement 

(in million) 

(in million) 

Building and Construction Industry 33.0 Tourism and Hospitality services 3.6 

Construction Material and Building 

Hardware 

1.4 

Chemicals and Pharmaceuticals 1.9 

Food Processing 9.3 

Healthcare 12.7 

Transportation and Logistics 17.7 

Media and Entertainment 3.0 

Education and Skill Development Services 5.8 

Select informal employment sectors 

(domestic help, beauticians, facility 

management, security guards) 

37.6 

Incremental 240 to 250 

10 


9

Slide 11 

Slide 12 

NATIONAL TRUST helping create equal opportunities and 

promoting full fledged participation in society. 

To Enable and 

Empower the 

disabled 

To 

Strengthen 

the facilities 

available 

ARUNIM – Association for Rehabilitation 

under National Trust Initiative of Marketing 

A Facilitator to , 

coordinate and 

promote 

products 

Capability & 

capacity building 

of its members 


Reach 

Engaged with NGO’s 

working for the welfare 

and engagement of the 

disabled. 

ARUNIM 

NT, ARUNIM & NSDC 

NSDC 

Support in terms of design, 

entrepreneurship and 

business models. 

Acting as a 

Catalyst 

Joining Hands 

Assisting in 

Skills building 

NSDC 

Big Picture 

Inclusive training 

Mainstream 

Sustainability 

Foster 

Capacity building 

Entrepreneurial 

development 


11 

12


Slide 13 

Slide 14 

Expected Outcomes of EEE 

•Training and Support pathways ( Arunim ) 

•Helping innovative models emerge 

•Identifying and reducing systemic barriers 

•Transition from sheltered work environments 

to mainstream; sustainable economic activity 

Skills Policy 

Challenges 

Outline 




13 

14

Slide 15 

Slide 16 

NSDC and `Imagination Gap’ 

• NSDC is a “viability gap catalyst” to make 150 skilled 

workers by 2022 a reality. 

• Viability Gap = Funding Gap + Imagination Gap 

• Imagination Gap = Ideas gap + Ability gap + Technology 

gap + Relationships gap + Policy enablement gap. 

NSDC’s focus is more on “Imagination Gap” 

Why Skills Training ? 


15 

16

Slide 17 

Slide 18 

Closing Thought 

Disability is a matter of perception. 

Disability If you can is a do matter just one of perception. thing well, 

If you you're can needed do just one by someone. thing well, 

you're needed by someone. 

Martina Navratilova 

Martina Navratilova 

THANK YOU 

Contact information: 

dilip.chenoy@nsdcindia.org 

www.nsdcindia.org 


17

Slide 1 

Slide 2 

Presentation By Ms. Meera Shenoy 

Wadhwani Foundation 

Overview for 


New Delhi 

Meera Shenoy 

Executive Director 

Vision and Mission 

Vision and Mission: 

Accelerate economic development through 

Entrepreneurship, Innovation and Targeted Job Creation 

in India and other emerging economies 

Annexure 5 


Slide 3 

Slide 4 

Targeted Job Creation 


Vision and Mission: 

• Trigger large scale job creation for the underserved through business value proposition 

• Deploy disabled into sustainable high quality jobs and help transform corporate culture 

Strategy and Status: 

• Work with three key stakeholders: companies, government and civil society organizations 

• Design demand driven programs in close association with industry 

• Market linked trainings through national partners with WF funding the training 

• Have at least one WF model training centre in key states 

• Become the acknowledge pioneer in this space 

• Become a knowledge repository for the country 

Challenges 


•In India 20 million disabled . Actually 3 times more 

•70% are in the rural areas; 65% are poor 

•2% are educated and barely 1% employed 

•Dismal statistics for 6% of the countrys population 

•If capacities are built, PwD could be an alternative labour force for 

companies 


Slide 5 

Slide 6 

Why companies are hiring 

the Disabled 


“We don’t hire people who are disabled because it is nice thing to do 

we hire them because it is a right thing to do from a business perspective” 

Outreach program 

Project ABLE 

Global Leadership Forums 

• Educated disabled are excellent role models 

• Many corporate jobs are superior fit for disabled 

• Exhibit higher productivity, lower attrition and reduced training costs 

• No awareness of Government SOP’s which can reduce employee cost 

• Diverse and inclusive workforce 

• Cross pollination raise mutual mentoring levels 

Focus Sector - IT/ITES 


Nasscom & Deloitte Study 

“Indian IT/ITES: Impacting Education & Society” 

• 64% of companies now want to hire disabled 

• Examples: Mphasis; IBM; Infosys; 24x7 

• Desk jobs suited for PwD 

Areas in IT/ITES sector 

• Development and testing of software 

• BPO/call centre 

• KPO 

• Medical transcription 

• Animation and graphics 

• Web services and processing client applications 

• Data entry and data processing 


Slide 7 

Slide 8 

Our Strategy 


Situation Analysis 

Consultation with PwDs/parents 

Consultation with NGOs 

Consultation with government 

Dialogue with companies 

Document existing best practises in livelihoods to 

motivate 

Result : build an enabling eco-sphere 

WF Credentials:OND 


Achievements: 

• Set up the Centre for PwD livelihoods with AP govt.- first PPP Centre in a govt. project 

• Partner with SERP- World Bank’s largest funded project working with 1 million rural 

women 

• Just issued the first RFP for market linked PwD trainings and companies which want to 

train in-house and hire disabled 

• Initiated pilots with TBSS and KFC 

• Initiated studies with ISB to understand PwD fit into 3 industries – hospitality, IT and 

manufacturing. 


Slide 9 

Slide 10 

WF-OND 


Delhi – United Way Delhi; American-India Foundation 

Mumbai – United Way Mumbai 

Bangalore – Unnati;Enable India 

Chennai – United Way Chennai with 2 corporates 

Each partner brings its NGO networks 

Dr.Reddys Foundation – 3 cities 

WF-OND : strong network of government, companies, 

training organisations, NGOs and disabled youth. 

WF OND TEAM 


•Set up the countrys first Jobs mission for the 

underprivileged youth 

•Trained 280,000 rural and tribal youth and linked them to 

jobs across sectors 

•Set up the countrys first rural retail academy and grassroot 

English, Workreadiness and Computer Academy 

•Experience of working with government, corporates and 

the community 


Slide 11 

Slide 12 


•22 year old Shaheeda from Peeluru, Chittoor born with motor 

disability 

•Father Abdul Raza” We considered her birth a curse”…..Before 

•“She is the pride of the family”…Now 

• Shaheeda works in HDFC rural BPO drawing Rs.60,000 per annum 

WF OND PILOT 


18 Rural underprivileged youth with over 40% disability 

8 were girls 

45 days training for domestic BPO industry 

Incomes ranged from Rs.54,000 to Rs.96,000 per annum 

All of them first white collared job member of the family 

Girls with over 75% disability got the highest incomes 

Families and youth transformed by this experience. 

Gives WF hope that 

WE CAN TOGETHER MAKE A DIFFERENCE 


Slide 13 

Thank you 


Slide 1 

Slide 2 

Presentation By Ms. Neelam Chhiber 

Managing Director 

Industree Crafts Pvt. Ltd. 

Neelam Chhiber 

Managing Trustee 

Industree Crafts Foundation 

Industree – a hybrid social enterprise 

Industree is a hybrid social enterprise based in Bangalore 

promoting rural livelihoods. Industree connects two ends of 

the spectrum - the producer and the market. 

Industree Crafts Pvt. Ltd. is the ‘for profit’ entity which 

focuses on domestic multi branded retail of craft products 

Industree Crafts Foundation (ICF) is the ‘not for profit’ 

entity enabling common interest groups livelihoods and be 

owners of their enterprises. 

Annexure 6 


Slide 3 

Slide 4 

Industree’s model 

Lambani Artisan selling directly 

to consumers at Mother Earth in 

an exhibition 


Slide 5 

Slide 6 

Industree’s model 

Industree believes in community ownership 

Industree’s model is fusion of both models 

(entrepreneurship model & community owned 

model), i.e. entrepreneur led community ownership 

model 

Entrepreneurs are willing to take risk, highly 

motivated, willing to put personal investment, the 

group pays percentage of turnover to leader for taking 

risks of the group’s business 

Industree’s facilitates groups in 

Training 

Design support 

Working capital 

Market knowledge & 

market linkages 

Industree’s designer working with artisans 


Slide 7 

Slide 8 

A case study of 

Vanavil Self Help 

Group production 

unit at 

Kandikuppam 

village, Krishnagiri 

district 

Group of people together as a self 

help group Lead by master 

artisan cum 

entrepreneur, Mr. 

Murugan K 


Slide 9 

Slide 10 

Skill Training, 

design, setting up 

of unit, capacity 

building 

Working capital 

loans from 

micro finance 

Raw materials 

from vendors 

Vanavil 

SHG 

Marketing 

through Mother 

Earth 

Immediate bill 

clearance facility 

through Mega 

Holdings 

Vanavil SHG Production unit 


Slide 11 

Slide 12 

Sharing responsibilities 

Payments structure 

All artisans in the common interest group / SHG gets 

salary every month depending on their work & 

experience. At the end of the financial year, the profit 

of the group is divided & distributed among the 

artisans 

Murugan (leader of Self Help Group) gets additional 

5% as incentive for taking all the risks i.e. procuring 

orders, organising raw materials, production & 

dispatching it to buyers and ensuring payments in 

time 


Slide 13 

Slide 14 

Turnover figures of Vanavil SHG 

Financial year Annual turnover over (Rs.) 

2007-08 0.6 million 

2008-09 2 million 

2009-10 2.8 million 

Benefits of this model 

Sustained income / business to artisans 

Transparency & accountability, No exploitation & sharing 

of profits among the group members 

Independent as a group production unit, can supply to 

Mother Earth, any other buyer as well 

Regular training & updating artisans in diversified products 

depending on market trends 

Assurance of markets through Mother Earth retail shops 

Linkage to other organisations such as micro finance 

institutions, vendors 


Slide 15 

Thank you 


Slide 1 

Slide 2 

Presentation By Shri Jacob Mathew 

THINKING LIKE A DESIGNER 

WHY DESIGN MATTERS FOR NGOs 



What is thinking like a designer? 

Problem solving/opportunity spotting 

Holistic thinking 

Serving multiple stakeholders 

Integrative thinking 

Innovation 

Quick validation 

Creating and capturing value 

Annexure 7 


Slide 3 

Slide 4 



A BULL SIZED PROBLEM! 


Slide 5 

Slide 6 

Every problem is an opportunity in disguise 



NEEDY HEART FOUNDATION 

Needy Heart Foundation is an NGO that funds heart surgeries 

for the needy through 3 partner hospitals 

Do us a new logo!!!! 


Slide 7 

Slide 8 




Idiom convinced them to celebrate their landmark of 1000 

successful heart surgeries and celebrate the event with all their 

stake holders. 


Slide 9 

Slide 10 



NEEDY HEART FOUNDATION Keep The Beat- Extendable brand 

Idiom created an event attended by the Governor of Karnataka, along 

with doctors from the participating hospitals, patient care staff, 

patients, beneficiaries and donors. 


Slide 11 

Slide 12 




A few low budget films were created, stories of actual people 

whose lives have changed is a powerful message 


This girl’s life changed when a hole in her heart was mended 


Slide 13 

Slide 14 




New initiatives were launched such as: 

Heartman 

A mascot figure that dispenses information at public places 

Needy Heart Angels 

A programme to induct medical professionals who will give their 

time 

Needy Heart Partner a corporate programme that places the 

Heartman in their premises. 


Slide 15 

Slide 16 


Can we be empathic when we communicate 

We love stories!!!! 



Slide 17 

Slide 18 

Problems and stories 

A bull that would not go away 

A shop we never forget 

A brand is not who we think we are 

But what they think we are 



credibilty 

BATF – Bangalore Agenda Task Force 

BATF was a private public partnership in association with 

government of Karnataka that brought together the various 

official stake holders of Bangalore city along with Private sector 

corporate experience of individuals like Nandan Nilekani, 

Narayan Murthy, Kiran Majumdar, Prakash Padukone etc 


Slide 19 

Slide 20 

Initiatives 



1. The Bangalore Forward Summit 

2. The Nirmala Bangalore project 

3. The Bangalore Road Signage Manual 

4. The Shivajinagar bus depot signage 

5. The Central Jail – “Setting free a jail project which 

has led to Freedom Park”(a name that can inspire 

action) 


Slide 21 

Slide 22 

Who are we serving??? 

there are always multiple stakeholders 

Sometimes their needs are opposite 

Can solutions be integrative 

Our clients our donors our team 

Need to dig the road -water dept 

Need to surface the road- road dept 



AUTHENTICITY 

Living a promise 

Brand ,culture ,being 


Slide 23 

Slide 24 


© IDIOM DESIGN AND 

CONSULTING LIMITED, 2009. 


Kerala Ayurveda is rooted in an authentic ayurveda tradition that 

was presented primarily to the Malayalee diaspora. 

The re-design packages it and makes it accessible to a much 

larger population. 

The scheme uses simple, natural materials 


Slide 25 

Slide 26 





HAPPITAL 

Hospitals are usually places of last resort. 

In India and other developing countries the patients relatives are 

also care givers who are vital to quicker recovery, in addition to 

the professional care givers. 


Slide 27 

Slide 28 





HAPPITAL 

Happital acknowledges this. 

Even the ICU has facilities for families to stay. 

Happital runs the infrastructure for doctors who will use it 

as their hospital. 


Slide 29 

Slide 30 

Inspiring people by defining what you do 

The Cairn story 

Sniffer 

Gambler 

Boosting Morale not serving food 

-Pegasus Mess Baghdad 


Is my message compelling? 

Bangalore Forward 

Khelo india khelo 

Quit India 



Slide 31 

Slide 32 

Is it Sustainable 

Does it have legs to stand on 

Can it scale 

Can it be replicated can it have impact? 


FLOAT Social Enterprise Incubation 

Float is a device which repurposes used billboard material and throw away 

plastic soft drink bottles to create life jackets and rafts that can be used as 

life saving devices. 

The skills and infrastructure created will be utilised to produce both 

functional and utility bags as well as lifestyle bags to be sold in urban areas 

creating a sustainable model. 


200,000 life vests 


Slide 33 

Slide 34 

STAYING RELEVANT 

donors are fickle 

They have too many choices 

People are moved to what’s new 

A flood somewhere is more dramatic than 

a drought somewhere else 

Things change -do you? 

Greeting cards in the age of social networking 



Design works 360 degrees 


Slide 35 

Slide 36 

DO YOU BUILD TRUST 

Trust implies reliability 

But does it bring delight, awe ,surprise, 




Slide 37 

Slide 38 

Modern GM & 

PVT label 

programme 

Leisure & 

Entertainment 

VM: 

Emotional / 

Family 

oriented/ 

aspirational 

Shopping 

trolley 

Khhushali ke 

Haseen sapnay 

Electronics & 

Furniture 

A/C 

Quick/ Easy 

Billing 


Market 

intelligence 

THE NEW CONSUMPTION CULTURE 

Humble Sales. 

Boys/ Girls 

Big Bazaar Price 

Touch & feel 

guarantee & quality 

promise 

Design 

development 

Life-skills 

Livelihood skills 


Everybody’s 

passport to 

modernity/ 

prosperity 

Conglomeration of 

Bazaar 

Non 

intimidating 

security 

A salute to common man 

Organised Chaos 

Discover the joys 

of inclusive 

consumption/ 

capitalism 

Liberator of the masses! 

Classless 

products & 

prices 

Abundant Variety 

Over flowing 

bins 

Modern Mela 


6 ANKHIEN 

12 HAATH 

Anything & 

Everything 

Branding Graphics inspired by communism 

Skill 

enhancement 

training 

Connect to 

Market 

withrelevance 

Life with dignity 

Creating 

Micro enterprises 

Extended 

Family 

Friendly 

‘Bazaar’ upgraded 

Is se sasta 

aur achha 

kahin nahin 

Marketing 

Retail front end 

B2c, b2b 

Creating products 

and services 

Branded events 

Brandedspaces 

Consumer 

feedback 

Kotastone 

‘Value seeking 

hard bargainer’ 

Woman & child 

friendly 

Mentoring 

enterprises 

Clusters as 

opposed to 

aisle 

Price Challenge 

Staples in 

gunny snacks 

Butt brush

Slide 39 

Slide 40 

exhibitions 

stand alone 

stores 

e-portal 

exchange 

point 

brand & 

retail 


store 

in store 

B2B 

galleries 

full offer, brand showcase, 

image building 

B2C, larger masses 

knowledge sharing, innovation & 

education 


arunim 

for profit not for profit 

front end 

/ services 

understanding 

market 

needs 

exhibitions 

stand alone 

stores 

facilitators 

back end 

/ supply 


142 

NGOs 

design 

studio 

brand & 

retail 

matching 

skills & 

capacity 

store 

in store 

B2B 

e-portal galleries 

exchange 

point 

front end 

/ services 

phase 1 

10-15 most 

promising NGOs 

business 

orientation 

product dev.: 

artistic prods. 

value addition: 

artisan prods. 

administration 

& training 

a strong brand identity, powerful communications 

and a unique customer experience along with well 

designed products that will drive up sales figures 

and margins 

quick start: retail presence 

at low cost 

B2B (sales to corporates, 

governments, etc) 

niche artist expressions sold at 

galleries

Slide 41 

Slide 42 



phase 1 

selecting the 

10-15 most 

promising NGOs 

giving them 

business 

orientation 

designing 

and developing 

artistic products 

exploring 

value additions: 

artisan products 

continuous 

evolution & 

innovation 

design of a 

unique retail 

brand & 

experience 

back end 

/ supply 

administration 

& training 

• designing & managing an 

outreach and training 

programme 

• designing & managing a 

supply chain 

intelligent 

integration 

of resources 

creation of 

sensible & 

appealing 

products 



Slide 43 


THANKS 


Slide 1 

Slide 2 

Presentation By Ms. Manisha Gupta 

Creating A Winning Business 

Plan 

Presentation Flow 


Knowledge Workshop 

I. Entrepreneurship 

Who is an ‘entrepreneur’? 

What an entrepreneur needs to succeed. 

Transitioning from an NGO-mode of working to entrepreneurial 

operations. 

II. Ingredients of a successful business plan. 

The need for a business plan 

Business plan format 

III. A walk-through of the Business Plan Toolkit. 

IV. Q and A. 

Annexure 8 


Slide 3 

Slide 4 

Entrepreneurship 



Entrepreneurship Defined 

Entrepreneurship is more than simply “starting a business.” It is a way 

of thinking, of risk-taking and opportunity-spotting. 

It is a process through which individuals identify opportunities, allocate 

resources, and create value through products and services. This 

creation of value is often through the identification of unmet needs or 

through the identification of opportunities for change. 

Entrepreneurs see “problems” as “opportunities,” then take action to 

identify the solutions to those problems and the customers who will 

pay to have those problems solved. 

Entrepreneurs spur growth by creating productive jobs/employment, 

and building value chains. 

Entrepreneurs are creators of wealth and social capital, not just for 

themselves, but for their communities as well. Entrepreneurship is 

about shaping new identities and behaviour change. 


Slide 5 

Slide 6 

Entrepreneurship Defined 

“Most scholars and artists come to rest when they express an 

idea; many managers relax when they solve the problem of 

only their company or institution; and most professionals are 

happy when they satisfy a client. It is only the entrepreneur who 

literally cannot stop until he or she has created value in the 

whole society.” 

William Drayton, Ashoka: Innovators for the Public 

What An Entrepreneur Needs to 

Succeed (1/2) 

Friends & 

Family 

Personal Funds 

Personal Loans 

Business Loans 

Angel Investors 

Venture 

Capitalists 

Sufficient 

Money 

Big 

Idea 

Relentless 

Execution 

Good 

Plan 

Risk Taking 

Opportunity Spotting 

Competent 

Team 

Managerial Skills 

Technical Skills 

Marketing Skills 

Access to Markets 

Sourcing Raw Material 

Sourcing Technology 

Access to Support Services 


Slide 7 

Slide 8 

What an Entrepreneur Needs to 

Succeed (2/2) 

Building a Rock Solid Team is key to an entrepreneur’s success 

SELL 

STUFF 

Marketing/Sales 

BUILD 

STUFF 

Engineering/ 

Technology 

Raise Money 

Hire Team 

Provide Direction 

(CEO) 

The 4 Deadly Mistakes: 

Hiring based on convenience 

Hiring without due diligence 

Hiring the wrong attitude 

Hiring poor listeners 

RUN 

THE SHOW 

Finance/ 

Administration 

Transitioning from Philanthropy to 

Entrepreneurship 

Transitioning from the NGO mode of working to entrepreneurial 

operations demands a mindset shift 

Sustainability 

Shift from donor- reliance to self-reliance; from grants to revenues 

Scale 

Growth and scale - no longer options, but mandatory demands of the business 

Market orientation 

Shift from community goodwill to customer focus 

Execution – the Game Changer 

Shift from passion to process and discipline 


Slide 9 

Slide 10 

Ingredients of a Successful 

Business Plan 



Why Do We Need a Business Plan 

What? 

– A roadmap. 

– A tool to clarify priorities. 

– A document to attract 

funding. 

– A guide when speed bumps 

happen. 

– A scorecard for your 

company and for your own 

entrepreneurial 

achievements. 

Why? 

– 1,000,001 questions 

– Infinite number of 

possibilities 

– Distractions galore 

How Long? 

– 6-9 pages for the 

narrative, plus 

financials/ appendices 


Slide 11 

Slide 12 

The Business Plan: Some Truths 

The planning process is more important than the 

plan. 

The assumptions are more important than the 

forecasts. 

Things will never turn out as planned – the plan 

requires continuous iteration and updating. 

The business plan should be short enough to be 

readable, long enough to be rigorous 

General Rules 

The five pillars of a business plan 

The Product and/or Service 

The Market/Customer 

The Financial Model 

Operations 

The Team 

Make it an interesting read! 

– Bullet points 

– Balance creativity while still 

getting your point across 

– Use short (1-3 sentence) 

paragraphs 

– Be careful with using industry 

jargon 

Write with objectivity 

– Consider using the thirdperson 

Focus more on initial future 

(1-2 years), less on later 

years 


Slide 13 

Slide 14 

Outline of a Business Plan 

Cover Sheet 

Executive Summary 

a. Statement of Purpose 

Table of Contents 

1) Company History and 

Business Description 

2) Products and Services 

Final Thoughts 

5) Market Analysis 

a. Customers 

b. Competition 

c. Marketing Strategy 

6) Management 

5) Operations 

5) Financial Plan 

5) Appendices 

Growth vs. Profit 

– Growth today is worth many times the profits tomorrow 

Speed vs. Deliberation 

– Know your speed limit, and don’t let others make you exceed 

it 

Opportunism vs. Strategy 

– Start out being opportunistic, but quickly become strategic 

Entrepreneur vs Business Plan 

– Drive the business plan rather than the business plan driving 

you 


Slide 15 

Slide 16 

A Walk Through of the Business 

Plan Toolkit 



Q and A 




Slide 17 

Slide 18 

References 

Indian Angel Network 

http://www.indianangelnetwork.com/reposi 

tory.aspx 

Thank You 




Slide 19 

Slide 20 

Ingredients of a Business Plan: 

Executive Summary 

Most important part of the plan 

Objective of the Business Plan – Financing or Operating Guide 

Concise explanation 

– Venture objectives 

– Brief Description of Products and Services 

– Market prospects 

– Financial forecasts 

How much money is needed? 

What will the money be used for? 

How will the funds benefit the business? 

Why does this loan or investment make business sense? 

How will the funds be repaid? 

– Operating Plan 

– Team – the Secret Sauce 

WRITTEN LAST 

Not More than 2 pages 


Company History and Business Description 

Mission Statement 

Basic product description 

Names of principals and brief background on each 

Legalities: business type 

Company location 

Number of employees 

Customer highlights 

Your niche and unique qualities 

General strategy plan 

– List of planned milestones (business formation, opening date, hiring employees, 

reaching certain revenue goals) 

Strategic alliances 

Awards and merits 

Company milestones (business formation, opening date, hiring employees, revenue 

levels/ growth) 

1-3 year plan – future milestones to reach (sales goals, hiring employees) 

Work Experience 


Slide 21 


Product and Market 

Product and Services 

Detailed description of 

products or services 

Indicate stage of 

development: inprocess, 

prototypes, 

samples 

Patents or trademarks, 

legal contracts, licensing 

agreements, regulations, 

certifications 

“The Brochure Section” 

The Market 

Industry analysis 

Customers: Individual and business customer 

demographics 

Competition 

– Why your company is superior 

– Trends in competitive companies 

– Similar and dissimilar 

– SWOT (strengths, weaknesses, opportunities, 

threats) 

– Lessons learned 

– Eye on the future 

– Competitive grid and explanation 

Marketing Strategy 

Cite Sources!

KNOWLEDGE WORKSHOP - National Trust

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